Every Entrepreneur Should Use Outsourcing

With the skills gap continuing to receive attention and global unemployment rates at some of the lowest levels since the turn of the millennium, businesses that want to tap into talent will need to learn to outsource.

A whole host of innovations that have emerged over the past two decades have enabled talented people to do their best work from anywhere in the world that offers an internet connection. The remote work trend has, in turn, given rise to a veritable army of freelancers. According to Upwork, a huge number of people freelanced in 2018.

Initially, companies started outsourcing as a way to cut costs. After all, contractors only do the work you need, they don’t require an annual salary or benefits, and they even pay their own employment tax. While those perks still apply, companies are increasingly turning to outsourcing for a different reason.

In today’s sparse labor market, companies are hiring freelancers to increase the expertise available to their team in the hopes of gaining an advantage over their competition and advancing in their industry. Deloitte’s 2018 Global Outsourcing Survey points out that disruptive outsourcing — designed to drive growth and make an organization more agile — has now outpaced traditional outsourcing, which merely aimed to reduce costs and enhance back-office operations.

If you think your company could benefit from freelancers, these three steps will help you pinpoint your needs and make the most of outsourcing.

1. Think about your skills gap first.
Look at your business functions, and if you see an in-house skills deficit, outsource the task to a freelance expert. You’ll be in good company — according to a recent study by The Learning House, Inc., and Future Workplace, nearly half of companies plan to outsource tasks to vendors to help fill a skills gap.

Samsung took this approach, working with freelancers from across the globe after discovering that it was difficult to hire full-time developers with the exact skillsets the tech giant needed–particularly on short deadlines. The company partnered with Upwork to fill the capability gaps and create a platform for on-demand talent, according to Fortune. The result: Samsung’s new platform cut administrative time by 64 percent and costs by 60 percent.

2. Don’t micromanage, but don’t check out, either.
Outsourcing a project doesn’t mean it’s running completely on autopilot. Freelancers and business partners will still require direction, and you’ll want to occasionally check in to approve certain decisions. “I’ve seen clients who end up on the opposite end of micromanagement, dedicating close to no time to a project or abandoning it altogether,” writes Andrey Kudievskiy, founder and CEO of software design and development company Distillery, a two-time Inc. 5000 honoree and Gold Stevie Award winner.

Arm’s-length management doesn’t mean hands-off management. If your outsourced team needs you to approve a design by a certain deadline, do so. Failing to provide necessary feedback can result in delays that could easily have been avoided. And understand that you’ll have to invest time upfront to get you and your outsourced team on the same page regarding strategy and goals.

I worked with a company that opted to outsource a department’s entire function. The idea was to lighten the team’s load, enabling well-trained data analysts to do less data entry and more high-value tasks.

The analysts were well aware of the “garbage in, garbage out” mantra, so they worked alongside the new freelancers for two weeks before setting them free. While it ate up a lot of initial time, the department didn’t lose momentum on its most important reports.

3. Measuring your outsourcing efforts.
If you’re not measuring the performance of your outsourced workers, you’re doing yourself a disservice. That said, you need to approach the review process with the right expectations. You have every right to hold freelancers to a high standard, but make sure to factor in certain inevitable disadvantages that your in-house team members don’t face.

For example, fielding certain customer service inquiries might take your outsourced employees slightly more time than your in-house team would; they’re less familiar with your products and customers. Take the information from tracking performance to provide feedback and resources to help your freelancers improve. In your feedback, be specific and point to examples from the freelancer’s work.

With a large pool of talented individuals to choose from, companies can get a much-needed productivity boost without the need to add more expensive, full-time employees. If you think your company could benefit from freelancers, try outsourcing a few tasks. You have little to lose — and everything to gain.

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Earn money and authority by blogging

Blogging offers an amazing opportunity to build authority and earn income.

You can create a blog about anything you have knowledge about or experience in.

The key is to choose a niche and dive in — serving a specific audience is better than writing about a jumble of topics.

Whether you want to focus on a business topic like growth marketing or a personal passion like a sport, choose a vertical and dive in.

With effort and time, your blog can grow into a real unicorn, generating income and positioning you as an authority in your space.

Here, discover ways your blog can turn a profit.

1. Use Your Blog to Position Yourself as An Expert Consultant

You can use your blog to position yourself as an expert in any field.

Take Facebook marketing, for example.

