Secrets of the Millionaire Mind reveals the missing link between wanting success and achieving it!

Have you ever wondered why some people seem to get rich easily, while others are destined for a life of financial struggle? Is the difference found in their education, intelligence, skills, timing, work habits, contacts, luck, or their choice of jobs, businesses, or investments? The shocking answer is: None of the above! In his groundbreaking Secrets of the Millionaire Mind, T. Harv Eker states: "Give me five minutes, and I can predict your financial future for the rest of your life!" Eker does this by identifying your "money and success blueprint." We all have a personal money blueprint ingrained in our subconscious minds, and it is this blueprint, more than anything, that will determine our financial lives. You can know everything about marketing, sales, negotiations, stocks, real estate, and the world of finance, but if your money blueprint is not set for a high level of success, you will never have a lot of money -- and if somehow you do, you will most likely lose it! The good news is that now you can actually reset your money blueprint to create natural and automatic success. Secrets of the Millionaire Mind is two books in one. Part I explains how your money blueprint works. Through Eker's rare combination of street smarts, humor, and heart, you will learn how your childhood influences have shaped your financial destiny. You will also learn how to identify your own money blueprint and "revise" it to not only create success but, more important, to keep and continually grow it. In Part II you will be introduced to seventeen "Wealth Files," which describe exactly how rich people think and act differently than most poor and middle-class people. Each Wealth File includes action steps for you to practice in the real world in order to dramatically increase your income and accumulate wealth. If you are not doing as well financially as you would like, you will have to change your money blueprint. Unfortunately your current money blueprint will tend to stay with you for the rest of your life, unless you identify and revise it, and that's exactly what you will do with the help of this extraordinary book. According to T. Harv Eker, it's simple. If you think like rich people think and do what rich people do, chances are you'll get rich too!

Excerpts

Chapter One
Your Money Blueprint

We live in a world of duality: up and down, light and dark, hot and cold, in and out, fast and slow, right and left. These are but a few examples of the thousands of opposite poles. For one pole to exist, the other pole must also exist. Is it possible to have a right side without a left side? Not a chance. Consequently, just as there are "outer" laws of money, there must be "inner" laws. The outer laws include things like business knowledge, money management, and investment strategies. These are essential. But the inner game is just as important. An analogy would be a carpenter and his tools. Having top-of-the-line tools is imperative, but being the top-notch carpenter who masterfully uses those tools is even more critical. I have a saying: "It's not enough to be in the right place at the right time. You have to be the right person in the right place at the right time." So who are you? How do you think? What are your beliefs? What are your habits and traits? How do you really feel about yourself ? How confident are you in yourself ? How well do you relate to others? How much

do you trust others? Do you truly feel that you deserve wealth? What is your ability to act in spite of fear, in spite of worry, in spite of inconvenience, in spite of discomfort? Can you act when you're not in the mood? The fact is that your character, your thinking, and your beliefs are a critical part of what determines the level of your success. One of my favorite authors, Stuart Wilde, puts it this way: "The key to success is to raise your own energy; when you do, people will naturally be attracted to you. And when they show up, bill 'em!"

WEALTH PRINCIPLE: Your income can grow only to the extent you do!

Why Is Your Money Blueprint Important? Have you heard of people who have "blown up" financially? Have you noticed how some people have a lot of money and then lose it, or have excellent opportunities start well but then go sour on them? Now you know the real cause. On the outside it looks like bad luck, a downturn in the economy, a lousy partner, whatever. On the inside, however, it's another matter. That's why, if you come into big money when you're not ready for it on the inside, the chances are your wealth will be short-lived and you will lose it. The vast majority of people simply do not have the internal capacity to create and hold on to large amounts of money and the increased challenges that go with more money and success. That, my friends, is the primary reason they don't have much money. A perfect example is lottery winners. Research has shown again and again that regardless of the size of their winnings, most lottery winners eventually return to their original financial state, the amount they can comfortably handle. On the other hand, the opposite occurs for self-made millionaires. Notice that when self-made millionaires lose their money, they usually have it back within a relatively short time. Donald Trump is a good example. Trump was worth billions, lost everything, and then a couple of years later, got it all back again and more. Why does this phenomenon occur? Because even though some self-made millionaires may lose their money, they never lose the most important ingredient to their success: their millionaire mind. Of course in "The Donald"'s case, it's his "billionaire" mind. Do you realize Donald Trump could never be just a millionaire? If Donald Trump had a net worth of only 1 million dollars, how do you think he'd feel about his financial success? Most people would agree that he'd probably feel broke, like a financial failure!

