I spend a few hours each day on the phone. It's how I do a lot of work - talking with clients, potential partners and even answering customer service calls for our online store. If you find yourself in a situation where you're taking a lot of calls, especially to get business done, here are some tips and tricks that may help:

Get a headpiece
Whether you swear by bluetooth or you like the free set of earphones that came with your iPhone, make sure you're not caught holding your phone. Having your hands free means you can write or type notes. And, with an earpiece closer to your eardrum, you won't miss what the caller's saying.

Press mute
If you're near your machine, nothing may be worse that someone popping in on Google chat with the annoying sound effects that come with it. Or, you don't want an iTunes song starting up accidentally. Just press the mute button to avoid this.

Schedule calls in succession
I try my best to have all my phone time on one day of the week. This way, I'll make sure that my settings are ideal for taking the call (in my office, door closed, mute button pressed) for an extended amount of time and will decrease the prep time needed to take a call. I'll also be mentally in 'call mode' and ready to speak to the person I'm phoning.

Always take the call
Peter Shankman does this, and he's done well for himself. Then again, Tim Ferris never does and he's done okay, too. So, it depends upon your work, but I'd side with Shankman. Just this week, answering the phone has led to me scheduling a book appearance, a press interview and signing a new partner. Sure, they could have left messages, but by appearing available and excited, I like to think it's better for business. Just be ready when you say hello.

Focus
If your computer's on so you can take notes, shut down the Internet. This isn't the time to be looking at Facebook photos or catching up on blogs. It's game time. Time for business. You don't want to blow something great just because you were too absorbed in someone's tweets. That'll be there after you finish the call and sign a new client, which will make for a better status update later anyway.

How do you get things done on the phone? Stand up when you talk? Use Skype for a little video bonus? Share your tips in the comments.

Photo credit: EverJean from Flickr

Blogging (even video blogging) comes and goes for me these days. I rarely share links of interest here, instead doing it via Twitter.

But, I don't find myself at a loss for creative output or for sharing my takes on things. That's mainly because I get a lot of email from people asking me questions. I'm happy to reply as it allows for intimate idea sharing, as well as a natural back-and-forth that I enjoy.

Nonetheless, after a recent exchange with a friend who has some big ideas, I kept telling him to share his vision with as many people as possible. He's never short on ambition or big dreams – he just has trouble when it comes to implementing these dreams, mainly because he's not quite sure what the first step is.

So, whenever you have big dream and are left to wonder what the first step is, it's this:

Tell as many people as possible.

Big dreams require lots of things to become a reality. They require other people on board, a big social network, some financing, lots of time, a stroke or two of luck and an entire list of things that I'm too lazy to come up with right now.

The only way you can begin to get the things you need to turn your dream into reality is to bring more people to the table. So, that's the first thing to do when you have a big dream. Tell as many people as possible.

Here's why:

• You'll know if your idea is stupid. If you start sharing your idea with people and a lot of them think your idea won't work, that it's worthless or they don't want to be involved, then you'll know that you need to scrap it or drastically change it. This will end up saving you time, heartache and even money.
• You'll know how quickly your idea will happen. When you tell people, maybe half of them will want in, maybe most of them will want some kind of involvement, or maybe all of them will call you a genius. By gauging the level of excitement about what you're trying to do, you'll have a rough idea of the difficulty of your idea, as well as the time commitment needed to make it happen.
• You'll be able to move on to step two. When something (a new nonprofit, a business idea, a community initiative) is just beginning, there are countless ways you could go, innumerable next steps and it all can get confusing. Sharing your idea with others will help you determine what the next step is. If you want to build a building and you tell your idea to an architect and she loves it, then maybe it's time to draw up some plans.

Of course, someone could steal your idea. If you're worried about that, then don't tell the kind of people who steal ideas. If you know those kinds of people, you should stop being friends with them.

I ran half-marathon number three of 2009 (in my Swiftwick socks, of course) a few weeks ago. I returned to Disney World to do so, which always puts on a good race with a fast course and a fun time (you can get your picture taken in front of Cinderella's Castle or with Donald Duck, for crying out loud).

I was excited to return to where I posted my PR (personal record) back in January to see if I could best it. And, I was excited because all of my family would be down there, covering the Family 5k the day prior.

