How to Enjoy Your Business

1. Surround yourself with objects that make you smile when you look at them.

2. Turn your day around. Do first things last and last things first.

3. Lighten up! Don't take yourself or your business so seriously. Life's too short.

4. Take regular breaks. Have puzzles, games and coloring books nearby to play with.

5. Write down two things you are grateful for in your business for the next seven days.

6. Play music in the background that inspires you.

7. Take a day off in the middle of the week just to play.

8. Be your favorite business guru for a day. Take actions and make decisions the way you think they would.

9. Send uplifting notes to your clients and customers to let them know you are thinking of them.

10. Structure in some dream and think time. If you're too busy doing, then you're too busy earning a living to make any money.

How to Overcome Fear of Rejection

Often in our lives we must ask someone for something. Whether the object of our desire is money, a date, a favor, an appointment, a raise, help, etc., we sometimes become tense, overwrought and paralyzed by the possibility that our request will be denied. Here are some proven ways to get into action for the results you desire.

1. Imagine the best that could happen.

Imagination has power; use it to imagine the best, not the worst outcome. Imagine that your prospect says "Yes"!

2. Begin.

Schedule an appointment with yourself to initiate the first contact. Go ahead, put the date and time in your day planner. Keep that appointment. No appointment to call prospects means no appointments with prospects.

3. Let a stranger run your life. (NOT!)

Every minute you spend in fear is a minute controlled by someone you don't know or something that hasn't happened. You are the one to determine whether or not you will enjoy success.

4. Have a vision bigger than you are.

Fear of rejection will be reduced to cold ashes when it is ignited by your burning desire. What fabulous picture do you see for yourself when your vision becomes reality?

5. Get a buddy.

It is easier (and more fun) to whistle in the dark when someone is in it with you. Trade off making calls and give feedback. Get better at what you do that works. When two or more people confront the boogeyman, he doesn't stand a chance!

6. Remember, it's about numbers.

Keep track of your numbers. Know how many contacts it takes for you now to generate the number of appointments you need this week, to make the number of presentations you need this month, to get the number of YESSES you want this year.

7. Stay open to the outcome.

All you can do is your best. How people respond to that is beyond your control. However, when you focus on being your best, you will get more positive responses.

8. Be more interested in them than in yourself.

You have something of value to offer them whether they want it today or next year. By not contacting them, you deprive them of the opportunity to choose you to provide that value. Be generous; make that contact.

9. Use proven scripts and presentations.

Know what you are going to say. The more you know your presentation, the more relaxed, confident, and flexible you will be in making it. You will be free to really listen, and listening is the cornerstone of exceptional relationships. Exceptional relationships yield exceptional results.

10. Let your sphere of influence help make you successful.

The folks who know and trust you will be glad to talk with you, and they will give you referrals if they know the kind of referrals you want. Take the time to educate them about what you want for referrals, about how you will treat that referral, and about how you will thank them for making the referral. Make it easy and comfortable for them to help you be successful (How to Start Japan Surplus Business; Japan Surplus Business Ideas).

Predict Your Future. Do not use a crystal ball to create forecasts of your small business. By carefully assessing the historical
trends of your business, as shown in your records for the previous five decades, you can predict for the year ahead. Your listing
of earnings, your expertise with the markets in which you market, and your general knowledge of the economy ought to allow you to
predict a sales figure for the next year.

When you have a Sales prediction figure, make a budget showing your prices as a percentage of that figure. Within the following
year, you can compare actual P&L amounts for your budgeted figures. Thus, your financial plan is an important tool for determining
the health of your business.

Make Timely Decisions. Without actions, predictions and conclusions about the future are not worth the paper they're written on. A
decision that does not result in action is a poor one. The pace of business demands timely in addition to informed decision
making. In case the owner-manager would be to remain ahead of competition, you must move to control your own destiny.

Powerful Decision making in the small business requires a number of things. The owner-manager should possess as much accurate
information as you can. With these facts, you should establish the effects of all possible courses of actions and the time
demands. When you've made the judgment, you've set up your company so the choices you make can be transmitted into action.

Control Your Business. To work, the owner-manager needs to have the ability to motivate key individuals to acquire the results
planned for within the cost and time limits allowed. In working to achieve outcomes, the small business owner-manager has an
advantage over large business. You can be fast and flexible while many big businesses need to await committee actions before a
decision is made. You do not need to get permission to act. And equally important, bottlenecks to implementing new practices can
receive your own personal attention.

One of the Secrets is in deciding what items to control. Even in a small business, the owner-manager shouldn't attempt and be all
things to everybody. You ought to keep close control on individuals, products, money, and some other tools that you consider
important to maintaining your operation pointed toward profit.

Handle Your People. Most businesses realize that their biggest expense is labor. Yet due to the close contact with workers, some
owner-manager of small businesses don't pay sufficient attention to direct and indirect labour costs. They tend to consider these
prices concerning people as opposed to relate them to profit with respect to dollars and pennies.

Listed below Are Some Suggestions concerning personnel management:

Periodically Review each position in your business. Have a glimpse at the job. Is work being replicated? Is it organized so that
it encourages the employee to become involved? Can the tasks be given to another employee or employees and a position removed? Can
a part-time person fill the occupation.

Play A little personal mental game. Imagine that you must get rid of one worker, If you needed to let 1 person go, who'd it be?
How would you realign the tasks to make out? You could find a real solution to the fanciful difficulty is possible to your
financial benefit.

Usage Compensation for a tool rather than seeing it as a essential evil. Reward Superior work. Look into the possibility of using
raises and bonuses as incentives for higher productivity. For instance, can you envision bonuses like morale boosters during
seasonal slacks or other dull periods?

Recall That there are new ways of controlling absenteeism through incentive reimbursement plans. By way of instance, the
owner-manager of one small company eliminated holidays and sick leave. Instead, this owner-manager gave each worker thirty days
annual leave to use as the worker saw fit. In the conclusion of the year, the employees were paid at regular rates for the leave
they didn't use. To make up for the year-end pay, the worker had to prove that sick leave was shot solely for this purpose.
Non-sick leave had to be applied for in advance. As a result, unscheduled absences and overtime pay were reduced significantly.
Additionally, employees were happier and more productive than they had been under the older system.

Control Your Inventory. Do not tie up all your cash in stock. Utilize a perpetual inventory system for a cost control as opposed
to a system just for tax purposes. Establish use patterns or buy patterns on the materials or items you have to stock to maintain
the minimum number required to supply your customers to preserve production. Excessive stock, whether it is finished merchandise
or raw materials, ties up funds that may be used to better advantage, for instance, to open a new sales territory or to purchase
new machines.

Centralize your Buys and avoid duplications. Be a comparative shopper. Verify orders . Get the purchase price and amount straight
right away.

Check what you Get for quality and condition. Check bills from suppliers against quotations. You don't want to be the victim of
the error.

You should, However, keep one fact in mind when you install your stock control system. Do not spend more on the management system
than it will return in savings.

Control Your Products. From control of stock to control of products is but a step. Make sure your sales people recognize the
importance of selling the products that are the most profitable. Align your service policies along with your own markup in mind.
Arrange your products so that low markup items need the cheapest handling.

Control Your Money. It is good policy to handle cash and checks as though they were perishable commodities. They are. Cash in your
safe earns no recurrence; also it Can be stolen. Bank promptly.

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