About the Author

Using the principles he teaches, T. Harv Eker went from zero to millionaire in only two and a half years. Eker is president of Peak Potentials Training, one of the fastest growing success training companies in North America. With his unique brand of "street smarts with heart," Eker's humorous, "cut-to-the-chase" style keeps his audience spellbound. People come from all over the world to attend his sold-out seminars, where crowds often exceed 2,000 people for a weekend program. So far, Eker's teachings have touched the lives of more than

a quarter million people. Now, for the first time, he shares his proven secrets of success in this revolutionary book. Read it and grow rich!

Which is more dangerous, a gun or a swimming pool? What do schoolteachers and sumo wrestlers have in common? Why do drug dealers still live with their moms? How much do parents really matter? What kind of impact did Roe v. Wade have on violent crime? These may not sound like typical questions for an economist to ask. But Steven D. Levitt is not a typical economist. He is a much heralded scholar who studies the stuff and riddles of everyday life -- from cheating and crime to sports and child rearing -- and whose conclusions regularly turn the conventional wisdom on its head. He usually begins with a mountain of data and a simple, unasked question. Some of these questions concern life-and-death issues; others have an admittedly freakish quality. Thus the new field of study contained in this book: freakonomics. Through forceful storytelling and wry insight, Levitt and co-author Stephen J. Dubner show that economics is, at root, the study of incentives -- how people get what they want, or need, especially when other people want or need the same thing. In Freakonomics, they set out to explore the hidden side of ... well, everything. The inner workings of a crack gang. The truth about real-estate agents. The myths of campaign finance. The telltale marks of a cheating schoolteacher. The secrets of the Ku Klux Klan. What unites all these stories is a belief that the modern world, despite a surfeit of obfuscation, complication, and downright deceit, is not impenetrable, is not unknowable, and -- if the right questions are asked -- is even more intriguing than we think. All it takes is a new way of looking. Steven Levitt, through devilishly clever and clear-eyed thinking, shows how to see through all the clutter. Freakonomics establishes this unconventional premise: If morality represents how we would like the world to work, then economics represents how it actually does work. It is true that readers of this book will be armed with enough riddles and stories to last a thousand cocktail parties. But Freakonomics can provide more than that. It will literally redefine the way we view the modern world.

Awards

Quill Award Quills Foundation

Excerpts

Chapter One

What Do Schoolteachers and Sumo Wrestlers Have in Common?

Imagine for a moment that you are the manager of a day-care center. You have a clearly stated policy that children are supposed to be picked up by 4 p.m. But very often parents are late. The result: at day's end, you have some anxious children and at least one teacher who must wait around for the parents to arrive. What to do? A pair of economists who heard of this dilemma it turned out to be a rather common one offered a solution: fine the tardy parents. Why, after all, should the day-care center take care of these kids for free?

