I've Got Personality

A study from the Guardian Life Index lists six characteristics of entreprenuers. It's good to know that I have similar personality traits to successful small business owners.

Collaborative
Success-oriented small business owners understand how to delegate effectively to
others within their business as well as build strong personal relationships with their management team, employees, consultants, vendors and customers. They are more
committed “to creating opportunities for others.”
Self-fulfilled
Success-oriented small business owners place a high value on the personal fulfillment
and gratification that their companies provide them, relishing the self-determination and respect that comes from being their own boss and being in control of their personal income and long-term net worth. They are more desirous of “doing something for a living that I love to do,” “being able to decide how much money I make” and “being able to have the satisfaction of creating something of value.”
Future-focused
Planning for both the short- and long-term future are key traits that characterize
success-oriented small business owners. They are more focused on cash flow and more
likely to have “a well thought out plan to run our business for years into the future” as well as “a well thought out plan to run our business day to day.”
Curious
Success-oriented small business owners are more open to learning how others run their businesses. They actively seek best practice insights regarding management, business innovation, prospecting and finding/motivating/retaining employees.
Tech-savvy
Technology is a key point of leverage for success-oriented small business owners. They more intensely value their company’s website and are significantly more likely to “rely a great deal on technology to help make our business more effective and more efficient.”
Action oriented
Finally, success-oriented small business owners are more proactive in taking initiative to build their businesses. They are more committed to “taking the business to the next level,” “differentiating ourselves from our competitors” and “having something to sell when I’m ready to retire.” They also see adversity as “a kick in the rear to help move you forward.” Not surprisingly, they are less concerned than other small business owners about the overall state of the economy.

Read the full report here or another article about it here.

Growth By the Numbers

Apparently, I love lists... so here's another one! This is Bruce Mau's "Incomplete Manifesto for Growth." His ideas are simple yet brilliant, perfect for your business - no matter what kind of business you're in.

There are a few personal favorites of mine:

1. Allow events to change you.
You have to be willing to grow. Growth is different from something that happens to you. You produce it. You live it. The prerequisites for growth: the openness to experience events and the willingness to be changed by them.

10. Everyone is a leader.
Growth happens. Whenever it does, allow it to emerge. Learn to follow when it makes sense. Let anyone lead.

14. Don’t be cool.
Cool is conservative fear dressed in black. Free yourself from limits of this sort.

15. Ask stupid questions.
Growth is fueled by desire and innocence. Assess the answer, not the question. Imagine learning throughout your life at the rate of an infant.

24. Avoid software.
The problem with software is that everyone has it.

25. Don’t clean your desk.
You might find something in the morning that you can’t see tonight.

32. Listen carefully.
Every collaborator who enters our orbit brings with him or her a world more strange and complex than any we could ever hope to imagine. By listening to the details and the subtlety of their needs, desires, or ambitions, we fold their world onto our own. Neither party will ever be the same.

33. Take field trips.
The bandwidth of the world is greater than that of your TV set, or the Internet, or even a totally immersive, interactive, dynamically rendered, object-oriented, real-time, computer graphic–simulated environment.

39. Coffee breaks, cab rides, green rooms.
Real growth often happens outside of where we intend it to, in the interstitial spaces – what Dr. Seuss calls "the waiting place." Hans Ulrich Obrist once organized a science and art conference with all of the infrastructure of a conference – the parties, chats, lunches, airport arrivals – but with no actual conference. Apparently it was hugely successful and spawned many ongoing collaborations.


After reading so many lists like this (my other favorite belongs to Stefan Sagmeister) I think I need to make a list of my own. I think this might call for a new notebook.

Why?

I have quite a few pet peeves. For the most part, I don't let them get the best of me, but there's one that I find particularly frustrating: Group Think.
Maybe it's because I go to a lot of meetings and, typically, the people in the meetings are from similar backgrounds and often friends. As soon as I see the first signs of discussions becoming one-sided or conversation hurling toward some sudden quick decision, I like to jump in and play devil's advocate. I start asking "Why?" a lot and asking for more clarification. Basically, I just don't agree with anything.
I often wonder if everyone sees what I'm doing or if they think I'm just being annoying by diverting our train from it's track.
I also often think that it's probably why many of my ideas always win, because I'm the first one to jump in and nobody wants to disrupt the flow.
Well folks, without questions there's no creativity. If there's no disagreement, we're probably not coming up with anything innovative.
I've been reading Seth Godin's book Tribes... it's fascinating. He really knows how to motivate his readers, not because he tells you how to make great changes and improve how you do business... he just tells you to do it. DO IT. You are the only thing keeping you from greatness.
So, my suggestion is to start by actually voicing an opinion during your next meeting. When you hear that voice in your head questioning things - say it out loud.