Facebook Messenger marketing and Messenger chatbots are on the rise and the marketing possibilities are endless.

If you’re a digital marketing or social media consultant, leverage the buzz surrounding Facebook chatbots and create a blog that’s all about using Facebook Messenger chatbots for businesses.

Potential topics could include things like why chatbots are great for business, how to set up a chatbot, how to use it to capture leads, the lower cost for click-to-messenger ads, etc.

Over time, you can use your blog to build authority as a Facebook chatbot expert.

With a blog as your base, you can successfully add a chatbot consultancy to your business.

2. Implement Google AdSense
Add a script from AdSense to display ads on your blog.

Ever a visitor clicks on those ads, you can net money.

If you can drive enough traffic and generate clicks, that money can really start to add up!

3. Offer Native Ads
People tend to be turned off by blatant, glaring ads.

Native advertising seeks to solve that by making ads blend in with the media being viewed.

Unlike banner ads, native ads don’t look like ads, so they don’t put people off as much.

For example, a native ad might populate in the sidebar with organic articles, making it more palatable (and clickable) to your site visitors.

4. Offer Sponsored Blog Post Opportunities
As your blog grows, you can offer sponsored blog opportunities.

With enough traffic, your blog becomes a hot commodity that people will actually pay to be featured on.

A company can pay you to write and talk about their products to promote them to your readers.

You can reach out to companies with a one-page media kit to pitch your blog.

Your media kit should show your traffic statistics, social media following, demographics, and so on.

5. Incorporate Video Ads
Banner ads and sponsored posts can be pretty effective, but video ads can potentially do more.

You can either create short video showcasing the product being advertised or use one provided by the company.

Video ads have more room for creativity, making them more interesting and engaging than banner ads.

6. Sell Ad Space in the Newsletter Associated with Your Blog
If you have an email newsletter tied to your blog, you can sell ad space in your newsletters for extra income.

This is best if you have a sizeable mailing list with fairly high engagement rates.

7. Build More Blogs and Flip Them
If you get good at building successful blogs, flipping can become a good income source for you.

Put up a blog for a niche, attract a sizeable reader base, and then sell that blog at a premium.

This is a great business idea for those who are into starting and growing blogs.

8. Incorporate Affiliate Marketing
Adding affiliate links in your posts is another great way to monetize your blog.

An advertiser can pay you a commission for each sale through that affiliate link.

You can also put up those affiliate links on your blog in banner ads and native ads.

9. Use Your Blog as a Platform to Become a Coach
As you become known as an expert in your niche (thanks to your blog), people will want more from you — and they’re willing to pay for it.

After building your blog, you can start offer coaching services.

As a coach, you can offer guidance, advice, and accountability in learning a skill or reaching a goal.

10. Offer Sponsored Social Content
Similar to sponsored blog posts, you can put up sponsored posts in the social media channels associated with your blog.

This is best if you have a large social media following and focus more on visual content.

11. Branch Out Into Ebooks & Online Courses
As your authority and expertise grow, consulting and coaching aren’t the only things you can branch out into.

Thanks to your blog, you can also start to produce ebooks and online courses.

The ebooks and online courses can take a deeper dive into material that matters to your audience, or you can offer exclusive material through ebooks and courses that isn’t available on your blog.

Once you’ve established yourself as an expert and provided valuable content on your blog for free, people will be willing to pay a premium for more from you.

12. Sell Blog Ads Directly
Much like displaying ads from Google AdSense, you can directly sell ad space on your blog.

Not having to rely on Google as an intermediary means you can potentially earn more money for each ad.

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Things Average Managers Will Fear but Good Leaders Will Do

In this social economy, we work in an era in which trust and transparency are the new currencies. You’ll find these virtues ingrained in the DNA of the world’s best work cultures.

But where does it all start? I posit that it originates with leaders as “caretakers” of the people who make up these wonderful, human-centered organizations.

When you look under the hood, there are certain undeniable attributes that define these leaders in action. These attributes filter down to the frontline employees who, in turn, become inspired to chase a common purpose and produce meaningful work.

In essence, there are traits that separate good leaders from merely average bosses. The former will courageously do things that the latter will fear doing. Here are five.

1. They play for the team.

Managers who take their marching orders and forge ahead with a win-at-all-costs agenda at the benefit of some and expense of many will quickly create silos, alienate people, and lose the respect of the whole. True leaders don’t run over people, seek the glory, or take the credit; they empower their people to do all the work, brainstorm solutions that add value and benefit the whole team, and give them all the glory after a great effort.

