(Blogging) “Lifestyle Business”

“Today you can use the Internet to design your lifestyle and career around the interests, hobbies and businesses that most interest you.”

Today, many people find that the standard job’s commute time, work environment and constant threat of layoffs provoke worry. Moreover, they’re not making enough money to do the things they enjoy away from work. Creating and building an online business offers on-the-job satisfaction and the freedom to pursue your hobbies and interests.

The Internet challenges traditional methods of conducting business. New technologies have changed the way people publish information, promote their firms and distribute products and services. Companies now can easily automate or outsource commercial functions that once required a staff of employees – including tasks such as order taking, inventory control, billing and correspondence.

“Your life is a limited time offer that only you can redeem.”

Geographic restrictions or budget constraints no longer limit the potential of small enterprises. While any business can fail, online you can readjust and begin again. As blogger Chris Guillebeau says, “If Plan A fails, you have 25 more letters.” Successful entrepreneurs with the foresight and ambition to start an online business can reap lifestyle benefits that include financial security, self-sufficiency and job satisfaction.

“The only person who cares about your personal fulfillment and financial independence is you.”

“Click Millionaires” use “websites, e-commerce, digital publishing and social media to build businesses that offer their ideas and products to the world on their own schedules and terms.” As a click millionaire, you can make money doing work you enjoy.

“Today you can use the Internet to design your lifestyle and career around the interests, hobbies and businesses that most interest you.”

Recommended Social Media Marketing Guides

If you’re interested in starting to make money online or even starting a blog. Please read How to start a Blog.

“Start testing immediately. A little bit of something is better than a whole lot of nothing.”

(Blogging) Starting a business

“Financial freedom has a lot to do with cultivating a deeper perspective of life, a shift in priorities and a greater significance in your purpose than you may have ever thought about.”

Starting a Business

To begin your business, craft a one- or two-sentence mission statement – a clear concise description of your purpose. This helps you define the focus of your business and stay on target. For example, the mission statement for MoneySavingMom is, “We serve as a one-stop shop to help busy women save money and live their lives with intention.”

“There are always many more things we can learn, many more ways we can improve, many more ways we can expand our thinking, many more ways we can grow.”

Outline an action plan that includes your funding proposal, growth projections and income estimates. Consider how to shape and build your business by envisaging how many hours you want to work, how much income you’d like to generate and how big you want your enterprise to become. Itemize the tasks required to reach your overall goals. For most businesses, these include creating a website, developing a social media presence, purchasing materials and supplies, refining your product or service, and advertising your offering.

To prioritize your to-do list, ask, “What is the most important thing right now?” and the follow-up question, “What is next?” Set a reasonable pace, focus on one activity at a time and complete one project before tackling the next.

“Financial freedom has a lot to do with cultivating a deeper perspective of life, a shift in priorities and a greater significance in your purpose than you may have ever thought about.”

If you’re interested in starting to make money online or even starting a blog. Please read How to start a Blog.

“Start testing immediately. A little bit of something is better than a whole lot of nothing.”

Process Improvement

Key take-away

  • Plan a business process improvement
  • Analyze a business process
  • Redesign a business process
  • Implement a redesigned process
  • Continually measure, monitor and adjust the process (PDCA)

Understand Business Process Improvement

In order to achieve lasting improvements, adopt a business process mindset.

Plan a Business Process Improvement

Once you’ve recognize the need for business process improvement, define your project goals, create a schedule and assemble your team.

Analyze The Process

After you define your process improvement project and team, move to the next phase. Analyze the process and research for the best practices available.

Redesign the Process

In order to redesign a process, envision the ideal first.

Brainstorm options as a team, then test the best with stakeholders.

Implement the Process

When you are ready to put the improved process into action, acquire resources, address obstacles, and finally, roll it out.

Continually Improve the Process

Ensure that the redesigned process continues to deliver the results you want by continually monitoring and optimizing its performance.

The Assumption of the Legitimacy of the Limited Liability Model

Rather than trying to fix the limited liability model, pragmatism suggests a public-sector nudge that is, the use of changes in the tax laws and new regulations to encourage a diversity of business models.

It was until the 1980s that limited liability in business ownership was rare. A firm’s owners shared profits and liability for losses. But in the 1800s, new laws in England led to legal creation of shareholders. Their investment in shares is the limit of their risk. The Limited Liability Act of 1855 granted the limited liability designation to any English firm with more than 25 shareholders.

Limited liability for shareholders has added momentum to the enterprise boom since the mid-1800s. It has also produced a moral problem, because limited liability shares reduce investor’s downside risk. Shareholders become more concerned with company profits than with losses, because their individual losses can’t exceed their investment in shares. This contradicts the idea that shareholders assume all the risks in a company.

This misconception helps sustain the notion of the supremacy of the shareholders.

Rather than trying to fix the limited liability model, pragmatism suggests a public-sector nudge that is, the use of changes in the tax laws and new regulations to encourage a diversity of business models.

The United Kingdom has seen new models of business ownership emerge amid widespread limited liability corporate ownership. These new forms include the ‘community interest company’, whose structure encourages re-investment of profits.

The Motivation Spectrum

If people are already motivated, the question now is, how motivated are they? The answer lies in the 6 “motivational outlooks” on the spectrum of motivation.

These outlook do not form a continuum. At one moment, we might operate in one particular motivational outlook and later, we may operate with an entirely diferent one.

