"Do you know what amazes me more than anything else? The impotence of force to organize anything." ~Napoleon Bonaparte
Infrastructure — the people, things and money that support a business — is a vital consideration for every entrepreneur. Determining what is adequate for your business requires careful planning and a balance between the infrastructure needed to support growth and available funds.
Adding infrastructure is a significant investment. Many entrepreneurs are tempted to "make do" with what they have instead of putting up the cash to support their growth. However, it is absolutely necessary to have the infrastructure or support system in place before attempting to grow.
Nothing makes me angrier than calling a customer service representative and being put on hold for 30 minutes because "call waiting times are longer than ordinary due to unanticipated call volume." When I hear this same message week after week (I have many technology challenges), I know the firm has not made the requisite investment in infrastructure.
Too often I see firms trying to grow before they have hired the staff they will need to handle the increased business. Sales can only grow as fast as the infrastructure allows, and trying to grow without the necessary support always yields traumatic results.
We assisted an entrepreneur whose business was helping disabled workers find employment. He had hired more than 600 of these individuals as independent contractors, but he only had three full-time employees. He had more than 2,700 e-mails in his in-box that he had been unable to answer for weeks. The firm was also suffering from other significant problems, each arising from that lack of infrastructure.
When I asked this entrepreneur why he had not answered the e-mails, he said, "I just do not have the time, and if there is an issue, they can always call me." I asked why he did not have more people to help him through this morass, and he responded that he did not have the money since he had to invest any idle cash into growing his business.
I tried to get him to slow the growth until he could bring his infrastructure up to speed, but he continues to plow ahead. If he continues on this course, his stress will become overwhelming and the quality of service will decline beyond repair.
When considering adding infrastructure, first decide what level of sales is attainable and then determine the resources necessary to support it. The best way to do this is to forecast your sales, then estimate how much infrastructure in dollars you need for this growth. Ask yourself whether you have the funds necessary to support this sales level. If you do not, you will need to slow the growth rate until you have the funds needed.
Now go out and make sure that you have adequate infrastructure in place to support your current and future growth.
You can do this!
Sunday, February 27, 2011
Sunday, February 20, 2011
Understanding Your Business Financials
“Patience and perseverance have a magical effect before which difficulties disappear and obstacles vanish.” ~John Quincy Adams
Running a business requires many skills, such as marketing, management and purchasing, to name a few. All of these are important, but in my opinion, the most critical of all is finance.
Finance is the information machine that allows you to see much about your business very quickly. Truthfully, entrepreneurs who do not delve very deeply into their finances really inhibit their business’ growth and risk its financial health as well.
I can get a quick handle on an entrepreneur’s knowledge when I ask them what their total assets and total liabilities are. It never ceases to shock me how many do not know these two numbers, which are so critical.
So why is finance so important? Just about every decision you make has a financial consequence. If you are buying a product, you have to consider your cash flow both in terms of how you will pay for the item and what price you can charge for it. Additionally, if you need to obtain financing, you will have to understand how the interest rate will affect the income statement and how the principal repayment will impact both the balance sheet and cash flow.
Your finances also help you determine how much the services you provide are costing you. If you are providing a service, you must know whether you are making money on each job (job costing). If you are not, then you need to either increase prices or reduce costs. Even if you’re indeed making money on each job, you will need to continue monitoring future jobs to ensure necessary adjustments are made down the road.
Many entrepreneurs say they do not need to understand finance or financial statements because they have an accountant. Unfortunately, most accountants are not going to take the time to guide you through day-to-day or month-to-month financial decisions. There is no escaping it — you must know and understand your financial statements.
I think many entrepreneurs are intimidated by the numbers the same way they would be by a foreign language because it really is like a foreign language to them. However, there is help available.
When I typed “understanding finance” into Google, I got more than seven million hits. Obviously, there is a ton of information out there. Still, if it were that easy to go on the web and glean the information you need, everyone would be experts. Understanding financial statements really requires more than that.
Entrepreneurs can attend a seminar or have someone review their statements with them more than once and explain how each item relates to their business. When I give these seminars, entrepreneurs always come up to me afterward and say they never knew financial statements contained that much information.
Now go out and make a commitment to learning your financial statements. It is vital that you understand both their meaning and their impact on your business.
You can do this!
