A lot of people even fear Success itself and pull away right at that critical moment when change is imminent for the better simply because of fear of the unknown. Strange as it may sound it is a very true factor. I believe that is probably where the expression Feel The Fear And Do It Anyway, originates. As crossing that line between fear and success is what it’s all about.

How could you NOT SUCCEED?

By doing nothing could be the obvious and probably first daft answer. By not wanting to could be another, or by not taking full advantage of what you are about to see and read about would be an absolute definite.

The real challenge and obstacle lies in our minds. To become successful after all is really only an attitude and not necessarily a status. I myself have read and absorbed many Positive Mental Attitude books and it took me reading several before I came to realize that simply by changing our attitude towards things we could in fact achieve far more.

Even to take a step towards achieving our goals and ambitions is a step closer to the success attitude that some of us really seek. I say really seek because if we are honest with ourselves and if we want to change some things in our lives then we must first decide that we WILL change some things in our lives. That may sound easy and you may think it common sense but how easy is it really to stand up and make a statement to ourselves that we are sick and tired of being sick and tired and will do WHATEVER IT TAKES and really mean it to achieve that which we perceive to be a better more valuable life.

The trouble is it can be so easy to find doubt and obstacles if we allow ourselves to dwell or think hard enough about them, the trick is to dupe our minds.

It takes sacrifice and a dog-head determination that we cannot or will not be beaten or steered off course from our chosen path.

Thomas Edison once said when interviewed about inventing the light bulb. He had not failed 10,000 times, but instead found 10,000 ways it wouldn’t work. But did he give up. Was he steered away from his ultimate goal? No. Could he be swayed by not getting it right every time? NO. He simply continued using different formulas until he got it absolutely as he had seen it in his mind’s eye.

I guess the point is that unless we have made the decision that no matter how many times we falter or not achieve our ultimate goals from using a certain business or opportunity it will not stop us or make us any less determined, in fact it will only strengthen our cause as we know each time that we are simply one step closer to achieving that which we initially set out to achieve. It is also important to know and remember that this is the case so as not to lose heart.

As Zig Ziglar stated in his book, See You At The Top. Our mind is like a parachute… It only works when it is open!

Life is all about choices.

Local search is one of the biggest things on Internet marketing in the past year. The Internet is now available in most homes and being used to look up local services. In a time when competition is at its peak and businesses are fighting for every potential costumer, getting into the first page of the search results could mean a huge increase in business for local services.

Many local services business are not yet aware of this change in consumer behavior is taking place, they are still in an age where a regular business listings in “the book” got you all the clients you wanted, and when a billboard ad outside of town made the business known in the area. When a traditional local service manager or owner gets to negotiate Internet promotion they could be in for a considerable surprise in terms of costs and time it would take to starting seeing some return.

What should local businesses expect from local Internet search clients? In short, they could expect everything, a local service could grow its client base considerably by ranking for their services on line, the business could also offer deals and special promotions through its Internet site, pushing one particular product to the public, creating value to the client and to the business.

Top local listings will result in emails and contact us forms, telephones and on line quote requests, but this will take time to happen, it does not happen overnight, and expecting it to have an immediate effect might lead to frustration and anger. It is the responsibility of the SEO expert to explain that planning the search engine optimization process and executing it can take up to two months, and one that is done it might take another 5 months for solid ranking and consistent stream of visitors to the site.

This issue is even more complex if the local business does not have a web site, or has one page of text that has no contact information or services list. In most cases it is possible to set up a quick blog to serve as the main page for the services and contact information of the business, but both search engine optimizers and business owners should aspire to have an individual site, with a domain name and a unique design, otherwise promotion might waste energy on pushing a temporary page.

Once a site is built and running the next goal will be to take over some market share and create a web name for the services of that local business, the target is to get as high up as possible in the natural search engine results so that potential clients could see and visit the site from the very page they ran the tern query on. Achieving first page ranking for a local business could mean much more than just that ego boost for its workers and mangers, having a site rank high for its natural services names, or for its products combined with the name of the location it is in makes a serious combination of branding and market power.