2. They never violate trust.

Leaders championing an open and transparent company culture will ask daily, “Does my behavior increase trust?” To keep your team psychologically safe and ensure that shared values are held tightly and not violated, trust is a non-negotiable pillar that every person in the organization — but especially authentic leaders — should stand on.

3. They believe in their employees.

In a conversation with Rolling Stone magazine at one of the lowest points of his career, Steve Jobs said: “What’s important is that you have a faith in people, that they’re basically good and smart, and if you give them tools, they’ll do wonderful things with them.” As Jobs evolved as a leader, he demonstrated increasing faith in his employees and believed in their abilities to use their brains and talents to create and innovate.

4. They focus on building honest relationships.

“If you know your team well, you can help them play to their strengths, allowing them to pursue their intellectual curiosity, which can lead to creative growth on a group level. If you trust in your team, you know they’re making the right decisions with the right intentions, and that can lead to wonderful things.”

5. They practice “love in action.”

The most inspiring leaders are successful (and their companies profitable) because they pump the fear out of the organization and practice “love in action.” This counterintuitive approach is not pie in the sky. It can look like trust, belonging, care, respect, inclusion, empathy, and compassion. And feeling validated as a human worker through these love habits can increase loyalty, collaboration, and performance, which gets results! Plain and simple, “love in action” practically demonstrated by human leaders will create the optimal work environment for great human and business outcomes.


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Signs That Clearly Prove You Are Meant to Lead People

At Randstad US, researchers conducted a survey to nail down the top reasons why people quit or are considering quitting. Here are some of the findings that caught my attention, as published on the Randstad US website:

  • More than half (59 percent) of the respondents felt their companies view profits or revenue as more important than how people are treated.
  • Sixty percent of respondents had left jobs, or considered leaving, when they didn’t like the direct supervisors.
  • Fifty-eight percent have left jobs, or are considering leaving, because of negative office politics.
  • Fifty-eight percent of workers said their companies didn’t currently have enough growth opportunities for them to stay longer term.
  • Sixty-nine percent said they would be more satisfied if their employers better utilized their skills and abilities.
  • More than half (57 percent) said they needed to leave their current companies to take their careers to the next level.

Perhaps even more of an an eyebrow-raiser, Randstad US found that “58 percent of workers say that they’d stay at jobs with lower salaries if that meant working for a great boss.”

That was a wake-up for me. To drill down further, I reached out to Jim Link, Chief Human Resources Officer at Randstad North America, to talk about tips for great leadership and a great workplace that may help reverse these trends.

“Working for a great boss” defined

I asked Link to unpack exactly what “working for a great boss” means so that people in high leadership roles know what to shoot for in their hiring and development. I wanted to find out clear indicators about who great bosses are and what great bosses do. I came away with six important and key takeaways from my interview with Link.

1. Great bosses display empathy.

Link pointed out that there are many different management styles out there, and that’s okay, but the great ones are distinguished by empathy: “Great managers don’t just give feedback–they listen to feedback, with the strongest leaders being the most empathetic and emotionally intelligent,” said Link. In turn, “there’s a tremendous link between empathy and retention.”

2. Great bosses connect and collaborate.

In other Randstad research, Link explained that employees have a strong desire in working with managers with the ability to stay connected to them. He told me, “Employees want a collaborative work experience and for their managers to facilitate that.”

3. Great bosses develop their people.

Link said, “Another trademark of great managers is the ability to drive a culture of innovation, learning and continuous improvement on their teams. People want to advance in their careers and for their skills to be utilized.” This is in line with many other studies that have concluded that bosses must first understand the strengths of each team member, which can only happen through strong connections and relationships. In turn, says Link, great bosses “will challenge and further their existing skill sets and lets them exercise their strengths in new projects and opportunities.”

