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20 Tips from the Entrepreneur’s Bookshelf for Entrepreneurs, Startups & Business Owners

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You’ve heard you are what you eat, well we believe that you are what you read. We receive hundreds of books to read to help out entrepreneurs and business owners but more than just offering a chance to hear about a book we believe we want you to walk away with some wisdom just like we did from reading these books.

Teach a CEO presents lessons from the Entrepreneur’s Bookshelf on how you can improve and grow your business venture. We have taken some nuggets from our library and provide them for entrepreneurs and business owners and to help your ventures.

  1. In forming team, you want people who are passionate. those are the ones who will spend all the extra hours on a project; who will think about that problem or product on the weekends, in the shower, wherever they go. Every great invention, every significant advance in human history began with passion. (The Soft Edge)
  2. Strategy formulation still requires the willingness and ability to make the tough choices about what to do and what not to do. You still need to define where you want to compete, how you intend to win, and how you plan to leverage your advantages–the timeless, transient, competitive, and exceptional advantages that have consistently helped you outrun the competitions up until now. (Challenge the Ordinary)
  3. Being the chief chooser and artist of your life allows you at any point to embrace a blank canvas, pick up a brush, and paint the picture of who you want to become! (The Power of Nothing)
  4. Learning organizations expect failure. They realize that if failure doesn't happen, the company isn't pushing hard enough. (Challenge the Ordinary)
  5. All of the “busyness” often makes us feel out of control and scattered in our thinking and our approach, forcing us to make decisions in the moment, sometimes at the risk of the future. Control for our actions and our ideas will remerge if we consciously force, even short moments, to step back and think before we act. (Consider)
  6. Exceptional organizations serve as magnets to star performers who, by their very nature, require excellent performance of themselves and those with whom they associate. (Challenge the Ordinary)
  7. The spirit and life force within all of us seeks ongoing expansion and growth. It is like a child searching for new meaning and exploring ways to be creative. The problem is that many work environments restrict, and even forbid, this powerful flow of energy. (The i In Team)
  8. Trust is the price we pay when we want to enable engagement, creativity, and great work. (The Soft Edge)
  9. If we make perfection the goal, we will never experience triumph, and we'll seldom be satisfied. Stars thrive on achievement and accomplishment because both bring satisfaction. (Challenge the Ordinary)
  10. Interdependent thinking reminds us to think we-opically and find solutions that are win-win. It does us little good to solve one problem and create more problems in the process. Look carefully at great teams and you will find another i in play. (The i In Team)
  11. Moreover, the smartest people in business are not those with the highest g. Instead they're those who regularly put themselves in situations that require grit. Those acts of courage accelerate their learning through adaptation. (The Soft Edge)
  12. As time goes on, we tend to accumulate more things. Stuff begins to clutter our lives and fill all the space. We become so overloaded and overburdened that we can't see through the clutter to create the life we truly want. (The Power of Nothing)
  13. With the tethering to technology that happens to us throughout the course of a day, it is clear that we treat time with our thoughts as a low-level priority. (Consider)
  14. To tap the ingenuity of the team, we have to accept that no one alone has all the data or all the answers. We have  to listen to one another. We have to share our ideas and insights and build on them. We have to speak up and be hones with one another, even if this feels uncomfortable. (The i In Team)
  15. But to increase smarts, both on an individual and organizational level, we need to acknowledge our performance bleep-ups. As counterintuitive as it may sound, more bleep=ups lead to greater improvements and faster innovation. (The Soft Edge)
  16. High-performing teams recognize that we must unite as one to deliver synergistic results. We must interact in harmony, like a disciplined symphony orchestra or a creative jazz band. We, indeed, have different roles to play with different responsibilities attached, but it is the synergistic interaction that leads to the quality and delivery of the music. We play as one. (The i In Team)
  17. We seem to understand, at least intellectually, that we will excel only by leveraging strengths, not by mitigating weaknesses. Of course, we should try to minimize weaknesses, but only to the point that they no longer undermine our strengths. In other words, working on a weakness will help us prevent failures, but it won't ensure virtuosity. (Challenge the Ordinary)
  18. Smart leaders think laterally. They love to learn from innovative thinkers in different industries. (The Soft Edge)
  19. Our misguided purpose of doing so much to achieve is often counterproductive. It takes away from our relationships and our ability to be an effective leader, mother, father or friend. (The Power of Nothing)
  20. If you really want to create fans of your business, the people who'll become apostles and advocates, you need to use narrative. We consumers are hardwired to receive a good story. (The Soft Edge)

 

Books from the Library

Excerpts from Amazon.com

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