The economists decided to test their solution by conducting a study of ten day-care centers in Haifa, Israel. The study lasted twenty weeks, but the fine was not introduced immediately. For the first four weeks, the economists simply kept track of the number of parents who came late; there were, on average, eight late pickups per week per day-care center. In the fifth week, the fine was enacted. It was announced that any parent arriving more than ten minutes late would pay $3 per child for each incident. The fee would be added to the parents' monthly bill, which was roughly $380. After the fine was enacted, the number of late pickups promptly went ... up. Before long there were twenty late pickups per week, more than double the original average. The incentive had plainly backfired. Economics is, at root, the study of incentives: how people get what they want, or need, especially when other people want or need the same thing. Economists love incentives. They love to dream them up and enact them, study them and tinker with them. The typical economist believes the world has not yet invented a problem that he cannot fix if given a free hand to design the proper incentive scheme. His solution may not always be pretty it may involve coercion or exorbitant penalties or the violation of civil liberties but the original problem, rest assured, will be fixed. An incentive is a bullet, a lever, a key: an often tiny object with astonishing power to change a situation. We all learn to respond to incentives, negative and positive, from the outset of life. If you toddle over to the hot stove and touch it, you burn a finger. But if you bring home straight A's from school, you get a new bike. If you are spotted picking your nose in class, you get ridiculed. But if you make the basketball team, you move up the social ladder. If you break curfew, you get grounded. But if you ace your SATs, you get to go to a good college. If you flunk out of law school, you have to go to work at your father's insurance company. But if you perform so well that a rival company comes calling, you become a vice president and no longer have to work for your father. If you become so excited about your new vice president job that you drive home at eighty mph, you get pulled over by the police and fined $100. But if you hit your sales projections and collect a year-end bonus, you not only aren't worried about the $100 ticket but can also afford to buy that Viking range you've always wanted and on which your toddler can now burn her own finger. An incentive is simply a means of urging people to do more of a good thing and less of a bad thing. But most incentives don't come about organically. Someone an economist or a politician or a parent has to invent them. Your three-year-old eats all her vegetables for a week? She wins a trip to the toy store. A big steelmaker belches too much smoke into the air? The company is fined for each cubic foot of pollutants over the legal limit. Too many Americans aren't paying their share of income tax? It was the economist Milton Friedman who helped come up with a solution to this one: automatic tax withholding from employees' paychecks.

Chapter One

What Do Schoolteachers and Sumo Wrestlers Have in Common?

Imagine for a moment that you are the manager of a day-care center. You have a clearly stated policy that children are supposed to be picked up by 4 p.m. But very often parents are late. The result: at day's end, you have some anxious children and at least one teacher who must wait around for the parents to arrive. What to do? A pair of economists who heard of this dilemma it turned out to be a rather common one offered a solution: fine the tardy parents. Why, after all, should the day-care center take care of these kids for free?

The economists decided to test their solution by conducting a study of ten day-care centers in Haifa, Israel. The study lasted twenty weeks, but the fine was not introduced immediately. For the first four weeks, the economists simply kept track of the number of parents who came late; there were, on average, eight late pickups per week per day-care center. In the fifth week, the fine was enacted. It was announced that any parent arriving more than ten minutes late would pay $3 per child for each incident. The fee would be added to the parents' monthly bill, which was roughly $380. After the fine was enacted, the number of late pickups promptly went ... up. Before long there were twenty late pickups per week, more than double the original average. The incentive had plainly backfired. Economics is, at root, the study of incentives: how people get what they want, or need, especially when other people want or need the same thing. Economists love incentives. They love to dream them up and enact them, study them and tinker with them. The typical economist believes the world has not yet invented a problem that he cannot fix if given a free hand to design the proper incentive scheme. His solution may not always be pretty it may involve coercion or exorbitant penalties or the violation of civil liberties but the original problem, rest assured, will be fixed. An incentive is a bullet, a lever, a key: an often tiny object with astonishing power to change a situation. We all learn to respond to incentives, negative and positive, from the outset of life. If you toddle over to the hot stove and touch it, you burn a finger. But if you bring home straight A's from school, you get a new bike. If you are spotted picking your nose in class, you get ridiculed. But if you make the basketball team, you move up the social ladder. If you break curfew, you get grounded. But if you ace your SATs, you get to go to a good college. If you flunk out of law school, you have to go to work at your father's insurance company. But if you perform so well that a rival company comes calling, you become a vice president and no longer have to work for your father. If you become so excited about your new vice president job that you drive home at eighty mph, you get pulled over by the police and fined $100. But if you hit your sales projections and collect a year-end bonus, you not only aren't worried about the $100 ticket but can also afford to buy that Viking range you've always wanted and on which your toddler can now burn her own finger. An incentive is simply a means of urging people to do more of a good thing and less of a bad thing. But most incentives don't come about organically. Someone an economist or a politician or a parent has to invent them. Your three-year-old eats all her vegetables for a week? She wins a trip to the toy store. A big steelmaker belches too much smoke into the air? The company is fined for each cubic foot of pollutants over the legal limit. Too many Americans aren't paying their share of income tax? It was the economist Milton Friedman who helped come up with a solution to this one: automatic tax withholding from employees' paychecks.