Running a business requires many skills, such as marketing, management and purchasing, to name a few. All of these are important, but in my opinion, the most critical of all is finance.
Finance is the information machine that allows you to see much about your business very quickly. Truthfully, entrepreneurs who do not delve very deeply into their finances really inhibit their business’ growth and risk its financial health as well.
I can get a quick handle on an entrepreneur’s knowledge when I ask them what their total assets and total liabilities are. It never ceases to shock me how many do not know these two numbers, which are so critical.
So why is finance so important? Just about every decision you make has a financial consequence. If you are buying a product, you have to consider your cash flow both in terms of how you will pay for the item and what price you can charge for it. Additionally, if you need to obtain financing, you will have to understand how the interest rate will affect the income statement and how the principal repayment will impact both the balance sheet and cash flow.
Your finances also help you determine how much the services you provide are costing you. If you are providing a service, you must know whether you are making money on each job (job costing). If you are not, then you need to either increase prices or reduce costs. Even if you’re indeed making money on each job, you will need to continue monitoring future jobs to ensure necessary adjustments are made down the road.
Many entrepreneurs say they do not need to understand finance or financial statements because they have an accountant. Unfortunately, most accountants are not going to take the time to guide you through day-to-day or month-to-month financial decisions. There is no escaping it — you must know and understand your financial statements.
I think many entrepreneurs are intimidated by the numbers the same way they would be by a foreign language because it really is like a foreign language to them. However, there is help available.
When I typed “understanding finance” into Google, I got more than seven million hits. Obviously, there is a ton of information out there. Still, if it were that easy to go on the web and glean the information you need, everyone would be experts. Understanding financial statements really requires more than that.
Entrepreneurs can attend a seminar or have someone review their statements with them more than once and explain how each item relates to their business. When I give these seminars, entrepreneurs always come up to me afterward and say they never knew financial statements contained that much information.
Now go out and make a commitment to learning your financial statements. It is vital that you understand both their meaning and their impact on your business.
You can do this!
Sunday, February 13, 2011
Problems Arise When Employees are Friends
“You can close more business in two months by becoming interested in other people than you can in two years by trying to get people interested in you”. ~Dale Carnegie
You work so closely with your staff and it is very easy for them to become your very close friends. However, this can cost you much, even your marriage.
We are helping a couple that runs a motorcycle shop in northeastern Florida. They have been in business for over 10 years. Four years ago they hired an employee named Sandy to be in charge of the accessory department. She was great at selling these products and after awhile took over the purchasing of all the merchandise for this department.
For the last three years this department of the company was doing great and sales climbed steadily under the wife's leadership. Then for a variety of reasons, the husband took over her department last year.
The wife and Sandy played a lot together and socialized as well. They had become great friends. As long as the wife was in charge, the husband did not say anything about Sandy. However, now he is in charge. Because the business is now losing money, he had to tighten up the operation to make it profitable again.
The past two years, Sandy was responsible for buying the merchandise and the wife trusted her to make great decisions. She would frequently go out and spend money for new goods for the store on the store's credit card without any authorization. However, this had to stop. Sandy was spending money on inventory without any concern of whether there was adequate cash to cover the bills. In all fairness, this behavior was tolerated and rewarded as long as the wife was running things and the business was making money.
The husband, who's the new CEO replacing his wife, gave Sandy numerous suggestions, which went unheeded. His direct orders are ignored because Sandy's friendship with his wife is so strong.
When I asked the wife why she keeps Sandy working, she said Sandy is "loyal and faithful" to the business. She really believes that Sandy does not have any bad intentions, but her bad habits are affecting the business. Still, the wife is unwilling to let her go.
The problem between this husband and wife started small and now has escalated to become a threat to the business and their marriage. They frequently stop talking to one another and take time away from the business just to get away from the arguing about Sandy.
When they asked me what to do, I said they needed to let her go because it was affecting so much their business and marriage. I explained that their marriage was teetering on the edge of a breakup, and they agreed. Sandy was driving a wedge into their business and marriage, and loyalty just was not worth it. While it was tough getting the wife to see the problem, once she understood all of the ramifications it was easier to agree to a dismissal.
Now go out and make sure that you prevent your staff from becoming your good friends.
You can do this!
You work so closely with your staff and it is very easy for them to become your very close friends. However, this can cost you much, even your marriage.
