When Great Men Lie

Ray Kroc, McDonald's Mastermind

When entrepreneurs reach the pinnacle of success, they are often asked to explain how they got there. When they do, they usually lie. They attribute their success to luck and the people around them. They pretend they were simply along for the ride.

They lie in order to appear humble. But there is no virtue in modesty when it is misleading. The truth is that, with rare exceptions, entrepreneurs do not believe in luck. Luck, they know, is what gamblers count on. And entrepreneurs do not gamble. Instead, they take calculated risks. They are always looking for the best risk/reward equation. If they had their druthers, they would take no risk at all. But they know that their job is to create newness and newness brings with it some risk. Most of their thinking is devoted to reducing risk, not gearing themselves up to take more of it.

Some quotable mendacities:

  • “I attribute my success to two things. I am not afraid of taking risks – big risks. I prefer to take big risks because that’s the only way to score big returns.” (David Paschal, president of Paschal Petroleum Inc.)
  • “Every time we’ve moved ahead in IBM, it was because someone was willing to take a chance.” (Thomas Watson, CEO of IBM)
  • “Risk is the force of entrepreneurship – because where there’s risk there’s also a reward.” (Karl D. Bays, chairman of Baxter Travenol Laboratories.)
  • “Entrepreneurs are risk takers, willing to roll the dice with their money or reputation on the line in support of an idea or enterprise.” (Victor Kiam, president and CEO of Remington Products)
  • “If you’re not a risk taker, you should get the hell out of business.” (Ray Kroc, McDonald’s mastermind)

The other way entrepreneurs lie is to pretend that they were motivated by noble thoughts and never compromised their ethics.

Dealing with Disappointments

The $3,500 commission check you were expecting won’t be coming. The customer canceled the order.

The $15,000 salary increase your boss promised when he hired you will be only $5,000. “Times are tough,” you are told.

And the plumber’s promise that he’d have your toilet fixed by day’s end was just a pipe dream. You need a whole new septic system.

There is nothing like a bad surprise to ruin a day. Or three or four of them to ruin a month or a year.

I once knew a very successful entrepreneur who had to face, in a single, six-month period, the theft of his best three clients by a top-salesman-turned-traitor, the death of his father, and the embarrassment of learning his wife was having an affair with his next-door neighbor.

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Nobody Owes You Anything: From Gardener to Entrepreneur

The average Nicaraguan is born in a shack with a dirt floor. He earns less than $15 a week.

Enrique, my gardener in Nicaragua, does much better than that. But he is still, by U.S. standards, poor. Since I am in daily contact with Enrique when I’m there, I often think about how I can help him earn more money. He wants more material goods — and who can blame him, when he sees how “well” we gringos live (in person and on television)?

Several years ago, I was tempted to give him the few thousand dollars it would have taken to make his house one of the nicest in the hamlet where he lives. But I knew from experience that it would do him no good. It would go as quickly as it came. Given money always does.

Worse, it would reinforce the very bad idea that money comes from me to him, instead of from his own labor and ingenuity.

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Entrepreneurs and Ideologues

Entrepreneurs are interested in future trends for pragmatic reasons. They want to profit from them. The entrepreneur may plan his business around a trend that he expects to develop but he does so tentatively, for he cares more about the health of his business than the accuracy of his prediction.

If, as his business is progressing, he encounters some evidence that suggests the prediction upon which his plan is based is wrong, his immediate reaction is fear – fear for the health of his business. He does not feel personally challenged. He does not feel compelled to refute that evidence.

In other words, the wise entrepreneur analyzes and sometimes acts on future trends but he never weds himself to them.

Ideologues, on the other hand, do just the opposite.

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The Power of Trust

My friend “Roy” is a talented businessman and — in most respects — a natural-born entrepreneur. He’s made several fortunes in his life, but he’s lost them too. As I write this, he is starting over again — for the fourth time. “My life has been a roller coaster,” he said to me over a beer the other night. “And I don’t know why.”

I know why. When it comes to building wealth, Roy is missing one key characteristic. That characteristic?

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Boost Your Productivity by Cloning Yourself

In some way or at some time every business is limited by the limitations of the man who started it.

For many businesses the problem is that the entrepreneur feels that he has to micromanage everything, even when he knows the business has grown too big for him to do it. By making it necessary for all decisions to continue to go through him, he creates a constant bottleneck.

Other businesses are stalled because they are built around the talent or skill of the top man. These businesses stop growing when the boss can’t do any more than he is already doing.

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