Entrepreneurs are among the most ambitious, as well as the craziest, people on the planet. Nobody starts a company expecting it to collapse. We’re all confident that our vision is genius, that we’ll thrive (where others have failed), and that this organisation will turn our lives for the better. We would never risk spending our own money or borrowing money from others to start our company if we did not feel that way. The fact is that, according to the SBA, most companies fail eventually, with more than half failing within the first three years. Even if you get too far, things can still go terribly wrong, as many experienced business owners learned during the Great Recession of 2009 to 2012.Do you want to learn more? see here
Is this to suggest that you should never start a business? Certainly not. I believe that your company will be a huge success if you approach it correctly, stop making the same mistakes as before, and maintain self-discipline as the director. Here are some of my recommendations for ensuring the performance of your company:
Let us begin with you. Successful business owners are disciplined individuals, and companies fail more often than not because their owners fail. To be successful, your company must compete. Someone is still out there seeking to win over as many of your potential customers as possible. If you do not want to work hard and discipline yourself, then you should not enter the business world. There must be discipline anywhere there is rivalry. You may have the most unique talent or the greatest product concept in the world, but if you lack discipline, your company will never meet its full potential.
Discipline is the determination to work hard in order to achieve results. It means practising until you obtain the qualities and results you need to compete, rather than settling for mediocre results. No one will buy your goods or employ your services if you are unable to deliver on your promises. A keen eye for detail is needed in the business world. Early in my career, I learned a valuable lesson. I once had to make a financial presentation to a senior executive and reasoned that because I understood what I was talking about, I might get away with limited study and planning. My presentation was torn to shreds when I arrived at the conference. I was unable to respond to obvious questions and lacked the level of detail needed to be accurate and persuasive. Not with the executive, but with myself, I left the meeting disappointed and furious, vowing that this would never happen to me again. You can not always get it right as a company owner. You will make errors and blunders from time to time. If your product or service fails, don’t blame it on a lack of commitment and dedication on your part, or on the fact that you were too lazy to do it properly.