Leading up to the race, I'd been training well. My previous half-marathon was about three weeks earlier, so I mainly ran between 3 and 6 miles when going on my regular jogs. I thought if I maintained a general pace on those runs, I'd be able to keep that up over 13.1, provided I didn't hit a wall like I did in Birmingham. I was planning on preventing that by toting some carbohydrate gel with me to ingest at mile four or so.

But here was the ultimate kicker: I had to wake up at 2 AM to go run the race.

The race was at 7 AM, Eastern Time. The last bus to the start line left at 5. So I'd have to get up at 4. Which is like 3 my time. And it was Daylight Savings weekend, so it was really like 2.

Trying to run on just a few hours sleep, waking up when you usually are in sweet, sweet slumber is not fun. In fact, it's downright difficult. I think I could have done it if I'd been out of the gate an hour after waking up. But because I had to get on the bus, get to the start line and wait for a while, it made things troublesome.

So there I was at the start, sitting on the ground, covered in a cheap blanket, listening to that techno stuff they play through the loudspeakers, trying to relax before covering 13.1 miles.

In other words, I had to hurry up just to wait.

Sometimes, our work can be like this. We want to launch a new project, redesign a site, hire a new team member, market to a different audience or jazz up our employee relations. A lot of excitement and ideas are generated, but then there's a lag between when we're able to do the work, interview the people or make the decisions. We feel stuck, frustrated, and maybe even angry.

So what can we do while we're waiting? If you find yourself waiting on someone else or on something to happen, try these ideas:

• Stretch yourself. I used some of the waiting time to stretch my legs periodically, making sure I'd be loose and limber when 7 AM finally rolled around. In our work, we should be doing the same thing. Read a different trade publication, or think of a free or low-cost way to do something you're currently paying for. Dream bigger dreams. Learn about someone else's job. Stretch yourself so you'll be stronger and faster when the project finally gets green lighted.
• Make friends. I didn't do this, but I could have met as many people as possible in my corral. I wasn't looking for long-term friendships, mind you, but it would have been a great way to pass the time. In fact, in a race like this, where folks come to run from all over the US, I'm now curious as to how many people I could have met from different states. And, while you’re waiting for something to happen at work, it's a good time to build alliances. Talk to people in other departments. Eat lunch with someone you don't know. Get to know your boss better. You never know when random encounters and relationships can develop into strategic partnerships or mutually beneficial networks.
• Look around and laugh. There were no port-a-johns at the starting line. And that meant folks were darting into the woods to relieve themselves. Most runners have done this plenty of times, so it's not a big deal, but you can't help but laugh when hundreds of people dip behind the tree line to empty their bladders. At work, downtime can give the same opportunity to observe what's around us, and if appropriate, have a chuckle or two. The delay itself may be something to laugh at, especially if that's all you can do. Or, maybe the way something is always done, something you overlooked, or something that needs fixing give you reason to laugh. And, while waiting isn't always fun, laughing usually is.

Delays are frustrating, and a simple silver lining won't remedy them. But, there are plenty of advantageous things to do in the meantime. Taking advantage of the waiting will have us ready when it's finally time to run.

This post, like most of my running posts, was generously sponsored by Swiftwick socks. They're a carbon neutral company that quite simply makes the best athletic socks in the world. Give them a try. If you don't like them, you can get your money back. And, if you use coupon code SD10 at checkout, you'll get 10% off of your order today.

Short review: 80 words
Peter Shankman's book does for events and publicity what Seth Godin's books do for brands and companies. At the end of the day, no matter what you're working on, it better be remarkable to get people talking. And, you'll never have a shot at remarkable if you don't dream big, boldly try new things, and put it all on the line. Shankman's personal tales make you think that maybe you can pull off the extraordinary and generate some serious buzz.

How to read it:

• Whenever you need creativity to strike
• When it's time to launch something new
• When you're planning the next event
• Immediately

Longer analysis: 286 words
I've been subscribing for a while now to Shankman's Help a Reporter Out emails, which has helped me (and CoolPeopleCare) land a little bit of publicity. So, I figured – before even cracking the cover – that he book would be filled with good ideas by way of Shankman's own examples.