We are helping a couple that runs a motorcycle shop in northeastern Florida. They have been in business for over 10 years. Four years ago they hired an employee named Sandy to be in charge of the accessory department. She was great at selling these products and after awhile took over the purchasing of all the merchandise for this department.
For the last three years this department of the company was doing great and sales climbed steadily under the wife's leadership. Then for a variety of reasons, the husband took over her department last year.
The wife and Sandy played a lot together and socialized as well. They had become great friends. As long as the wife was in charge, the husband did not say anything about Sandy. However, now he is in charge. Because the business is now losing money, he had to tighten up the operation to make it profitable again.
The past two years, Sandy was responsible for buying the merchandise and the wife trusted her to make great decisions. She would frequently go out and spend money for new goods for the store on the store's credit card without any authorization. However, this had to stop. Sandy was spending money on inventory without any concern of whether there was adequate cash to cover the bills. In all fairness, this behavior was tolerated and rewarded as long as the wife was running things and the business was making money.
The husband, who's the new CEO replacing his wife, gave Sandy numerous suggestions, which went unheeded. His direct orders are ignored because Sandy's friendship with his wife is so strong.
When I asked the wife why she keeps Sandy working, she said Sandy is "loyal and faithful" to the business. She really believes that Sandy does not have any bad intentions, but her bad habits are affecting the business. Still, the wife is unwilling to let her go.
The problem between this husband and wife started small and now has escalated to become a threat to the business and their marriage. They frequently stop talking to one another and take time away from the business just to get away from the arguing about Sandy.
When they asked me what to do, I said they needed to let her go because it was affecting so much their business and marriage. I explained that their marriage was teetering on the edge of a breakup, and they agreed. Sandy was driving a wedge into their business and marriage, and loyalty just was not worth it. While it was tough getting the wife to see the problem, once she understood all of the ramifications it was easier to agree to a dismissal.
Now go out and make sure that you prevent your staff from becoming your good friends.
You can do this!
Sunday, January 30, 2011
Web Scraping
“Once a new technology rolls over you, if you're not part of the steamroller, you're part of the road.” ~Stewart Brand
A recent survey showed that the average person spends 12 to 15 hours each week on the web. During this time, they will visit more than 25 websites and spend a chunk of it on Facebook.
So much of what drives a purchasing decision on the web is what people read about a product or service from other consumers. If I read a bad review about a hotel that I was considering, clearly, I will not stay there. On the other hand, if I see great reviews about a new tech gadget, I will seriously consider purchasing it.
The more you know about what your customers are reading and what is influencing their decisions, the greater your success. This was not possible in the past. Now, however, new web-scraping software mines data on the web, automatically extracting valuable information for analysis.
One of the leaders in this field is Mozenda, which offers a neat web-scraping product at very reasonable prices. Rates start at $99 to scrape 5,000 pages or images of websites a month. There are also free web scraping programs at www.freedownloadmanager.org/downloads/web_scraping_software/.
Businesses can use this software to monitor blogs, chat rooms and social networking sites to keep tabs on what people are saying about their products. With this technology, so much more information can be learned before a problem develops, enabling a more timely response.
If Apple had been monitoring blogs, it would have known the extent of the iPhone 4's problems (dropped calls) and seen how dissatisfaction was escalating. The company could have responded more quickly to the growing negative remarks.
There is an overabundance of information available online. With astronomical amounts of data swirling around out there, shoppers rely more and more on the information provided by other consumers to make decisions. Knowing this, many firms let customers comment on their products and services right there on their websites.
Take QVC and HSN, for example. On their sites, consumers can comment on each item sold. When a product does incredibly well in consumer input, they frequently mention this on the air.
Web scraping analysis should be part of each firm's marketing budget because it will become an even more dominant marketing tool. Now go out and see if you can apply web-scraping software to your business in a cost-effective way.
You can do this!
A recent survey showed that the average person spends 12 to 15 hours each week on the web. During this time, they will visit more than 25 websites and spend a chunk of it on Facebook.
So much of what drives a purchasing decision on the web is what people read about a product or service from other consumers. If I read a bad review about a hotel that I was considering, clearly, I will not stay there. On the other hand, if I see great reviews about a new tech gadget, I will seriously consider purchasing it.
The more you know about what your customers are reading and what is influencing their decisions, the greater your success. This was not possible in the past. Now, however, new web-scraping software mines data on the web, automatically extracting valuable information for analysis.
