How do you measure success?
Depending on whom you ask, the answer can vary widely. For entrepreneurs, the answer might just be a bit simpler overcoming risk.
Risk-taking is one of the most common traits entrepreneurs share. The mere fact that they put it on the line every day reveals their iron-clad stomachs; albeit sometimes those stomachs are marred by a few ulcers here and there.
This is a trait you just have to admire, especially since many of the rest of us, including highly successful professional managers, see nothing but terror when it comes to personally guaranteeing everything we’ve ever worked for in order to build a business that provides not just for our family but for the families of every single person we employ.
That’s why this issue of Smart Business is so significant. We’re proud to share the stories of the 2008 Ernst & Young Entrepreneur Of The Year final-ists and honorees in a special cover story report. This is the 12th year that Smart Business has been the media sponsor of this event, and when you’re finished reading these amazing entrepreneurs’ stories and the risks they’ve overcome, you’ll understand why we’re so honored to work with Ernst & Young each year to present such a prestigious program.
Additionally, in this month’s Smart Leaders feature you’ll read about Stahls’ Transfer Express CEO Ted Stahl and his thoughts on how to drive complacency out of the workplace. Associate Editor Mike Cottrill explores Stahl’s own risk-taking, which involves encouraging the presence of rebels among his 100-employee team. Stahl says these rebels’ contrarian personalities allows the manufacturing firm to constantly self-challenge its relevance in the marketplace and remain innovative in the face of growing competition.
Finally, we sent Associate Editor Matt McClellan out to speak with Richard Bowen, who runs a 90-person architecture and engineering firm. Bowen has managed to keep the firm’s culture open-ended as it has grown because he treats everyone as equals. It’s an interesting perspective that has proved successful because of Bowen’s development of regular employee performance reviews and constant communication.
So how do you measure success in your own organizations? Drop me a line and let me know.
Contact Editor Dustin Klein at firstname.lastname@example.org