How have you handled rejection in the past? How did you respond when your proposal was turned down or when the client chose a competitor over you? What about the time when a funder or an associate you were hoping to partner with said they were not interested?
There are numerous stories of successful people who kept on going and believed in their vision despite numerous rejections. Colonel Sanders received over 300 rejections before he found someone to believe in his recipe and now KFC is a hugely successful global brand. Google co-founders approached Yahoo for a possible merger in 1998 but were told to keep working on their school project and come back when they were grown up. Essentially, rejection is inevitable in business and the sooner you learn how to handle it, the easier your entrepreneurial journey will be.
When my friend Stacey Speller gets a No as an answer from anyone, she finds a different way of asking. A no, essentially drives her to re-phrase or paraphrase her question to...
How often have you asked the question: “why are we having this meeting again?” You know, the meeting where you meet to discuss what was discussed at the meeting prior; where you are not even sure why the meeting is happening and when it finally ends, you are even more confused.
Meetings are essential for enabling collaboration, innovation, fostering relationships and ensuring proper information sharing. Yet, they often end up wasting the time of those attending. They interrupt productive employees, lower employee morale and consume huge amounts of personal and company time when they are excessive, poorly planned and conducted.
Research shows that meetings have increased in length and frequency over the past 50 years, to the point where executives spend an average of nearly 23 hours a week in them, up from less than 10 hours in the 1960s; this by the way, doesn’t include all the impromptu gatherings.
Research also shows that, the bigger the meeting, the less effective it often is, and a bi...
How do you make the most crucial decisions in business? — the decisions with too many variables and moving parts that ultimately demand more than rational analysis? Should you rely on your gut feeling to make such decisions or any other business decisions for that matter? If so, under what circumstances should you trust your gut feeling or intuition as an entrepreneur?
I came across a recent research study that shows that over and above the intelligence center that we all know, which is the brain in our heads called brain one; there are two newly discovered intelligence centers called brain two (the gut) and brain three, (the heart). It is said that the highest reasoning and the brightest imagination involves the three brains working together; (the brain, the gut and the heart).
Physiologists now know that there are more neural cells in the gut than in the entire spinal column; as a result the enteric (intestinal) nervous system can gather information and adapt to the environment. So, g...