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Lessons from the masters - getting it right
By: Jase Dow
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    Table of Contents:
  • Lessons from the masters - getting it right
  • Most of us...
  • If a company...
  • Most people are...
  • If you're lucky...
  • Tim's ideas are...
  • Running a business...
  • Tim's business plan...
  • Whether you're polishing...
  • Managing without the...
  • Running your own...
  • Heinz Kleinwald runs...
  • Nobody could ever...
  • But I do...

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    Lessons from the masters - getting it right - If a company...

    (Page 3 of 14 )

    If a company isn't prepared to take risks, they are effectively confining themselves to a very limited number of opportunities from the outset. If you let your competitors take all the risks while you look on from the safety of your desk, you could be handing over your future sales. If you consistently limit your company to only ever going after guaranteed results, you're never going to get anywhere, and you know it. No risks equals no hope of ever achieving your dreams.

    Personality and perseverance vs. pointless procrastination.

    We all know that the driving personality behind a successful company is vital - that much is obvious. There is much that could be said about this particular fact, but I'd like to keep it short and sweet. I'm a firm believer in one particular idea: there are leaders that talk, and leaders that do. There's nothing revolutionary about this, but it's true. And invariably, the doers are more successful than the talkers.

    Nathan Peters is a doer. He runs a well-known company with a very substantial range of products, and is a classically democratic leader. He believes in a very open relationship with his employees, and is forever interested in hearing what anyone has to say about his software. But one of his skills is that he knows when it's time to stop talking, and is capable of ensuring that ideas quickly are turned into action.

    Jefferson Gough is a talker. He has great ideas, and will talk to anyone and everyone, at length, about the exciting plans he has for his software. "Should be ready real soon", he declares. "A couple of months, at the most". He spends hours talking to his partner, explaining what his visions are and what he thinks they're capable of. But no action is ever taken - and a year later, Jefferson is still in the same exact place, talking about his brilliant plans.

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