Mastering the Art of Success
shared by my colleagues in my groups and with my coach was absolute
leverage.
Then the fourth is sales management, which goes back to the
newspaper boy example—grow your sales force in quantity and quality
and they, in turn, will grow your sales.
WRIGHT
We all know there are many uncontrollables in the entrepreneurial
jo urney; any advice in dealing with thos e?
DALY
The first thing that I recommend is this: you will be a lot less
stressed if you focus on that of which you have control rather than be
all wigged out about those things that you don’t control. Focus
precedes success and the entrepreneur who spends time all worked up
about things that are outside of their control is a lot of diffused energy
and not with any return. I think ther e are two big principles that are in
play in dealing successfully as an entrepreneur with uncontrollables.
First is keeping your head about yourself. Fifty percent or more of
success is a head c ase. Fifty percent is getting up in the morning and
saying “Despite any of the uncontrollables, I am going to accomplish X,
Y, and Z.”
I say that there are five key components to keeping our wits about
us.^
One is self-discipline—doing what we say we’re going to do when we
say we’re going to do it, whether we want to or not.
Second is responsibility, and recognizing that we are responsible f or
the outcomes we experience.
The third is the l aw of attraction. I’ve never met anyone who has
been a success in any dimension of life who doesn’t b elieve in the l aw of
at traction, which simply states if you really believe you can be, have, or
do something, you will create the circumstances and find the people to
allow you to be, have, or do.
The fourth is the law of expectations, which states that our life is a
direct result of our expectations. I suggest to entrepreneurs that they
re gularly raise the bar.