Reviews

Malcolm Gladwell, author of Blink and The Tipping Point Steven Levitt has the most interesting mind in America... Prepare to be dazzled. freakonomics

What Money Can't Buy

The Moral Limits of Markets

by Michael J. Sandel

Michael J. Sandel

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Should we pay children to read books or to get good grades? Should we allow corporations to pay for the right to pollute the atmosphere? Is it ethical to pay people to test risky new drugs or to donate... More...
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DescriptionShould we pay children to read books or to get good grades? Should we allow corporations to pay for the right to pollute the atmosphere? Is it ethical to pay people to test risky new drugs or to donate their organs? What about hiring mercenaries to fight our wars? Auctioning admission to elite universities? Selling citizenship to immigrants willing to pay? In What Money Can't Buy, Michael J. Sandel takes on one of the biggest ethical questions of our time: Is there something wrong with a world in which everything is for sale? If so, how can we prevent market values from reaching into spheres of life where they don't belong? What are the moral limits of markets? In recent decades, market values have crowded out nonmarket norms in almost every aspect of lifemedicine, education, government, law, art, sports, even family life and personal relations. Without quite realizing it, Sandel argues, we have drifted from having a market economy to being a market society. Is this where we want to be? In his New York Times bestseller Justice, Sandel showed himself to be a master at illuminating, with clarity and verve, the hard moral questions we confront in our everyday lives. Now, in What Money Can't Buy, he provokes an essential discussion that we, in our market-driven age, need to have: What is the proper role of markets in a democratic societyand how can we protect the moral and civic goods that markets don't honor and that money can't buy?

One of the most famous non-fiction American books, Walden by Henry David Thoreau is the history of Thoreau's visit to Ralph Waldo Emerson's woodland retreat near Walden Pond. Thoreau, stirred by the philosophy of the transcendentalists, used the sojourn as an experiment in self reliance and minimalism "so as to "live deliberately, to front only the essential facts of life, and see if I could not learn what it had to teach, and not, when I came to die, discover that I had not lived." Walden stresses the significance of self-reliance, solitude, meditation, and nature in rising above the the life of quiet desperation lived by most people. that, he argues, is the lot of most people. Part autobiography, part manifesto Walden is a moving treatise on the importance distancing oneself from the consumerism of modern Western society and embracing nature in its place.

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Premise pentru a fi un bun antreprenor, un bun liberprofesionist. Ce trebuie sa faci pentru a avea succes in afaceri (edu59)
Posted on 01/07/2013 by Emilian