For example one of the businesses we have worked with in the past managers had told us a little story that explains how powerful it could be to rank well on the big search engines, after the business had finishing building its website and optimized its pages for search the general manager asked all the workers to stop using their business cards and tell anyone who asked them what is their number or contact info that they could be found by typing the name of the service plus the name of the town, and that it would show up on the first spot, this manager told us his website generated more business than they made through the phone in just 6 months.

Which ones are you making? How can you avoid them?

I was recently asked to do a presentation with my associates at a breakfast seminar for business clients. We had arrived at the title “Seven Biggest Mistakes that Entrepreneurs Make” before I had the list prepared, so I decided to do a survey of entrepreneurs and their advisors to complement my own ideas. The feedback was enlightening.

Here are some of the suggested “Biggest Mistakes” from the survey:

“Cash flow, cash flow, cash flow”, “Afraid of Marketing and Sales, “Reactive, not strategic”, “Not delegating”, “Hiring too fast, Firing too slow”, “Not focused”, “Communicating too much, or too little”, “Not using consultants” (That last one was from the consultants, not their clients!)

The feedback also reinforced my own experience that it is OK to fail and make mistakes, as long as they are small, frequent, and early. It’s all part of the learning experience to get better. But big mistakes can kill your business.

Here is my final list of the Seven Biggest Mistakes that Entrepreneurs Make.

#1 Too Entrepreneurial

Certain characteristics of entrepreneurs are necessary for them to be successful. But if over-indulged they can lead to big mistakes. These include the tendency to be too opportunistic and not be sufficiently selective and focused; to be too optimistic and miss or ignore the warning signs; to be too impatient and expect too much too soon.

Entrepreneurs usually have great confidence in their instincts and consequently rely on “gut feel”. The mistake is to neglect or ignore market feedback and analysis of the facts. Being action-oriented, the tendency is to react and “fire” before the “ready, aim” stages are complete. Painful surprises can result.

Many successful entrepreneurs have achieved a lot based on their energy, charm, charisma, and persuasiveness, but then get caught by selling on personality, not on performance. Clients start to notice that expectations are not being met.

Entrepreneurs are expected to be decisive and demonstrate “leadership”. Both can be overdone – deciding too quickly and providing too much direction so that input, initiative and creativity are stifled.

“Doing it my way” often means improvising and learning on the fly, or sticking with what works, until it stops working. The mistake is in neglecting to evolve and grow by optimizing systems and installing best practices and latest technologies.

All these mistakes can lead to serious consequences, as a result of being “too entrepreneurial”.

#2 Lack of Strategic Direction

Another consequence of the action-oriented entrepreneurial approach is the tendency to get lost in the daily details and completely neglect the original strategic plan and objectives. The owner-manager soon becomes pre-occupied by operating decisions and all the demands on his time from customers, employees and the constant fire-fighting. It leaves little time for fire prevention.

This situation is worsened as the entrepreneur concludes that the best solution is “do-it-myself”. Not delegating to staff or using external expertise may seem like the least-cost solution, but probably undervalues the owner’s own time and expertise and does not lead to long-term solutions.

The entrepreneur may have good awareness of long-term strategic issues and had them in mind when the business was launched. But they are now neglected, and the original Business Plan (if there was one) is not documented, updated or shared.

Lack of strategic direction is listed here as #2, but may be the Biggest Mistake that Entrepreneurs Make.

#3 “That was Easy, Let’s Do It Again!”

Another common mistake that can have devastating consequences on the business is the over-confident entrepreneur who concludes, “That was easy, let’s do it again!” So he or she leaps into new markets, new product lines, or even a new business or investment opportunity.

It’s important to remember: Making money doesn’t make you smart.

Do you really know what you did to succeed? Or what mistakes and risks you avoided? Is now a good time to start something new? How much will the current business be impacted by new initiatives? Is your success really transferable?

Many successful entrepreneurs have made the mistake of jumping into a new venture – merger, acquisition, restaurant franchise or real estate investment – and blowing away the equity value they generated in their original business.

Another big mistake to avoid.

#4 Focused on Profit

Being focused on profit doesn’t seem like a mistake. After all, isn’t that the whole purpose of running a business? No, actually. As I explain to students in their first Finance class, the primary financial objective of any business is “to enhance long-term shareholder value”.