4. Great bosses value the emotional and lifestyle needs of employees.

This takeaway came from having asked Link a question about the employee experience. One of the findings from the study concluded: “If the full spectrum of values–emotional, financial and lifestyle–aren’t being met, workers will easily find opportunities elsewhere.” Obviously we get the “financial” piece of the equation, as we have lives to live, bills to pay, and mouths to feed. But I was intrigued by what companies should be doing to meet the “emotional” and “lifestyle” aspects of an employee’s experience? Link’s answer was so rich and compelling, I’m letting it fly here, unedited. He said:

One newer competency I’ve seen emerge as critical to great managers is the ability to lead toward decompression. This impacts the emotional and lifestyle aspects of employee experience head-on. We’re dealing with a new generation of workers who’ve grown up in an always-on, always-connected world. They are almost programed to be responsive in real-time and to take micro-actions. Great bosses will be able to help them disconnect, during the workday for creative “think time” so they continue to be emotionally fulfilled by their job and after the workday to maintain work-life balance and prevent burnout. In other words, to lead employees toward decompressing on the short-term and focusing on the longer term.

5. Great bosses provide for a flexible work environment.

To ensure a great employee experience that helps employees balance their work with their personal values and priorities, Link told me that great bosses provide for more flexible and agile work arrangements, “giving employees the leniency–as long as they’re performing–to get work done in a less traditional structure.”

6. Great bosses reward their people financially.

The research found that 82 percent of employees expect pay raises every year to stay with their current employers. Being a devil’s advocate, I asked Link if working for a great boss and having emotional and lifestyle needs met change this expectation of having a pay raise every year? Here’s Link:

While a fairly high percentage of people indicated they would stay with a great boss even at a lower salary, no one wants to feel stagnant in their career and pay is intrinsically tied to that. It’s such a tight job market that if people aren’t being rewarded for their performance financially they will look elsewhere. With companies so desperate to hire, people are very likely to get that pay raise by jumping ship.

While things like salary and paid time off are important, Link drives the point home to emphasize the greater importance of the employee experience at work. “If the full spectrum of values–emotional, financial and lifestyle–aren’t being met,” says Link, “workers will easily find opportunities elsewhere.”

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6 Ways to Make Sure Your Employees Know You Care About Them

Curiosity and concern are paramount leadership traits. The best way for CEOs to learn both about and from their increasingly large and complex organizations is to ask questions. It also demonstrates respect for employees’ ideas, feelings, and opinions. In other words, great leaders care and act on what others think.

Leaders should not just ask questions but also create cultures of questioning. “If people are asking questions, that is a really good measure of their level of engagement,” says business writer Warren Berger. “It shows that they are not just on autopilot. They are paying attention.”

Berger champions the humble question as among the most effective tools in business. In The Book of Beautiful Questions: The Powerful Questions That Will Help You Decide, Create, Connect, and Lead, he curates a selection of the best, culled from a variety of leaders, academics, entrepreneurs, and others.

Good questions are curious, not confrontational, Berger says. The expression of interest should be genuine. “It’s easy to ask rote questions like ‘How’s it going?’ where you don’t care about the answer,” he says. “You show your interest by really listening and going deeper with a follow-up question.”

Here are some of Berger’s loveliest leadership questions:

1. Why?

The foundational question for any leader is one she asks of herself. It has two parts. First: Why do I want to lead? Second: Why would people want me to lead them? The answer to the first part, Berger says, should also be the answer to the second. Power, glory, and money are all reasonable motivations to covet a CEO spot but do no one any good but you. By contrast, “If you want to solve problems in people’s lives or create a great organization where people want to come into work every day, those are reasons people want you to lead,” Berger says. If your ambition doesn’t extend beyond your own interests, it’s better to let a partner take that role.

2. What is my code?

You can’t establish organizational values if you’ve never articulated your own personal values. Self-scrutiny should include a thoughtful review of who you’ve been at different points of your life: when you’ve been at your best and at your worst. Leaders should also reflect on their formative influences: bosses, teachers, relatives, and anyone else whose lessons they’ve absorbed. And they should think about occasions when they’ve taken a stand, which highlight issues and values they believe in. “It’s a pretty complicated question,” Berger says. “But it shapes the philosophy you and your business will live by.”

3. What’s the biggest challenge you are facing?

This question, which can be general or specific (by adding the words “on this project,” for example), teases out both potential problems and insights about individuals’ priorities and concerns. Often leaders ask it while roaming the workplace, gaining broad perspective while potentially acting as connective tissue among disparate pockets of expertise. A related question, “Are you making progress?” gets at one of the key things that affect how people feel about their jobs. “If people feel they are running in place,” Berger says, “that is a very important thing to surface.”