Recomand un material pentru cei care se gndesc s porneasc ceva (o afacere, o idee) pe cont propriu, s ias din eticheta de angajat i s devin mult doritul propriu ef, s devin un liber-profesionist / un antreprenor. 12 lucruri pe care s le iei n considerare nainte de a deveni un antreprenor sau un liber profesionist (de tefan Alexandrescu, sursa AICI- partea 1 i AICI- partea 2) Antreprenoriatul este o form de a fi altfel dect majoritatea. Care sunt premisele pentru a fi un bun antreprenor? Iat 12 dintre ele, dup prerea mea. Acestea se aplic inclusiv pentru a fi un bun liber-profesionist: 1. Pregtirea. Dup prerea mea, nainte de a fi un bun antreprenor, care s i lase afacerea s mearg de la sine, trebuie s fii un bun liber-profesionist. Iar asta implic o pregtire economic sau comercial, o pregtire psihologic i o pregtire de specialitate n aria n care urmeaz s activezi trebuie s fii un specialist n ceea ce oferi, ca o condiie minim dac nu, chiar un expert, un maestru sau un lider. Asta e valabil pentru toat lumea. Detalii n continuare: 2. Motivaia. Am vizionat Heart of Darkness: A Filmmakers Apocalypse, despre care se zice ca e cel mai bun making of facut vreodata despre cum a turnat Francis Ford Coppola Apocalypse Now. La un moment dat, a fost intrebat de un membru al echipei de filmare daca s-a gandit vreodata sa renunte. El a raspuns: Sa renunt? Cum sa renunt? Lucram pentru mine. Nu puteam sa-mi dau demisia de la mine. Pusesem tot ce aveam in proiectul asta. Si raspunsul lui m-a incurajat. Intelegand prin ce a trecut regizorul ca sa il faca mi-a dat curajul sa continui pe drumul pe care l-am inceput: acela de a lucra pentru mine. De fapt, trebuie s nelegi i s accepi foarte clar faptul c lucrezi pentru tine. Nu lucrezi pentru prini, nu lucrezi pentru iubit/ sau so/ie, nu lucrezi ca s demonstrezi ceva, nu lucrezi pentru ef, nu lucrezi pentru colegi, nu lucrezi pentru clieni, lucrezi pentru tine. Cnd eram la master, am nceput o discuie cu nite colegi cu privire la urmtoarea dilem: specialistul de HR ntr-o companie lucreaz pentru angajaii companiei sau pentru conducere?. Rspunsul amnduror profesorilor a fost: Cnd lucrai ntr -o companie, lucrai de fapt pentru voi.. Ah, i nc ceva! Dac ncepi activitatea de liber-profesionist sau de antreprenori ca s fii propriul tu ef, s scapi de efi sau s dai cu tifla fotilor efi, am o veste pentru tine: de acum nu mai ai un singur ef, ci mai muli, deoarece fiecare client este eful tu cnd i oferi servicii/produse.