One of the leaders in this field is Mozenda, which offers a neat web-scraping product at very reasonable prices. Rates start at $99 to scrape 5,000 pages or images of websites a month. There are also free web scraping programs at www.freedownloadmanager.org/downloads/web_scraping_software/.
Businesses can use this software to monitor blogs, chat rooms and social networking sites to keep tabs on what people are saying about their products. With this technology, so much more information can be learned before a problem develops, enabling a more timely response.
If Apple had been monitoring blogs, it would have known the extent of the iPhone 4's problems (dropped calls) and seen how dissatisfaction was escalating. The company could have responded more quickly to the growing negative remarks.
There is an overabundance of information available online. With astronomical amounts of data swirling around out there, shoppers rely more and more on the information provided by other consumers to make decisions. Knowing this, many firms let customers comment on their products and services right there on their websites.
Take QVC and HSN, for example. On their sites, consumers can comment on each item sold. When a product does incredibly well in consumer input, they frequently mention this on the air.
Web scraping analysis should be part of each firm's marketing budget because it will become an even more dominant marketing tool. Now go out and see if you can apply web-scraping software to your business in a cost-effective way.
You can do this!
Sunday, January 23, 2011
Start Your Business on a Sound Footing
“Growth for the sake of growth is the ideology of the cancer cell.” ~Edward Abbey
The normal way to expand your business, especially in retail, is to expand the number of physical locations. If you are making money at one location, then adding another location normally increases the total profits of the company. However, this is not always the case.
We've been assisting a small auto repair business that had been in business for about 3 years. However, for this entire time period, the business has never been profitable for numerous reasons, including an absentee owner, not marketing very well, and not having any real processes in place to manage the company.
Additionally, with these losses the cash-flow of the business was very sparse, forcing the owner to watch every cent, to defer paying many creditors, and put all of his savings into the business.
The owner thought that the only way that he could make it financially was by finding a new location and working at it full time. He figured it would subsidize the older shop that was losing so much money. He was able to get the new location without any down payment and was able to finance the small inventory he needed to keep on hand.
For about six months, he worked hard to get the new shop up and running while the old location hemorrhaged more and more cash. He tried to reduce prices to bring in new business at both locations, but this didn't work, nor did just about anything else he tried.
Where before he was losing money from just one location, now he was hemorrhaging even more cash from two.
When we started to work with him, he just could not get any focus at all because he felt totally out of control. It was hard for him to concentrate and he was becoming very irritable towards his employees as well. We tried to encourage him to close one business but he couldn't because he had signed long-term leases for both locations.
In addition, he felt like he would be a failure if he closed the business that he had been dreaming about owning for so long.
Finally, he had no other choice but to file bankruptcy to get out of the mess he had created. When I asked him what he had learned from this experience, he said that he should have never opened the second location, and that he should have concentrated on the first one to make sure it was both profitable and running smoothly before he expanded.
Expanding - while feeling good - is fraught with difficulties. Now go out and make sure that before you expand your business, that you are running a very efficient and profitable enterprise.
You can do this!
The normal way to expand your business, especially in retail, is to expand the number of physical locations. If you are making money at one location, then adding another location normally increases the total profits of the company. However, this is not always the case.
We've been assisting a small auto repair business that had been in business for about 3 years. However, for this entire time period, the business has never been profitable for numerous reasons, including an absentee owner, not marketing very well, and not having any real processes in place to manage the company.
Additionally, with these losses the cash-flow of the business was very sparse, forcing the owner to watch every cent, to defer paying many creditors, and put all of his savings into the business.
The owner thought that the only way that he could make it financially was by finding a new location and working at it full time. He figured it would subsidize the older shop that was losing so much money. He was able to get the new location without any down payment and was able to finance the small inventory he needed to keep on hand.
For about six months, he worked hard to get the new shop up and running while the old location hemorrhaged more and more cash. He tried to reduce prices to bring in new business at both locations, but this didn't work, nor did just about anything else he tried.
Where before he was losing money from just one location, now he was hemorrhaging even more cash from two.
When we started to work with him, he just could not get any focus at all because he felt totally out of control. It was hard for him to concentrate and he was becoming very irritable towards his employees as well. We tried to encourage him to close one business but he couldn't because he had signed long-term leases for both locations.
