Category: Entrepreneurs

Article Contributed by Michele DeKinder-Smith
As a business becomes increasingly successful, an entrepreneur must examine her business’ changing needs and implement a system for meeting them. Booming success often means hiring a team of people to see to the details so the entrepreneur has time to run the business. Creating a winning team is a bit more complicated than just asking a bunch of people for help – is there a right way to do it? Is there a way to go about it that will leave members of the team, as well as the owner, feeling fulfilled while the business thrives?
A new study from Jane Out of the Box, an authority on women entrepreneurs, recently revealed there are five distinct types of women in business. Each of these five types has unique approach to running a business—and as a consequence, each of them has a unique combination of characteristics and factors. This article profiles three of the Jane “types” and the different ways they may handle hiring a team.
Jane Dough is an entrepreneur who enjoys running her business and makes good money. She is comfortable and determined in buying and selling, which may be why she’s five times more likely than the average female business owner to hit the million dollar mark. Jane Dough is clear in her priorities and may be intentionally and actively growing an asset-based or legacy business. It is estimated that 18% of women fall in the category of Jane Dough.
To Jane Dough, business is business. In her world, systems and efficiency share the throne. When hiring a team, she is likely to choose members based on their specific skill sets and how those skill sets and their exacting implementation will affect the system she plans on using.
Pros and cons:
Pro: Because Jane Dough is a pragmatic business owner, she’ll choose team members who know what they’re doing, and do it well.
Con: Because Jane Dough is so focused on pragmatism, she may hire team members who don’t get along well with each other – personalities aren’t as important to her as efficiency and a job well done. But down the road, conflicting personalities may negatively impact the system she loves.
Pro: Jane Dough’s fast pace means she gets a lot done and doesn’t waste too much time waffling on decisions about whether to hire someone.
Con: That fast pace is enough to make anyone’s head spin, and if Jane Dough isn’t careful she may overlook a candidate with better long-term potential in favor of someone who fits the bill right now – putting her future self at a disadvantage.
Merry Jane. This entrepreneur is usually building a part-time or “flexible time” business that gives her a creative outlet (whether she’s an ad agency consultant or she makes beautiful artwork) that she can manage within specific constraints around her schedule. She may have a day-job, or need to be fully present for family or other pursuits. She realizes she could make more money by working longer hours, but she’s happy with the tradeoff she has made because her business gives her tremendous freedom to work how and when she wants, around her other commitments.
Because Merry Jane is “freedom-focused,” she’ll need a team that allows her to continue working as many or as few hours as she wants to, which means that she’ll have to be flexible with their schedules, too.
Pros and cons:
Pro: Merry Jane loves her freedom, so she’ll hire dependable people who can do their jobs without a ton of direction.
Con: Loving her freedom can come at a price – Because her business may not be her first priority, communication may slip from time-to-time. If her team is unclear in what they need to do or if they take too much accountability, this can create problems for Merry Jane.
Pro: Hiring people means that Merry Jane can delegate some of her work and therefore have even greater flexibility.
Con: Creating a team also adds responsibility, of which Merry Jane already has plenty – she’ll need to face payroll, meetings, e-mails and phone calls that she didn’t deal with before – and this may mean more administrative work than she anticipated.
Tenacity Jane is an entrepreneur with an undeniable passion for her business, but who is struggling (a little or a lot) with the business’ financial performance. As a result, she’s working longer hours and making less money than she’d like. Nevertheless, Tenacity Jane is bound and determined to make her business a success. At 31% of women in business, Tenacity Janes are the largest single group of female entrepreneur.
Tenacity Jane’s greatest asset is her attitude. She may feel overwhelmed at times but she keeps on keeping on because she truly believes in the business she’s building and she wants to make it work. As she seeks to hire a team, Tenacity Jane will seek people with great attitudes like her own.
Pros and cons:
Pro: Tenacity Jane feels like she can make this work, despite having faced many business challenges – she has a positive, “keep chugging” attitude.
Con: When hiring a team, attitude isn’t enough. Tenacity Jane may be drawn to people who are also enthused about her business, but does she take the time to (and does she know exactly how to) evaluate their skills, experience, and preparedness to do the work at hand?
Pro: Tenacity Jane loves her business concept and can see the big vision of what it can someday be, which may include a large team sometime down the road.
Con: Because she is focused on the “ultimate” vision, Tenacity Jane may not map out the path to get there step-by-step. If this happens, she runs the risk of hiring too many people too soon (and then not being able to retain them) or hiring them in the wrong order to maximize business growth.