3. Mitul finalului. n orice proiect la care lucrezi ca angajat, tii c ai nite sarcini de care trebuie s te achii ntr-un sistem. Indiferent ce ar fi, dup 8 sau 10 sau 12 ore de munc, ai dreptul s te duci acas. Ei bine, atunci cnd eti liber-profesionist sau antreprenor, problemele nu rmn la lucru, ci le iei cu tine acas i i mnnc tot timpul pn le rezolvi, pentru c nu ai program de lucru. Atunci cand ai senzatia ca te apropii de final, exista dpdv psihologic ideea ca mai ai putin pierzand, de fapt, din vedere, ca ai ajuns acolo cu alta mentalitate (cea de liber-profesionist, nu cea de angajat). Din momentul in care nu te mai gandesti ca trebuie sa lucrez ci ca mai am putin, apare dar cat mai e? si automat este cazul sa iei o pauza si sa te inarmezi cu rabdare si cu un efort dublu ca sa termini, pentru c dac nu termini tu, n-o s termine n locul tu nimeni. Dac ai spus macar o data in viata ta eu mi-am facut treaba, atunci e cazul s i reconsideri aceast atitudine nainte de a deveni liber-profesionist/antreprenor. 4. Luna trecut am avut viziunea de ansamblu asupra unui proiect la care am lucrat peste jumtate de an. Viziunea de ansamblu a ceea ce am realizat seamana cu ceea ce mi-am propus, in aparenta. Am trait o senzatie de linistire din claritate, si de nelinistire, din faptul ca nu am terminat. Atunci cand cred ca imi permit sa nu imi verific erorile, fac erori din cele mai jenante. n acelai timp, adesea, in perfectionismul meu, ma intreb daca ce corectez sunt greseli reale sau doar fac optimizari la un continut care deja este bun. Atunci cand propriile mele standarde nu mai sunt suficiente, imi ridic intrebarea daca sunt prea sus sau prea jos. E o intrebare buna, la care nu cunosc raspunsul din prima rspunsul. De ce? Pentru c sunt atent la feed-back-ul potenialilor clieni, al oamenilor care ar putea s cumpere: ce gndesc ei? ce ateapt ei? De ce ar cumpra? De fiecare dat reuesc s aflu dac munca mea e de calitate, dar ine de mine s aflu asta, nu s o tiu. Eu tiu despre valoarea intrinsec a un produs/serviciu pe care l ofer, dar ntrebarea pe care mi-o pun este: clientul tie, din modul n care i prezint? 5. Povesteam despre claritatea care vine dintr-o viziune de ansamblu. In spatele cartilor pe care le-am lucrat (despre care scriam n articolul precedent) exista deja o structura si niste principii de formatare a textului. In spatele blogurilor, erau deja niste strategii. O planificare solida ma lasa sa creez atunci cand execut, cand implementez strategia. Realizarile mele importante nu au fost accidentale, asta e un lucru important de tinut minte pentru a ma responsabiliza pentru a obtine anumite teluri. Imi doresc de la mine sa devin mai puternic si mai increzator in capacitatea mea de a ma tine de planificarea pe care o fac pentru mine. A deveni liber-profesionist sau antreprenor nu este o ntmplare, e un lucru pe care i-l propui i pe care l obii cu mult, mult munc i greeli n spate. Cheia pentru a nu tri n urgen e o bun planificare . Planificarea, dac este fcut cu cap, nu ia att de mult timp precum te-ai teme c ia. Oamenii care nu tiu ce este planificare au senzaia c e o pierdere de vreme. Cel mai adesea, cei care au aceast impresie au nc o mentalitate de angajai. Stabilete unde eti acum, stabilete unde vrei s ajungi, pornete de la coad la cap ca s i stabileti paii i acoper aceti pai cu procese i proceduri care s te apropie de obiectivul tu. Ai grij ca s planifici doar jumtate din resurse, pentru a-i permite timp s te ocupi de situaiile neprevzute (adic cele la care tu nu te-ai gndit n etapa de planificare). 6. La un moment dat, pentru a deveni antreprenor, trebuie s alegi oamenii care vor lucra pentru tine. Nu f greeala de a face un wish-list cu toi prietenii, colaboratorii i amicii care simpatizeaz cu inteniile tale profesionale. Ii place sa ii pui pe oameni in roluri cu care nu au nicio treaba, doar pentru c ai nevoie s pui pe cineva n acele roluri? Pregtete-te s plteti scump pentru faptul c nu ai chef s gseti pe cineva potrivit. Nu angajatii formeaza o firma, ci asociatii. Cine sunt asociatii? Eti singur? Suntei mai muli? n orice caz, nva c nu oamenii stabilesc posturile, ci posturile stabilesc oamenii. Posturile se stabilesc de cineva care are o viziune strategica asupra intreprinderii, pe foaie. Cine este aceasta persoana, din grupul adunat de tine? Nu porneti o afacere ca s fii n gac cu Gigel, ci porneti o afacere ca s faci mai muli bani dect ai ctiga lucrnd ca angajat n aria ta. 7. Fie-i clar c tu trebuie s ctigi suficieni bani din afacerea/activitatea pe care o desfori pentru a acoperi, n mod continuu, cel puin urmtoarele trei aspecte: - s dai napoi/recuperezi banii pe care i-ai investit n demararea afacerii; - s ctigi suficient nct s poi s subziti, eventual s trieti decent (adic s nu dormi n boschei i s nu te mbolnveti de stomac); - s ctigi suficient pentru a susine n continuare i a dezvolta activitatea ta economic. Dac reueti s faci asta, nseamn c eti pe break-even sau pe linia de plutire, nu nseamn c ai succes. Succes nseamn s ai o condiie material, emoional i de sntate mai bun dect ai avea lucrnd ca angajat. Am avut o client care a prsit entuziast o poziie la o multinaional ca s porneasc o activitatea creativ independent. Nu i-a mers. A trebuit s se redomicilieze n oraul prinilor ei pentru c nu i mai putea permite s se descurce la Bucureti. Nasol.

