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Hub You - Only The Weak Ones Quit!
Business cards do not have to be boring. In fact, the more exciting and unique your business card is the more likely it is to be noticed. Since fifteenth century China business cards have been used as a tool for marketing, advertising and promotion.Although there is no definition for combined phrase “business card” in Webster's or Oxford's Dictionary there is a general explanation for the word “card”, which is defined as (a) thick, stiff paper or thin cardboard, (b) a piece of card for writing on, especially a postcard or greetings card, and (c) a business card or visiting card. From that definition we know that business cards are simply "an imprinted advertising message of one's name and type of business they are engaged, on small pieces of stiff papers or thin pasteboards, usually rectangular in shape and measuring 3-4 inches long by
Lyn, his wife, was getting worried because the redundancy cheq
Police Auctions Information: No, a police auction is not where you go to buy a policeman. Most people do not realize that police agencies, including local police departments, county sheriff departments, as well as state and federal law enforcement agencies end up with a lot of confiscated, lost, or abandoned property. This property ends up in the agency's possession as the result of arrests, forfeitures, and just plain carelessness on the part of the property owner who sets a camera down in some public place and walks away.Once the agency has accumulated enough property they will hold a police impound auction. The purpose of the police impound auction is two-fold. First, they want to empty out their property rooms which, in the case of some state and federal agencies, may be the size of a warehouse. Second, they want to turn this unclaime
We believe the opposite is true. He is a winner and winners quit in order that they can go on to achieve greater success. Perhaps, therefore, the phrase should be, ‘only the weak ones stick’. The strong appear to recognise when they have exhausted all the options and get out before the situation becomes a liability.
The successful appear to know when to quit whereas the weak ones, the unsuccessful, stay with a project hoping and praying that it will turn itself around.
Just stop for a moment and ask yourself:
- Am I maintaining a project, thoughts, attitudes or beliefsthat I should have ditched a long time ago?
- What is it that I know I should have quitted but keep hold of?
- What am I holding on to because I am afraid to let go?
- What is it that stops me from quitting?
David was made redundant in 2001 and decided, because he had been relatively successful in corporate life, to become a management consultant, working from home. He had read all the books and information on the web telling him how much these guys earned and because he had 20 plus years in management they would be eager to call on his assistance and knowledge.
He realised he had little, in fact no, selling skills so he enrolled on a number of sales training courses. In fact David enrolled on and attended many courses in the first six months to learn the ropes. How to cold call. How to put a proposal together. How to find out the real problem in the organisation. How to close the sale. Etc. etc. etc.
The problem was, six months later, no work. He had visited a couple of owners of small and medium sized businesses to talk over their problems, sorry issues, but he was never retained. He felt that they were either seeing him out of politeness, because they couldn’t say no over the telephone or because they were trying to pick his brains at the meeting rather than pay for his ‘expertise’. David actually met one owner on a number of occasions, including buying him lunch, but to no avail.
Lyn, his wife, was getting worried because the redundancy cheq
First, you need to figure out what your in-house techs can handle on their own and then you’re going to need to figure out how to supplement it. As a small consulting firm, you can’t hire someone who’s got five different certifications and pay them their outlandish salaries of $65,000 or $75,000 a year. Instead, start subcontracting work.Even if you feel that you can afford their rates and keep them busy, that person is not going to want to be unjamming laser printers, hooking up PDAs to desktops and reinstalling Act and QuickBooks all day.It’s a huge waste of their time, a huge blow to their ego and they won't feel as much technical gratification. So even if you have someone that’s extremely senior like that, you’ll probably want to be subcontracting out junior work.For most beginning computer consultants, it’s going to be
The successful appear to know when to quit whereas the weak ones, the unsuccessful, stay with a project hoping and praying that it will turn itself around.
Just stop for a moment and ask yourself:
- Am I maintaining a project, thoughts, attitudes or beliefsthat I should have ditched a long time ago?
- What is it that I know I should have quitted but keep hold of?
- What am I holding on to because I am afraid to let go?
- What is it that stops me from quitting?
David was made redundant in 2001 and decided, because he had been relatively successful in corporate life, to become a management consultant, working from home. He had read all the books and information on the web telling him how much these guys earned and because he had 20 plus years in management they would be eager to call on his assistance and knowledge.
He realised he had little, in fact no, selling skills so he enrolled on a number of sales training courses. In fact David enrolled on and attended many courses in the first six months to learn the ropes. How to cold call. How to put a proposal together. How to find out the real problem in the organisation. How to close the sale. Etc. etc. etc.
The problem was, six months later, no work. He had visited a couple of owners of small and medium sized businesses to talk over their problems, sorry issues, but he was never retained. He felt that they were either seeing him out of politeness, because they couldn’t say no over the telephone or because they were trying to pick his brains at the meeting rather than pay for his ‘expertise’. David actually met one owner on a number of occasions, including buying him lunch, but to no avail.