To illustrate how motivaional outlook work, consier them in light of a routine meeting where 6 different employees are each operating individually based on a different mode of motivation:

  1. Disinterest – This one hated the meeting and considered it as as waste of time.
  2. External – This one leverage the meeting to show off his power and status within the organization.
  3. Imposed – This one is forced by his or her superiors to attend the meeting. Their superiors might be angry if they missed the meeting.
  4. Aligned – This one loved attending meeting, and felt they might gain valueable knowledge from that meeting.
  5. Integrated – this one enjoyed the meeting because her life has a noble purpose, and the meeting focused on that purpose.
  6. Inherent – This one is gregarious, loves being around people and attends all meetings.

“Setting measurable goals and outcomes is important. Having a defined finish line in front of you can be positively compelling.”

The first 3 motivational outlook are in the suboptimal motivation category and they represent the low-quality motivation or motivational junk food.

People operating based on suboptimal motivational modes often say things like,

“I have to”

“I must”

“I should”

“I’m requied to”

“It’s necessary”

“Because it’s my duty.”

“Everyday, your employees’ appraisal of their workplace leaves them with or without a positive sense of well-being. Their well-being determines their intentions, and intentions are the greatest predictors of behavior.”

The remaining 3 motivational outlook are the optimal ones. They show the kind of motivation which we want, for ourselves, our employees and the people we care about.

They are motivational “health food”.

Outlook based on alignment, integration and inherent motivation generate high-quality energy, vitality and positive well-being which leads to a sustainable results. People with optimal motivation outlook often say,

“I get to”

“I have decided to”

“I am lucky to”

“I elect to”

“External Motivators”

Organization at times would turn to external motivators to influence their employees. These motivators include money, incentives or a bigger office or even bigger title which are tangable, or approval, status, shame or fear, which are intangible. These forces work directly against the important psychological requirements employees have for autonomy, relatedness and competence.

External motivators actually undermine motivation.

“The quality of our beliefs determines the quality of our leadership values. Our leadership values ultimately determine how we lead and the quality of the workplace we create.”

External motivators can take control over our employees, driving and compelling them to act in a certain way, thus robbing them of autonomy. And eventually, the employees will come to resent the loss of control.

A self-defeating inherent message accompanies any external motivator:

“If you do as I say, then you will be rewarded”

This ham-handed message can gain only temporary, “conditional support” from the employees.

“Not all beliefs are values, but all values are beliefs”

Optimal Motivation

For most organizations, motivation is what their employees can do for them. But this reverses crucial priorities.

The magic of motivation kick into overdrive when managers address what the can do for their employees.

Answering that question fulfills one o the basic rules of motivation:

“When we focus on what we want for people, we are more likely to get the results we want from people.”

So, instead of trying to drive or control employees with carrots and sticks, or pigeon pellets, help promote thriving employees by meeting their crucial autonomy, relatedness an competence psychological needs, which are their “basic desire to thrive.”

Organizations need to move beyond a strict focus on corporate priorities which usually centered around “results, performance and productivity.”

“Great leadership takes great practice. When it comes to motivation, leadership practice includes being a role model.”

And when companies focuses on autonomy, relatedness and competence, they and their people will stand to benefit. Organizations that focus on ARC develop sel-governing workforce who believe in accountability. Such companies promote strong personal relationships, which motivate examplary “citizenship behaviors” among employees. This emphasis on competence and professional development helps create and sustain learning organizations.

Therefore, organization should help their employees to understand why they are motivated. Adopting a motivational strateg based on ARC values which ensures that our employees have an optimal motivational outlook. And when leaders model this attitude, it can become a defining characteristic of our organization, a win-win-win for employees, manager and the company.

And hence, a much holistic working culture.

The ‘Motivation Dilemma”

Managers face a motivation dilemma. Their organizations insiste that they to motivate their subordinate to work hard to meet the corporate goals. Unfortunately, since no one can motivate another person which is an impossible task to do.

That’s the dilemma.

Executives and managers who want to understand motivation should and must understand the “appraisal process”.

Employees appraise things according to what important to them and their priorities might differ from that of their managers and corporate leaders.

So, the factors which motivate employees may not align with what we want them to be motivated toward accomplishing. The goals that drive their motivation may not be akin to the objectives which we want to encourage.

“It is a mistake to think that people are not motivated. They are simply longing for the needs they cannot name.”

For example,

In 2002, the Boston Red Sox wanted to lure Oakland A’s general manager Billy Beane to come work for them. And they offered him then what would have been the largest GM salary in baseball. They were shocked when he turned it down. But Beane appraised the offer against what mattered to him – “his family and the love of baseball.”

“The real story of motivating is that people are learners who long to grow, enjoy their work, be productive, make positive contributions and build lasting relationships.”

And in case of Beane, he never cared about money, so the Red Sox’s huge salary offer meant little to him. They couldn’t motivate him because he was already motivated, but in different way than the Red Sox wanted.

This is always the proble when we try to motivate people. They already are motivated but sometimes in ways we may not like.

However, we want our employees’ individual motivations to align with our organization’s goal. But now we understand that trying to leverage “motivational forces” to compel people to do as we want won’t work.

So, how can we align their goals and the company’s goals?

“It is time to stop beating our people with carrots-and-sticks and embrace different, more effective leadership strategies.”

First, understand that our employees are learners, they want to do well, they want to make solid contributions and they want their organization’s executives to think well of them. They also want to have “autonomy, relatedness and competence ” or ARC, which is the essential psychological needs.

“Rewards may help people initiate new and healthy behaviors, but they fail miserably in helping people maintain their progress or sustain results.”

Instead of offering contests or prizes, encourage your employees by enabling them to gain autonomy. That’s the secret to motivation.

Offer independence and relate to them as human beings. Help them to grow professionally and personally. Don’t worry about what they can do for you, but rather worry about what you can do for them.

In that environment, your employees will become more motivated to perform better.

When you offer autonomy, related to them and encourage their competence, and they will respond.

That’s simple human nature.