8. Nu te mai plnge i nu mai critica, ci gsete soluii. Un furnizor de consultan i-a trimis o organigram greit? F o organigram corect sau spune-i furnizorului exact unde a greit, folosete comunicarea! Dac ceva nu merge bine, tu eti responsabil, tu eti de vin, n faa legii i n faa clienilor. 9. Uit noiunea de timp liber. Atunci cnd eti antreprenor i lucrezi pe cont propriu, nu mai exist pe parcursul unei zile timp liber. Oriunde te duci, te poi atepta s gseti un potenial client, sau un potenial colaborator, cruia trebuie s ai grij ce impresie i creezi. Brandingul personal devine un must. 10. Credeai c angajatorii sunt ri, haini i reci? Pregtete-te s afli cum vei deveni tu, atunci cnd vei observa ct i ia statul din ceea ce munceti, pentru angajaii ti! Toate avantajele pe care i le doreai ca angajat vor deveni dezavantaje pentru tine ca angajator. Pregtete-te s schimbi locurile definitiv! n general, cultura romneasc pregtete studenii pentru o activitate de angajat. S devii angajator este ceva complet mpotriva curentului, pe ntru care nu exist prea mult pregtire n coal, dect dac studiezi economie, drept, relaii publice sau psihologie organizaional. 11. Pune-i ntrebarea: ce abiliti ai s transmii altora prin cunotinele pe care i le-ai nsuit? Poi fi, spre exemplu, un bun tehnician, dar dac nu te pricepi s livrezi un discurs n faa unei mulimi, ai o problem foarte mare de credibilitate. Ce abiliti ai s-i conduci pe alii de la punctul X (starea prezent) ctre punctul Y (starea dorit)? Gndete-te ct timp i ia s explici idea ta de afaceri cuiva care nu se pricepe. Dac i ia dou ore, eti pe drumul greit. Orice idee de afacere trebuie s rspund la 4 categorii de ntrebri: a. Ce vinzi? Ce tii despre ce vinzi? Ce ai mai fcut pn acum n legtur cu asta? b. Cui vinzi? Cine cumpr i de ce? c. Cum te difereniezi? d. Pentru ce anume ai strict nevoie de bani n demararea afacerii? Dac rspunsurile la aceste ntrebri nu sunt clare, nseamn c nu ai o idee de afaceri, ci o cea n cap. 12. n legtur cu momentul saltului de la poziia de angajat la aceea de antreprenor: daca tu nu esti dispus sa risti pierderea locului de munca pentru a porni o initiativa antreprenoriala, cum ai sa iti poti asuma riscul indatorarii fa de bnci sau creditori cu rapoarte, explicatii si documente oficiale? Sau, dac este vorba despre economiile tale, ntreab-te: i poi asuma costul moral al eecului n faa prinilor, prietenilor i apropiailor? Dac nu eti dispus() s i asumi riscuri calculate, nu te apuca de activiti independente! Ca liber-profesionist sau antreprenor, mersul pe srm n timp ce jonglezi devine o a doua natur. Unele femei consider asta aventuros la un brbat pn cnd ncep s observe c ajung s mnnce cartofi i fasole n loc de carne. Vrei o familie? Vrei un copil? Minunat! Partenerul/a de via te susine n a lucra pe cont propriu? Pn cnd? Pn unde? Cu ce pre? tie n ce se implic? Ah, nu ai nc un/o partener de via? Nu te grbi, nici nu vei avea prea curnd, pentru c vei fi cstorit/ cu munca mai ceva dect n poziia de angajat/. Dac discui despre echilibrul dintre viaa personal i cea profesional cu inteligen, mai bine resemneaz-te i pune-i visele de independen n cui. n concluzie, pentru a rezuma: 1. Liber-profesionistul muncete pentru bani. Antreprenorul face ca banii s munceasc pentru el. 2. Eti pregtit/ din toate punctele de vedere pentru a fi liber-profesionist/antreprenor? 3. Ca s fii un liber-profesionist/antreprenor, trebuie s fii contient/ c munceti pentru tine. 4. Eti contient/ c trebuie s i finalizezi pe cont propriu ce ncepi? 5. Eti suficient de atent/ la feed-back-urile care conteaz ca s tii ct preuiete ce oferi pentru client? 6. Ct de mult importan acorzi planificrii? 7. Stabilete cine va lucra pentru tine pornind de la posturile de care ai nevoie, nu de la lista de prieteni. 8. Ci bani te atepi s ctigi din activitatea ta independent? 9. Centreaz-te pe soluii, nu pe observarea problemelor! 10. Uit noiunea de timp liber 11. Eti pregtit/ s devii angajator n loc de angajat? 12. Ce abiliti de transmitere a cunotinelor i de conducere a alotora ai, n aria n care eti specialist/? 13. Ce riscuri i permii s i asumi n iniiativa pe care o demarezi? Dar familia ta i prietenii ti? Te invit s citeti i celelalte articole publicate n seria antreprenoriat i inovaie pn acum (Agroturismul, fezabil n Romnia? ; Dac Dumnezeu ar fi vrut ca omul s zboare, atunci i-ar fi dat aripi ; Ce ar trebui s tie un antreprenor/manager despre promovarea afacerii pe internet ; Creativitatea, motiv de mndrie naional? ;