In addition, he felt like he would be a failure if he closed the business that he had been dreaming about owning for so long.
Finally, he had no other choice but to file bankruptcy to get out of the mess he had created. When I asked him what he had learned from this experience, he said that he should have never opened the second location, and that he should have concentrated on the first one to make sure it was both profitable and running smoothly before he expanded.
Expanding - while feeling good - is fraught with difficulties. Now go out and make sure that before you expand your business, that you are running a very efficient and profitable enterprise.
You can do this!
Sunday, January 16, 2011
Having Tim Management Goals
“All time management begins with planning.” ~Tom Greening
If there is a single complaint that I hear more often than any other from entrepreneurs, it is that they lack the time to do the work required to keep the business successful.
Time is the most critical resource each of us has, and we will never get another chance to live this moment, this hour or this day. As I have gotten older, I have come to realize that using time effectively is the key to success, both as a leader and as a human being.
There is no denying that running a business or managing a department is tough, but using effective time management techniques can free up so much of your time.
If you are concerned about how well you are managing your time, record a time log for three days. For every 15-minute increment, write down what you accomplished, whether or not the time was well spent, how it could have been more effectively utilized and how you felt during this time. A time log is an important place to start since it is impossible to change how you manage your time if you do not know where you have been. Throughout this process, try not to judge yourself. Instead, think of your time log as a basis for improvement.
As with most habits, changing how you manage your time takes practice, and setting goals is critical to this process. Too often, people say they want to improve their time management but try to do so without any goals to guide them. One such goal might be to have two hours of uninterrupted time each day to focus on tasks that are both important and urgent. Another goal might be to delegate specific tasks to a subordinate by a certain date. A third might be to work no more than 10 hours a day.
Where improving time management is concerned, it works best if you first understand where the problem areas are. Next, you will need to set some goals to improve those areas and make a plan with monthly benchmarks to guide you as you work toward achieving each goal. A goal without a plan just is not going to work.
Since adhering to plans by yourself is tough, work with a fellow colleague, family member or friend who can help you monitor your accomplishments on a monthly basis. This provides the system of checks and balances that most people really need to stay on track. Being held accountable is so important to achieving your time management goals.
Now go out, make a time log, and take a moment to evaluate where you are in terms of current skills and overall effectiveness. Set some goals and find someone who can hold you accountable to these goals. More effective time management will make you a better leader and a more complete person.
You can do this!
If there is a single complaint that I hear more often than any other from entrepreneurs, it is that they lack the time to do the work required to keep the business successful.
Time is the most critical resource each of us has, and we will never get another chance to live this moment, this hour or this day. As I have gotten older, I have come to realize that using time effectively is the key to success, both as a leader and as a human being.
There is no denying that running a business or managing a department is tough, but using effective time management techniques can free up so much of your time.
If you are concerned about how well you are managing your time, record a time log for three days. For every 15-minute increment, write down what you accomplished, whether or not the time was well spent, how it could have been more effectively utilized and how you felt during this time. A time log is an important place to start since it is impossible to change how you manage your time if you do not know where you have been. Throughout this process, try not to judge yourself. Instead, think of your time log as a basis for improvement.
As with most habits, changing how you manage your time takes practice, and setting goals is critical to this process. Too often, people say they want to improve their time management but try to do so without any goals to guide them. One such goal might be to have two hours of uninterrupted time each day to focus on tasks that are both important and urgent. Another goal might be to delegate specific tasks to a subordinate by a certain date. A third might be to work no more than 10 hours a day.
Where improving time management is concerned, it works best if you first understand where the problem areas are. Next, you will need to set some goals to improve those areas and make a plan with monthly benchmarks to guide you as you work toward achieving each goal. A goal without a plan just is not going to work.
Since adhering to plans by yourself is tough, work with a fellow colleague, family member or friend who can help you monitor your accomplishments on a monthly basis. This provides the system of checks and balances that most people really need to stay on track. Being held accountable is so important to achieving your time management goals.
Now go out, make a time log, and take a moment to evaluate where you are in terms of current skills and overall effectiveness. Set some goals and find someone who can hold you accountable to these goals. More effective time management will make you a better leader and a more complete person.
You can do this!