Whether hiring a team is strictly business, or it’s a small part of a grand scheme, it’s a big deal. Women entrepreneurs shouldn’t go into it without a solid idea about who to hire, what they’ll do and how they’ll do it – and how all of that will affect the business in the short- and long-term. From Jane Dough to Merry Jane to Tenacity Jane, business owners must get a plan in place before hiring to ensure the step from one-woman-band to marching band sounds great.
About the Author
Michele DeKinder-Smith is the founder of Jane out of the Box, an online resource dedicated to the women entrepreneur community. Discover more incredibly useful information for running a small business by taking the FREE Jane Types Assessment at Jane out of the Box. Offering networking and marketing opportunities, key resources and mentorship from successful women in business, Jane Out of the Box is online at www.janeoutofthebox.com

Article Contributed by Michele DeKinder-Smith
Every female entrepreneur dreams of the day her preparation meets opportunity and her own good luck is born. In her dreams, she knows exactly what she’ll do when presented with an opportunity, and exactly how the cards will fall when she takes it. But in real life, opportunity often seems to come out of nowhere and all the confidence she felt in those dreams disappears as she’s faced with the very real question: how do successful women decide what to do with new opportunity?
A new study from Jane Out of the Box, an authority on women entrepreneurs, recently revealed five distinct types of women in business. Each of these five types – each Jane – has a unique approach to running a business. As a consequence, each of them has a unique combination of characteristics and factors.
This article profiles two of those Jane “types” and the ways they may respond to a new opportunity.
Go Jane Go is passionate about her work, and has no problem marketing and selling herself, so she has plenty of clients—but she’s struggling to keep up with demand. She may be a classic overachiever, taking on volunteer opportunities as well, because she’s eager to make an impact on the world and may really struggle saying “no”. Because she wants to “say yes” to so many opportunities, she may even be in denial about how many hours she actually works during the course of a week. During the worst of times, Go Jane Go may tend to run herself ragged or feeling guilty about all the things on her “to do list” that aren’t getting done quickly enough to satisfy her exacting demands.
Although, as a Go Jane Go, you might be tempted to take on any new opportunity because you know you’re good at multitasking and you feel obligated to make it work, wait! Think about whether you really want to get into a new venture and all that comes with it.
Because you’re so good at what you do and you know all the fine details of your business and how it runs, you have a hard time delegating sometimes. If you know you’re going to take on this new opportunity and then feel overwhelmed because you won’t feel comfortable assigning any of your workload to someone else, maybe this isn’t the time to do it.
Because you’re such a hard worker and demand perfection from yourself, you work long hours. Do you have the time to deal with any new activities this opportunity will undoubtedly create? Before you accept this challenge, use some of your valuable time to determine whether the new opportunity is realistically feasible, given your time constraints. Especially, consider the cost to yourself in accepting the new assignment – will you push yourself to your breaking point? If so, it’s OK to let the opportunity gracefully pass you by – because of who you are, there’s undoubtedly another right around the corner.
If it turns out that the new opportunity will work with your calendar, commit to delegating wherever possible – and make sure you’re also taking care of yourself in the process.
Accidental Jane is a successful, confident business owner who never actually set out to start a business. Instead, she may have decided to start a business due to frustration with her job or a layoff and decided to use her business and personal contacts to strike out on her own. Or, she may have started making something that served her own unmet needs and found other customers with the same need, giving birth to a business. Accidental Jane enjoys what she does and is creating a satisfactory level of income.
Taking on a new opportunity as an Accidental Jane may mean transitioning into a different Jane type (often Jane Dough or Go Jane Go). That means making your business more of a focus in your life. Before saying “yes,” determine if that’s what you really want.
A new opportunity may mean putting more time into your business. As an Accidental Jane, your lifestyle is very important to you.
If the opportunity is very appealing to you, ask the question: How can you make it work on your terms? How can you structure the work so that it doesn’t impinge much on your time? Can you let go of something else or can you delegate part of this work?
Further, ask yourself: Am I charging as much as I could? Accidental Jane may sometimes be a little out of touch with her industry’s going rates. As workload and opportunities creep up, she should continually think about increasing rates to make the work more profitable.
Finally, if new opportunities get you excited, start building your company for the long-term vision so you can maintain your lifestyle while also taking on more work. Envision how your company might look in 3 years if you say yes to the kinds of opportunity you are facing right now. If what you see in your vision excites you, begin building a plan that will help you manage that future business without letting it take over your life. If what you see doesn’t excite you, because you are simply happy and content with your business as it stands today, then be prepared to say no to an opportunity at least occasionally.
