business | The Caleb Barney Collection

Dealing with rejection

Treat everyone nicely, even when they reject you. You never know when your gracious response may help you in the future.

If you act poorly or inappropriately, people will remember that. It may feel good to “tell them off” in the moment, but it builds ill will towards your future self.

On the other end of the spectrum, if you act kindly and with grace, they may think to help you in the future. They might be rejecting your idea right now because they don’t agree with it, but that doesn’t mean they don’t like you. Don’t take rejection personally. Instead, thank them for their time and try to get feedback from them as to why they said no. Now, you can use that feedback to improve your idea (or the communication of your idea) in the present, or gain a better understanding on how to present to that person in the future (what do they value?).

Hiring rules

When you’re hiring, look to hire someone who is teachable, has a good work ethic, is trustworthy, and has a good attitude. They need all four of those qualities.

If they have a poor work ethic, the work won’t get done.

If they aren’t smart enough to actually learn (or they aren’t willing to listen/be teachable), the quality of the work will suffer.

If they aren’t trustworthy, you will never be able to fully concentrate on what you need to do, because you’ll constantly be wondering if that person is doing what they’re supposed to do.

And if they have a bad attitude, it will make your workday worse, it will give your company a bad reputation with customers, and it will slowly erode your company culture.

This is why your employees need all four of these characteristics. Don’t necessarily look to hire for someone who already has the specific skill sets you need. As long as you have the time to train them and they possess the four qualities listed above, they will do well and your team will grow.

Speak softly and carry a big stick.

When you’re negotiating, try to work cooperatively with the other side which will often lead to the best “win-win” outcomes. The opposite can be said when trying to negotiate competitively with the other side, where there is usually a winner and a loser. Sure, you may win that time, but who will want to keep working with you if they keep walking away with a sour taste in their mouth?

Having the “power” or perceived ability to get things done if things don’t work out exactly as planned will also help with the negotiation. What this means will change in different situations…sometimes it will mean that you can get what you want done by force or persuasion, other times it will mean that you will work to get the best possible outcome for both parties. Either way, you should be able to follow through with any promises you make and people should feel confident that you’ll do what you say.

Lastly, don’t constantly “blab” or else people will tune you out (almost like Charlie Brown’s teacher). Your words carry less weight the more you talk and your reputation will get dinged every time you don’t follow through with your words.

Building a business

when you are building a team, try to go from “I do it” to “we do it” to “they do it.” This is when you are a true business owner. Before that, you are merely self-employed.

“I Do It.” – At first, you probably will have to do everything. You’re the CEO, COO, CFO, Sales Manager, Salesman, Director of IT, and janitor.

“We Do It.” – Eventually, you’ll hire people to help you, delegating some responsibilities, but you will still be working in the business as well.

“They Do It.” – Finally, you need to get to the point where you can remove yourself from the business and it will still run.

If you have to be present for the business to run, you own a job. You don’t own a business yet.

Random thoughts on leading, managing, business, and goals

One difference between great leaders and great managers is the ability to innovate. Being creative, progressive, and moving forward with new ideas is important for visionary leaders. But keeping the boat from rocking too much and making sure to implement the visionary’s ideas intelligently are key to great management. You need both to be successful…ideas are great, but if they are scattered all over the place and not aligned with the stated future overarching goal(s), and if they are changed before really being given time to succeed, the business will flounder.

Start out with a couple of great goals. Know why you want to achieve those things. Then figure out what milestones you need to hit along the way and what processes you need to develop/follow to make those milestones happen. After you achieve them (or when you’re 90%+ done), start thinking of adding new goals, techniques, and strategies that are natural extensions of your current goals. Don’t do a 180 degree turn and pivot to something completely unrelated where you have limited-to-no experience.