Many short-term profit-oriented decisions can hurt long-term value. Examples are many: cutting staff, maintenance or marketing expense; not upgrading systems and technology; accepting high credit risk or low margin customers; avoiding taxes, environmental or quality issues.

Most entrepreneurs are very focused on managing the bottom line by monitoring sales, gross margin and expenses. They always know those numbers.

But they are usually ignoring asset management, especially cash flow. The business may appear very profitable, but have constant cash flow challenges because management is neglecting inventory and receivables, in particular. And unfortunately it is not as simple as: Collect fast, Pay slow. Customer and supplier relationships can be at risk if cash flow issues force you to take that approach.

Managing the Balance Sheet also requires good management of debt and balancing short-term and long-term needs with short and long-term sources of funds.

And the Most Undervalued Asset doesn’t usually even appear on the Balance Sheet: Human Resources. That leads to Biggest Mistake #5.

#5 Neglecting Key Relationships

The key relationship for any business is the one between its owners and the staff. Management and employee communications are essential to business performance and often not managed very well. Key employees need to be recognized and engaged. Mistakes made with key employees can jeopardize the whole business.

Similarly, don’t make the mistake of being distracted by the most annoying and persistent customer. Your biggest customers are not likely the “squeakiest”, just the most important. Don’t make the mistake of letting them be neglected.

Do you need to squeak more yourself? Do your suppliers appreciate you enough?

Fast growth and profitability may be coming from one or two key customers or suppliers which can lead to over-dependence on their business. And your success may be convincing them that they don’t need you in the middle any more. Be wary.

Another key relationship not to be neglected: Is your bank a welcome and willing partner in your business? Remember “friends in need” have to be developed in advance.

#6 Poor Marketing & Sales

You know there is a problem brewing when you hear the entrepreneur explaining that “The product sells itself”, or “Price is all that matters”, or “Our Sales Reps need to do a better job”. These are signs of poor marketing and sales results. Usually the company is failing at both the strategic marketing level and at the execution of effective marketing and sales activities.

Not only are opportunities for profitable growth being missed, but the company may be on the downward slide to “out of business” without a well-conceived marketing plan and effective sales strategies.

#7 Distracted by Personal Issues

And finally #7 – Personal Issues that distract attention from good management of the business.

Personalities and their issues can seriously affect business performance regardless of whether they are owner, management or staff issues. Sometimes they are simply ignored until they become a problem. Sometimes they are a result of too much success and behaving like a rock star.

Family businesses in particular run the risk of favoritism and having family matters interfere with business success. Managing personalities and corporate culture are a particular challenge in family businesses.

That completes my list of the Seven Biggest Mistakes that Entrepreneurs Make.

In Summary, they are:

1. Too Entrepreneurial
2. Lack of Strategic Direction
3. “Let’s do it again!”
4. Focus on Profit
5. Neglecting Key Relationships
6. Poor Marketing and Sales
7. Personal Distractions

Now the obvious question is: How to Avoid Them?

The answer is: Balance!

Each of these Big Mistakes is a result of the entrepreneur failing to achieve balance between opposing approaches and decision making processes. Avoiding these mistakes requires the entrepreneur and business owner to:

• Balance the Entrepreneurial Approach with Analytical Input
• Balance Strategic Vision with Operational Detail
• Add the Head and the Heart to the “Gut Feel”
• Manage for Long-term Value not just Short-term Profit
• Keep Personal Priorities in your Plan but out of your Business

I hope that helps you to grow and prosper in your own business and avoid the Seven Biggest Mistakes that Entrepreneurs Make.

Del Chatterson

Delvin R. “Uncle Ralph” Chatterson is the President of DirectTech Solutions management consultants. Del is a consultant specializing in owner-managed businesses helping them with their corporate strategies, business plans, financing, and business growth. He is an experienced entrepreneur and senior executive with a background in technology, distribution, general management, sales and marketing. From 1986-94 he owned and operated a computer products distribution company which he grew from zero to a $20 million business, then took it into and out of a merger. He has also worked with several new Internet and other start-up businesses. Del knows how to analyse strategic issues, successfully market new products, manage growth, and improve profitability.

He is an engineer and MBA, a former senior manager with Alcan Aluminum and AES Data and a consultant at Coopers & Lybrand.