I was right.

The tone is conversational, motivational, challenging and insightful. The book is easy to read and is very good about not repeating the same thing again and again. So, you'll want to keep reading just to see what Shankman's firm, The Geek Factory, might pull off next and what kind of buzz they might create.

The stories range widely in terms of scope and budget, time and tools. There's the story about building a giant yarn bus for a small knitting store, the one about having his own birthday party sponsored, and how it is that Peter became a serious skydiver. And don't forget about the time they nearly shut down the Internet.

But best of all are Peter's reminders that you don't need a big team, a big budget or a big client to really get things done in the PR world. You just need something worth talking about. And you need to be creative. And you need to be on your toes. Do that, and be ready to be excited with the outcome.

The book is helpful, particularly because Peter calls attention to his 'rules' – his time-tested mantras for creating ideas that matter in this world. And, each chapter summarizes the major points contained therein so that you can easily reference them later.

Bottom line: the book is good, whether you run your own big-time firm, or you're a laid-back customer service rep.

A word from our sponsor:

This post is brought to you by Swiftwick socks. They're the best running socks I've ever worn, and the only one I wear when doing half-marathons. They also offer a guarantee: if they're not the best socks you've ever worn, you can return them. It's that easy. So, try some today. Visit their online store and use coupon code SD10 and get 10% off your order today.

My biggest goal for the Mercedes Half-Marathon in Birmingham was to beat my January time. Okay – my biggest goal was to finish, but I took that for granted. I really wanted to improve at each marathon I run this year, hopefully running in the low 1:50's come December.

That would not happen in Birmingham.

At the start line, I found myself near a pace group. These runners are supposed to run the race in the time advertised on the sign they're carrying. For example, the guys near me holding the 2:00 hour sign are supposed to trot along at a pace so that they (and those who wish to run in stride with them) cross the finish line at or under two hours.

I'd never followed a pacer before. I think that I thought I could always pace myself just fine. But this time, I thought I'd give it a go.

When the gun sounded and we began, I kept in step with them for about a quarter mile. Then, I decided that they were going out a bit too leisurely, and that as long as I knew they were behind me, I'd be fine. I also decided that if/when I began to slow and they caught up with me, I'd keep up with them until the finish. After all, sometimes we can be equally motivated by what's behind us as we can by what's in front of us.

I ran a great time through the first half of the race. I posted a 10k time of 54:17, which means I was on pace to finish at around 1:55. I think you know what happened next.

I crashed at mile 9. The hills and my pace got to me, and just as I wondered where those pace guys were, they came blowing by me at the end of mile 9. It was like a kick in the face. I was gassed and couldn't keep up.

I stopped and stretched, hoping a quick rest would loosen me up and get me back and running. I walked through the next water stop, wanting the carbo gel and water to give me enough energy to pick up the pace again.

At mile 11, I saw the clock: 1:42. Could I cover the next 2.1 miles in under nine minutes each? Maybe, if I busted it. If I gave it my all. If I wanted to be super sore the next month.

As I weighed my options for the next 30 seconds, I decided not to try to beat the clock, or even the time I posted in January. Here's why:

• You only use Hail Marys when you need them. You'll rarely (never) see a jump ball in the end zone on a Hail Mary pass unless it's at the end of the game (or half) in football. That's because there's no reason to use a play that's rarely successful when you don't need to. Your success rate is much higher when you calculate your game plan and execute well. And while I was definitely in a Hail Mary situation in terms of besting my time, doing so wasn't 'worth it' in terms of what I stood to gain.
• I know where I failed and learned from it. I started out too fast. Had the race only been nine miles, I would have posted a great time and done the same at the next 9-miler. But it was 13.1 miles. And I didn't run the first nine miles with the last 4.1 in mind. I won't do that next weekend, when it's time for half-marathon #3 of 2009.
• I realized I had 10 more races to go. At mile 11, I only had 2.1 miles left in the race. But I had 133.1 to go for the year. And if pace is about anything, it's about pacing yourself not just for one race, but for all the races.