4. How can I help?

Douglas Conant, the former CEO of Campbell Soup, called this the ultimate leadership question, Berger relates. It follows the challenge and progress questions and is at once an expression of humility and support. “It should almost be the ending to all your interactions with people,” Berger says. But there’s a caveat: “People may actually need help. If they do, then you have to be willing to help them.”

5. What are we doing right?

Organizations tend to be fail-safe environments, focused on rooting out problems before they spread. “Conversations in business are often very problem-focused,” Berger says. “You have to ask those questions. But you should also talk about what is going well.” Morale rises when employees have the opportunity to talk about their successes–especially to a leader. They also think more positively about the business overall. The leader may learn about surprising successes, such as heroic feats of customer service or unexpectedly popular new HR policies. And he or she is in a position to codify and expand upon success. “You ask ‘What are our strengths?’ and then ‘How can we build on that?'” Berger says.

6. Is it clear what we’re doing and why?

Your core teammates–many of whom have been there from early days–are fluent in the company’s story and vision. But as functions develop, new employees focus more on their own narrow jobs and less on the overarching mission, which may never have been communicated well in the first place. “They don’t have to give you more than a yes or no answer,” Berger says. “If it’s no, then that becomes your starting point. ‘Here, let me explain.'”


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How to Lead Your Business Through Its Tricky Adolescence

Startups struggle with volatility. Scaling companies struggle with volatility and complexity. Like the bodies of adolescents, these developing organizations behave in unexpected, sometimes unnerving ways.
Their leaders, consequently, require new skills and approaches to navigate this challenging stretch, says Scott Belsky, the chief product officer at Adobe and founder and former CEO of Behance, a platform where artists and designers showcase creative work. Belsky characterizes this “middle” period as a time of swiftly alternating lows that must be endured and highs that must be optimized.

Here are three of his useful tips.

1. Take a light touch to process​
Belsky calls to process the “excretion of misalignment.” Startups, he explains, comprise small teams in which everyone understands the vision and acts on it. Communication is frictionless. To the extent leaders can maintain that alignment through the middle stage they will need less process. “It is only when people start giving you different answers to questions like ‘What are we trying to do?’ or ‘What are our priorities?’ that you [need] to process,” Belsky says.
Leaders can’t avoid process but they can minimize it. For example, founders who fret they’re losing touch with their expanding organizations may set up unnecessary sign-offs or regular check-ins just to maintain the feeling of control. Don’t do that, Belsky cautions. Also, don’t create processes in a vacuum. Instead, A/B test them to see, for example, whether it’s better to brainstorm as a group or have people dream up ideas on their own and submit them for discussion.
Also: always be auditing. “Processes may outlive their usefulness,” Belsky says. “Are we meeting every Tuesday just because it’s Tuesday? Why are we having 360-degree reviews at the end of the year?” Improving or outright killing processes frees up time and releases creativity.
Belsky tempers his personal anti-process bias with this warning: If teams devise their own work processes, don’t interfere. You may know better than anyone else what the business needs to succeed. But your people know better than you what they need to get things done.

2. Market internally
Alignment trumps process. But as companies grow, alignment weakens. New folks sign on, new products and projects pile up, and the mission gets obscured. So in the middle, Belsky says, leaders must convey the company’s message to employees as loudly and clearly as they do to customers and the public. “It is wild how much money companies spend marketing themselves to the world, yet they do so little to market themselves to their own people,” he says.
A company’s external marketing can help. Employees are more likely to believe promises made to the public, whose trust it must earn, “than some kind of internal rah-rah email,” Belsky says. He advises, for example, that companies create external collateral–such as the splash page for a new product–to share with engineers before they start developing. Then everyone coalesces around that vision as they bring it to life.
Belsky also recommends liberating signs of progress from spreadsheets and project management tools and mounting them on large public dashboards that denote metrics like bugs quashed and customers landed. At Behance, his team plastered “Done Walls” with completed project plans, checklists, and sketches. When making presentations about future work, he began with slides recounting what teams had already accomplished.
The leader’s main job is constantly to remind employees where to focus, particularly when change and growth throw out so many new narrative threads. Belsky likes the approach of Pinterest CEO Ben Silbermann, who treats every year as a new chapter for his business with a central theme: For example, the “Year of Going Global.” That way,” Belsky says, “even with all the volatility, everyone has the same answer to the question, ‘What is our No. 1 priority this year?'”