Sunday, January 9, 2011
Mistakes in Running a Business
"There are no mistakes, no coincidences. All events are blessings given to us to learn from." ~Elizabeth Kubler-Ross
As I go around and talk to entrepreneurs, one of the most common statements that I hear is, "It was a mistake when I did--- ." Somehow, we all feel as if we should have been wise enough to avoid making mistakes. I am here to say that this is a false notion. Mistakes are part of life and perfection is just not achievable. I have never met a perfect entrepreneur nor will there ever be one.
Mistakes are just going to happen, period! If you go back and think about how you define mistakes it is with hindsight that you wish you had made another decision. However, at the time you made your original decision, you really made the best decision you could have with the knowledge and facts that you had on hand at that moment.
While mistakes are going to happen, I encourage you not to beat yourself up about these. So many folks just keep whipping themselves over and over for the "poor" decisions they have made. Has this whipping ever made you feel better? It has never helped me! Rather than beating yourself up, use the quote above by Elizabeth Kubler-Ross to find out what you can learn from this experience. For example, if you find that you believe that workers have been taking advantage of you because you have been too nice or too giving, ask yourself what you can learn from this experience. Some things of value that may be learned here include:
It is okay to say "no" to associates,
I do not need my associates to like me,
or I need to be firmer.
Mistakes are a way to grow. As we learn what works and what does not work, we learn how to adapt and prosper. Now I am not advocating for you to go out and deliberately make mistakes, rather I am suggesting that mistakes aid you in becoming a better entrepreneur. If you ask the most prosperous entrepreneurs where they learned the most, without hesitation, they will always respond: "from their mistakes."
Obviously, if you are at a critical juncture with your business, then you need to insure that, if a bad decision is made, it will have the smallest impact possible. Reducing the risk or cost of making a mistake, really helps you to make better decisions for your business. One great way to help in this process is to talk to as many people as possible about this decision. These people should be knowledgeable in the area of your concern.
The type of mistakes that you really do need to examine very carefully are the ones that you repeat over and over. If you find that you are making the same mistake, then you are not learning what you need to learn from this experience. I think a great concept is that "we want to make new mistakes and not repeat old mistakes."
Mistakes are a fact of life and are inescapable. We must carefully examine our mistakes and learn something from each of them if we are going to prosper from the learning experiences presented to us.
As I go around and talk to entrepreneurs, one of the most common statements that I hear is, "It was a mistake when I did--- ." Somehow, we all feel as if we should have been wise enough to avoid making mistakes. I am here to say that this is a false notion. Mistakes are part of life and perfection is just not achievable. I have never met a perfect entrepreneur nor will there ever be one.
Mistakes are just going to happen, period! If you go back and think about how you define mistakes it is with hindsight that you wish you had made another decision. However, at the time you made your original decision, you really made the best decision you could have with the knowledge and facts that you had on hand at that moment.
While mistakes are going to happen, I encourage you not to beat yourself up about these. So many folks just keep whipping themselves over and over for the "poor" decisions they have made. Has this whipping ever made you feel better? It has never helped me! Rather than beating yourself up, use the quote above by Elizabeth Kubler-Ross to find out what you can learn from this experience. For example, if you find that you believe that workers have been taking advantage of you because you have been too nice or too giving, ask yourself what you can learn from this experience. Some things of value that may be learned here include:
It is okay to say "no" to associates,
I do not need my associates to like me,
or I need to be firmer.
Mistakes are a way to grow. As we learn what works and what does not work, we learn how to adapt and prosper. Now I am not advocating for you to go out and deliberately make mistakes, rather I am suggesting that mistakes aid you in becoming a better entrepreneur. If you ask the most prosperous entrepreneurs where they learned the most, without hesitation, they will always respond: "from their mistakes."
Obviously, if you are at a critical juncture with your business, then you need to insure that, if a bad decision is made, it will have the smallest impact possible. Reducing the risk or cost of making a mistake, really helps you to make better decisions for your business. One great way to help in this process is to talk to as many people as possible about this decision. These people should be knowledgeable in the area of your concern.
The type of mistakes that you really do need to examine very carefully are the ones that you repeat over and over. If you find that you are making the same mistake, then you are not learning what you need to learn from this experience. I think a great concept is that "we want to make new mistakes and not repeat old mistakes."
Mistakes are a fact of life and are inescapable. We must carefully examine our mistakes and learn something from each of them if we are going to prosper from the learning experiences presented to us.
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