Care sunt trsturile unui inventator de succes studiu de caz, Mircea Tudor ; Premisele antreprenoriatului ; De ce cost att de mult crile n Romnia. Studiu de caz din experien proprie), pe care le gseti la sfritul articolului originar, aici: Alte 6 lucruri pe care s le iei n considerare nainte de a deveni un antreprenor sau un liber-profesionist i mulumesc! Happy Entrepreneurship! tefan Alexandrescu (material preluat de AICI) Citete i: De ce oamenii destepti nu reusesc in viata, iar prostii au succes si bani. Ce trebuie sa faca oamenii inteligenti pentru a avea succes (edu56) Emilian, 1 iulie 2013, ceicunoi.wordpress.com. Facebook: Ce-i cu noi? un blog educativ despre comportamentul uman.

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This entry was posted in EDUCATIE (Edu) and tagged abilitati, activitate care aduce bani, activitatea independenta, afacere pe cont propriu, alege oamenii, angajat, angajator, angajator in loc de angajat, angajatori rai, antreprenor, antreprenor de succes, antreprenoriat si inovatie, asociati, avantaje afacere proprie, avantaje angajator, banii muncesc pentru tine, branding personal, caracteristici antreprenor, cat castigi angajat, cat castigi antreprenor, cat castigi firma, ce sa faci ca sa ai succes, ce stii sa vinzi, ce vinzi, ce vreau sa fac, cine cumpara, credibilitate antreprenor, cui vinzi, cum sa alegi oamenii potriviti, cum sa faci mai multi bani, cum sa fii antreprenor, cum sa fii liber profesionist, cum sa planifici, cum te diferentiezi, cunostinte, demararea afacerii, deyzvoltarea afacerii, dezavantaje angajatori, dezvoltarea afacerii, dezvoltarea unei afaceri, esec afaceri, feed back, firma, fisa postului, gaseste solutii, ideea de afaceri, importanta planificarii, impozit angajati, liber profesionist, lucrator independent, lucrez pe cont propriu, lucrezi ca angajat, lucrezi pe cont propriu, lucrezi pentru tine, lucrezi singur, mitul finalului, motivatie bani, multinationala, nu mai critica, nu te mai plange, o buna planificare, oameni destepti, oameni prosti, parteneri afaceri, pierderea locului de munca, planificarea afacerii, posturile stabilesc oamenii, pozitia de angajat, pozitia de angajator, pozitia de antreprenor, pregatire antreprenoriat, premise pentru a fi un bun antreprenor, pune ti intrebari, recuperezi bani, recuperezi investitia, riscul in afaceri, sa castigi multi bani, sfaturi antreprenori, solutii probleme, specialist, succes in afaceri, suficienti bani din afacere, trebuie sa lucrezi, trecere angajat angajator, uita notiunea de timp liber, valoarea unui produs, valoarea unui serviciu. Bookmark the permalink.

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