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Only 20% of executives say their organizations do a good job of supporting strategic priorities.8 in 10 executives say their companies fail to exit declining businesses or to kill unsuccessful initiatives quickly enough.

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In his book, Robert Kiyosaki walks readers through these practical lessons.

Robert’s most profound revelation comes in his statement, I think this is one that non-military entrepreneurs may find surprising.

In the world of business, especially sales, you always hear about the “ABCs”, or “Always Be Closing.” In the military, it’s “Always Be Caring.” The order of caring is defined as This will be the DNA you stamp on your enterprise, and a non-negotiable cornerstone required for success.

Along with Rui, my other childhood friends, then US Marines, would often tell me stories of how service in the military was shaping the people they would become.

While many years have passed since that period, reading Robert Kiyosaki‘s book 8 Lessons in Military Leadership for Entrepreneurs gave me a unique insight as to what they had been talking about.

In the first 2 chapters of 8 Lessons in Military Leadership for Entrepreneurs, Robert Kiyosaki addresses the “why” you might choose to be an entrepreneur, as well as the value entrepreneurs bring to our economy, etc.

“The very first step any aspiring entrepreneur should take is making the choice between Freedom and Security—or, said another way, between being an entrepreneur and being an employee.

It’s up to every individual to make that choice for themselves based on what excites them, where their interests lie and what resources they have available to them.” Anyone reading this post, and familiar with this blog, will understand where these lessons incorporate a viable Business Operating System, and or Strategic Execution Framework.

But it’s the context behind these lessons, and what’s unique to a military training environment, that accelerates & further guarantees a successful / scalable entrepreneurial venture.

668 Comments

  1. Only 20% of executives say their organizations do a good job of supporting strategic priorities.

  2. 8 in 10 executives say their companies fail to exit declining businesses or to kill unsuccessful initiatives quickly enough.

  3. Find here my practical examples of successfully executing strategy & getting the right things done. Not because I was in the military, I wasn’t, but because my best friends from early childhood were, and one of them didn’t come home. Relvas, my friend since 1st grade, was in one of those buildings.

  4. As a result of working with me, companies have experienced the following within 6-12 months: ✪ 3x revenue growth ✪ +10 - 30% profitability ✪ +30 - 50% productivity ✪ +40 - 70% employee engagement ✪ +30 - 50% customer success Start off with a 1/2 Day Strategic Summit, including a Business Model Canvas, and see your business in a whole new light. On October 23, 1983, in Beirut, Lebanon, two truck bombs struck separate buildings housing United States and French military forces killing 299 American and French servicemen. To this day, I often think of him, and visualize what further impact he would have on this world had he had the opportunity to execute upon his dreams.

  5. In his book, Robert Kiyosaki walks readers through these practical lessons.

  6. Robert’s most profound revelation comes in his statement, I think this is one that non-military entrepreneurs may find surprising.

  7. In the world of business, especially sales, you always hear about the “ABCs”, or “Always Be Closing.” In the military, it’s “Always Be Caring.” The order of caring is defined as This will be the DNA you stamp on your enterprise, and a non-negotiable cornerstone required for success.

  8. Along with Rui, my other childhood friends, then US Marines, would often tell me stories of how service in the military was shaping the people they would become.

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