Whether you’re a Go Jane Go or an Accidental Jane, it’s important to know what you’ll do when you’re presented with an opportunity. Explore all the implications and possibilities – then decide whether you want to take this opportunity and deal with the outcomes.
About the Author
Michele DeKinder-Smith is the founder of Jane out of the Box, an online resource dedicated to the women entrepreneur community. Discover more incredibly useful information for running a small business by taking the FREE Jane Types Assessment at Jane out of the Box. Offering networking and marketing opportunities, key resources and mentorship from successful women in business, Jane Out of the Box is online at www.janeoutofthebox.com

Article Contributed by By Karen Armon
Are you a $100K+ executive who is thinking about leaving Corporate America and starting your own coaching or service business?
Making the decision to venture out, take the risk and become an entrepreneur is hard, whether it’s because you can’t find a job in this tough economy or you’re simply tired of working for someone else. And, believe me I know.
In 1992, I decided to start my own business after being laid-off twice in the same year. Now, the idea was not completely new to me. My father, grandfathers, and many uncles on both sides of my family were bit with the “own-your-own-business bug.” Although, I knew exactly what I was getting into and even though I come from a long line of entrepreneurs, I still faced the same questions and fears that you’re facing right now.
Below, I show you how I made my decision to start my executive coaching business 17 years ago. And this process still works today as I ask my clients the same seven questions when they tell me that they want to transition from executive to entrepreneur.
The Top 7 Questions I Asked Myself Before Transitioning From $100k+ Executive to an Entrepreneur
Question #1: What is your motivation for becoming an entrepreneur?
Your motivation to become an entrepreneur must be strong enough to carry you through the ups and downs. Wanting to work part time while taking care of your children, trying to work as a 1099 until a better opportunity comes along, or having nothing better to do are poor motivators for starting your own business.
Question #2: What is your background and experience at work?
If your experience is in a back-office function or you’ve never had the experience of working directly with customers, you need to think about how you will acquire these skill sets. This does not mean that you need to master the art of cold-calling, but you must know how to close a deal.
Question #3: What strategies and tactics will you use to find leads?
More than anything, you need to hit the ground running. You need to find potential customers fast so that you can make deals happen. My advice is to delay building your marketing materials – including your website, brochures, and tools – until you know where and how to reach potential customers.
Question 4: How will you address the three big challenges of Money, Product and Pricing that every new business faces?
Under capitalization is the biggest reason company’s become bankrupt within the first year. You need to know how to finance your start-up. Personal cash reserves, credit and loans from family and friends are the most common methods.
Building a product or service includes the time and money needed to develop these materials and you need clarity about what your target market wants and needs. Take the time to learn through your network before you spend large amounts of money on prototypes that may not sell.
Pricing is the hardest challenge of all. My advice is to slightly under price your product and/or service to enter the market and as you prove your worth and brand, you can raise your prices over time.
Question #5: What course of action will you take to make your business successful?
This question goes to the heart of your commitment and what you are willing (and not willing) to do to make you a successful entrepreneur. Going into any new venture requires you to evaluate your discipline and diligence as it relates to your desired level of success.
Question #6: What are you going to do to market yourself?
Marketing yourself is all about the process of gathering strangers into your network and bringing them to a state of interest. This requires strategic planning that enables potential customers to engage in you, experience your value proposition and build trust before turning them into a potential sale. Building a website or a social networking site is not enough.
Question #7: How long will you stay involved in your business before you receive a consistent revenue stream?
Given that most businesses take nine months to a year to build a healthy and consistent revenue stream, you must look at your finances and determine what you will do in the meantime. Key questions include: How will you supplement your income requirements? What can you do to drastically cut your break-even point? How will you make up the difference?
There is also a personal side to building a business. You must transition from an accidental entrepreneur to taking your business seriously in order to be successful. And your family must be willing to give you the time and the resources to get your business off the ground.
Becoming an entrepreneur is one of the most satisfying, challenging, exciting endeavors any executive can do. If you want to take charge of your career, build something that gives you long-term control and provider yourself with the ultimate in freedom and flexibility, then making the transition from $100K+ executive to entrepreneur is well worth the effort.
About the Author
$100K+ Executive-Level Career Coach Karen Armon prepares leaders around the world for their next move. Her popular book, Market Your Potential, Not Your Past is a hit among executives who want a clear-cut, systematic game plan that drives careers forward. Now get her new FREE eBook, “Ten Micro-Trends that Impact Executive Careers Today” at http://www.marketoneexecutive.com/ebook.asp and take a critical look at today’s marketplace.