n I started Lee Resources in November, 1987, I remember sitting down and writing a BIG number on the bottom line of my profit plan for 1988. It was more than double the amount I earned in my last year as a corporate officer in my former company.

It even scared me a bit staring at such a BIG bottom line number, but I put my fear aside and moved on to the next step: planning how many billing days I needed to sell and

I grew up in a really great little town by the name of Dallas, GA, a rural community 32 miles northwest of Atlanta. I grew up in the 1940s and 50s in economic times that were far less robust than they are today. Many of the folks who lived in what we called the "out in the country" were farmers who had to work 12 to 14 hours a day to barely scratch out a living. In those days, many farmers didn't own a car or truck, so it was not unusual for them to ride into Dallas on a farm tractor or in a wagon hitched to a workhorse to pick up provisions for the coming week.

To give you more of an idea of what economic conditions were like back then, the minimum wage was well under $1 per hour. A worker would toil an eight-to-ten-hour day in the local cotton mill for $40 to $50 a week. Yet in my hometown, in communities "out in the country" and in other communities around the country, there were individuals who were did extremely well. They bucked the economic trend.

Isn't it like that in your community: there are business owners who are starving to death, but there are also those who seem to always do well regardless of economic conditions.

I'm reminded of a famous quote from Wal-Mart's founder, Sam Walton. One particular year when a recession was predicted by virtually everyone in the news media, Mr. Sam commented to a reporter: "If there's a recession coming, I've decided that I won't participate."

Walton is also well known for another applicable quote: "High expectations are the key to everything."

Every entrepreneur I ever read about seemed to rank "high expectations" way up there when commenting on how they achieved such lofty levels of success. When I started Lee Resources in November, 1987, I remember sitting down and writing a BIG number on the bottom line of my profit plan for 1988. It was more than double the amount I earned in my last year as a corporate officer in my former company.

It even scared me a bit staring at such a BIG bottom line number, but I put my fear aside and moved on to the next step: planning how many billing days I needed to sell and

was not unusual for them to ride into Dallas on a farm tractor or in a wagon hitched to a workhorse to pick up provisions for the coming week.

To give you more of an idea of what economic conditions were like back then, the minimum wage was well under $1 per hour. A worker would toil an eight-to-ten-hour day in the local cotton mill for $40 to $50 a week. Yet in my hometown, in communities "out in the country" and in other communities around the country, there were individuals who were did extremely well. They bucked the economic trend.

Isn't it like that in your community: there are business owners who are starving to death, but there are also those who seem to always do well regardless of economic conditions.

I'm reminded of a famous quote from Wal-Mart's founder, Sam Walton. One particular year when a recession was predicted by virtually everyone in the news media, Mr. Sam commented to a reporter: "If there's a recession coming, I've decided that I won't participate."

Walton is also well known for another applicable quote: "High expectations are the key to everything."

Every entrepreneur I ever read about seemed to rank "high expectations" way up there when commenting on how they achieved such lofty levels of success. When I started Lee Resources in November, 1987, I remember sitting down and writing a BIG number on the bottom line of my profit plan for 1988. It was more than double the amount I earned in my last year as a corporate officer in my former company.

It even scared me a bit staring at such a BIG bottom line number, but I put my fear aside and moved on to the next step: planning how many billing days I needed to sell and

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