3. Help your hires
Hiring for cultural fit has both yea- and naysayers. Belsky is strongly agin’ it. Small startup teams are typically pretty homogenous, so scaling is an opportunity to enlist discordant viewpoints, he argues. “You want people who can spot an edge that in the future will become the center,” Belsky says. “That means you need edgy people.”
Such people can be polarizing, but that’s what produces bold outcomes. “On your due diligence calls you are probably asking, “Is this person easy to get along with? Did the team like him or her?'” Belsky says. “Those are the wrong questions.”
Post-hiring, leaders must act like surgeons, grafting on new employees–particularly senior people–to the existing team and suppressing the cultural immune system so it doesn’t reject them. Belsky advises checking in often to make sure new hires are settling in and to solicit feedback while their impressions are still fresh. Make sure they’re invited to all the relevant meetings and that everyone on the team understands their new colleague’s role.
Leaders must also foster psychological safety so new people know they can speak up without getting shut down or mock. That includes safety when challenging the CEO. “I love it when people disagree with me in an interview,” Belsky says. “Sometimes I’ll say something I think they’ll disagree with just to make sure they are going to stay in the fight.”

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Entrepreneur Sales Skills That Can Boost Your Bottom Line

Tell Them They Can Say “No”

Believe it or not, one of the most persuasive sales techniques you can use is to remind your prospect that they can reject you. They have the power to make their own decision.

Yes, I know it sounds crazy, but keep reading!

When you remind the customer that they have the freedom to make their own choice, it will make them more likely to accept what you’re offering. There have been several studies where researchers have found that this technique actually doubled the chances of making the sale.

It might sound insane at first, but it actually makes sense when you think about it. When you acknowledge that the prospect has the power to chose, it makes them feel less pressure. They now remember that they are not obligated to make the purchase. It makes it easier to make the decision to start doing business with you.

Successful Selling Means Taking Care of Yourself

This is something that many people forget. They’re so focused on getting sales and focusing on their prospects that they forget to take care of themselves.

Selling is hard, isn’t it? It can involve tons of rejection.

It was Winston Churchill who said:

“Success is the ability to go from failure to failure without loss of enthusiasm.”

He couldn’t be more right. The thing is, if you’re going to be an effective salesperson, you have to make sure that you’re in the right mental and emotional state.

Dr. John Mullen, founder and head personal trainer at TrainingCor mainly helps his customers with their physical health. But, as a doctor, he also understands the importance of maintaining your mental health as well.

He said this:

“You can’t expect to hustle and grind every day without taking time to let your mind and body relax from the beating it takes every day. The level of your success in any field is dependent on how well you take care of your mind.”

That’s why you need to make sure your mindset is on point whenever you need to get someone to buy from you.

There are tons of ways to keep yourself in a positive emotional state. My two favorites are self talk and gratitude.

Watch What You Say … To Yourself

Self talk is exactly what it sounds like. It’s the way you talk to yourself throughout your day — your inner monologue. Every day, we send ourselves messages. These can be positive messages or negative messages.

Your emotional state depends greatly on the messages you send yourself. If you’re constantly telling yourself negative things, you are putting yourself in a horrible position mentally. You’re basically sabotaging yourself.

But negative self talk is easy, isn’t it? We tend to focus on the negative.

One method I use to improve my self talk is to focus on what I’ve done right. Every day, I try to take some time to point out a few things I did well. Sometimes I write them down. Other times I just think about them.

When you force yourself to hone in on the things you did well, it makes it harder to put yourself down. It gives you actual evidence that you’re good at what you do.

The Power of “Thank You”

Gratitude is powerful. Immensely powerful.

As a matter of fact, I’m convinced that gratitude is the single most powerful way to make a positive impact on others while keeping yourself in a positive mental state.

The benefits of gratitude are numerous. When you practice gratitude on a regular basis, it makes you healthier, happier and more productive. It makes it so much easier to deal with the challenges of entrepreneurship.

But I’m not talking about keeping a gratitude journal. Yes, I know they’re popular, and they really do work.

I’m talking about taking it a step further. Instead of just writing down things that you’re grateful for, try expressing gratitude at least once a day. I can guarantee that it will have a HUGE impact on your emotional state. It did wonders for me.

Being proactive about your emotional self care is so important for entrepreneurs. Don’t let this fall by the wayside. Not only will it keep you out of a mental institution, it can also help you sell

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