Lyn, his wife, was getting worried because the redundancy cheq
Presently, there is a substantial need for good transcriptionists who are knowledgeable, accurate, hardworking, smart, dedicated and dependable, and this need exists daily. A professional MT, even one just beginning, is expected to have a certain level of required medical, language, and technical knowledge and skills along with the necessary typing acuity to perform the job. The bottom line is that knowledge and skills are constants. Will there come a time when hands-on medical transcriptionists will not be needed, that the MT will be completely replaced by computers and voice recognition systems? While that possibility exists, it is not seen in the immediate future.Facts: Medical transcription has evolved into a highly skilled subspecialty of medicine requiring proficiency in the knowledge of medical language and technical skills, and t
- Am I maintaining a project, thoughts, attitudes or beliefsthat I should have ditched a long time ago?
- What is it that I know I should have quitted but keep hold of?
- What am I holding on to because I am afraid to let go?
- What is it that stops me from quitting?
David was made redundant in 2001 and decided, because he had been relatively successful in corporate life, to become a management consultant, working from home. He had read all the books and information on the web telling him how much these guys earned and because he had 20 plus years in management they would be eager to call on his assistance and knowledge.
He realised he had little, in fact no, selling skills so he enrolled on a number of sales training courses. In fact David enrolled on and attended many courses in the first six months to learn the ropes. How to cold call. How to put a proposal together. How to find out the real problem in the organisation. How to close the sale. Etc. etc. etc.
The problem was, six months later, no work. He had visited a couple of owners of small and medium sized businesses to talk over their problems, sorry issues, but he was never retained. He felt that they were either seeing him out of politeness, because they couldn’t say no over the telephone or because they were trying to pick his brains at the meeting rather than pay for his ‘expertise’. David actually met one owner on a number of occasions, including buying him lunch, but to no avail.
Lyn, his wife, was getting worried because the redundancy cheq
The Client: New Deal Playing Card Company
“Making the best of the hand you are dealt.”Several months ago I took a phone call from an executive at The New Deal Playing Card Company. Her husband had just invented, patented and launched a unique line of ergonomically correct playing cards designed to fit the natural curvature of the hand. The woman had come across a magazine article about another client of mine whose new product was receiving some widespread media exposure. “Can you do the same for us?” she inquired. We did and to our delight the campaign was even more successful than the other campaign she had initially inquired about.We researched and implemented a multi-faceted campaign of publicity and media exposure that quickly spread the news about New Deal Playing Cards through the media market. We generated dozens of feature
He realised he had little, in fact no, selling skills so he enrolled on a number of sales training courses. In fact David enrolled on and attended many courses in the first six months to learn the ropes. How to cold call. How to put a proposal together. How to find out the real problem in the organisation. How to close the sale. Etc. etc. etc.
The problem was, six months later, no work. He had visited a couple of owners of small and medium sized businesses to talk over their problems, sorry issues, but he was never retained. He felt that they were either seeing him out of politeness, because they couldn’t say no over the telephone or because they were trying to pick his brains at the meeting rather than pay for his ‘expertise’. David actually met one owner on a number of occasions, including buying him lunch, but to no avail.
Lyn, his wife, was getting worried because the redundancy cheq
AssetsAn asset may be defined as anything of use to future operations of the enterprise and belonging to the enterprise. For example, building, land, machinery, cash, debtors (amount due from customers) goodwill etc.EquityIn broad sense the term equity refers to total claims against the enterprise. It is further divided into two categories:(1) Owners claim-capital and (2) Outsiders' claim-liability (3) Liability: Amounts owed by the enterprise to the outsiders i.e. to all others except the owner. For example, trade creditors, bank overdraft etc. (4) Capital: The excess of assets over liabilities of the enterprise. It is the difference between the total assets and the total liabilities of the enterprise. For example, if on a particular date the assets of the business amount to $ 1,00,000 and liabilities to $ 30,000 the
Lyn, his wife, was getting worried because the redundancy cheque had long since disappeared and their savings was going the same way. He refused to apply for jobs saying that he knew he was doing the right thing. He just hadn’t found the right company yet.
David’s sole marketing was cold calling and calling his old network in case they had anything. As the months ticked away so did his money, his temper, his relationship and his health.
His cold calling got less and less because ‘that didn’t work’. He found himself reading more, buying more and more management books and magazines and becoming better organised. He had a great filing system but no work.
He decided he needed a web site. So spent hours and hours designing and developing his web presence. Many, many hours not contacting a potential customer because they would now come from the web. The months went by, the savings got less and less. His wife worked more and more hours to keep the ship afloat.
You see, David couldn’t quit. He couldn’t accept that being a management consultant wasn’t working for him. Because only the weak ones quit.
The difference between success and failure is that successful entrepreneurs know when to quit a project and start again. They are not attached to their loss making thoughts, attitudes and beliefs. It is the strong, focussed and determined that quit failing ventures before it costs them a lot of money. It is an ego driven myth that only the weak ones quit.
Graham and Julie
www.desktop-meditation.com
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