It's important, when starting and growing a business, that you run quickly when you have to, and at a manageable pace the rest of the time. Businesses that sprint out of the gate, with no view for the long-term success of their venture will burn through energy and resources very quickly. Those businesses that realize that growth happens through deliberate and dedicated action, which often takes time, will be poised to succeed well into the future.

Yesterday, I spoke to four college classes. Two were at Belmont and were full of entrepreneurship majors. The other two were at Vanderbilt and were classes on business strategy.

One thing I told each class:

We started this thing on accident. We didn't write a business plan until we were 18 months old. That means, we've been operating for longer without a business plan than with one.

A lot of times, we do things in the wrong order. But, stuff usually works out in the end. Case in point: today, we put the final touches on our first media kit.

We've been lucky in getting the media coverage we have. We think that's just a testament to our story and what we offer. So, it's exciting to get covered in OdeMagazine.com, in print in the Boston Globe, or in every print news outlet in Nashville.

But, we want more. We'd love more press and more buzz (who wouldn't?). So, that's why (with the gracious help of one of our very talented interns), we've finally got our version of a media kit. It's not much. It simply details our story. Because for us, that's the best part of what we do - how we got here, what we're up to, and where we'd like to be.

So, click the link below if you want to take a look at it. You'll find some neat pictures, a 99-word description of what we do, how our business operates, more about our history, and even a sneak peek at what the new site design looks like.

CoolPeopleCare Media Kit [pdf]

Last night, Slumdog Millionaire made its mark, winning a truckload of Oscars. In my opinion, the best speech of the night was the final one, when producer Christian Colson said this about his little underdog of a movie (from Mahalo):

Thank you so much to the Academy. As you can see, our film was a collaboration between hundreds of people, and I am so happy that so many of them could be with us here tonight to share this moment. Together we've been on an extraordinary, extraordinary journey. When we started out, we had no stars, we had no power or muscle. We didn't have enough money really to do what we wanted to do. But what we had was a script that has inspired mad love in everyone who read it. We had a genius, for a director. We had a cast and crew who were unwavering in their commitment and whose talents are up on the screen for all of you to see. We had partners in Film4 and Celador. In Path and FOX Searchlight, who had the courage to support us. We had a shared love for the extraordinary city of Mumbai, where we made the movie. Most of all we had passion and we had belief and out film showed that if you have those two things, truly anything is possible. I want to thank on a personal note, my mum and my dad for their support over the years... And I want to thank all of you very much indeed. Thank you. (emphasis mine)

What does this mean for the entrepreneur? It means that you can get there, if you've got a good plan (a script), some smart leadership (director), a talented and committed team (cast and crew) and support (partners). And, passion and belief also play a big role.

I think that many times, entrepreneurs claim they just need the money. And while money can get you many of the things listed above, every once in a while, the stars align and fate smiles upon you, and your will and determination push you over that hump.

And, in any market, a quality product that inspires people will always win out over the machine, no matter how well funded it might be. After all, passion is truly priceless.

Short review: 64 words
A quick read, Bringing Your Business to Life is full of practical advice, concrete examples and reflective ideas for the entrepreneur. It's a primer on creating a venture that is not just successful, but meaningful for the entrepreneur on a personal and societal level. Written from a Christian perspective, it should appeal to anyone seeking to add moral or communal value to a business.

How to read it:

• In one sitting (or two)
• With a highlighter or pen to make notes
• Yearly, or every time you launch something new

Longer analysis: 306 words
I bought this book after hearing the authors present on its theme. Both Jeffrey Cornwall and Michael Naughton are skilled professors in their respective fields (business and theology) and the book is the product of their teaching a course together.

The combination of both minds knits together this worthy read, which calls attention to the four cardinal virtues (prudence, justice, courage and temperance) as they relate to the entrepreneur personally and professionally. It's a reminder that it's simply not enough to be successful – one must also be good (as defined by the four virtues).

And to be good, the entrepreneur must remember that business is never just business. A new or growing venture is always a part of our lives, and our lives also contain things like our families, our communities, our religious expressions and our free time. When all the components of our life are not held in proper balance, we truly miss a chance at being good.

While the book is short on 'self-help' – at least in the form of checklists, reminders and metrics – it is rich with examples of companies that have achieved financial and ethical success. It calls to the reader's attention businesses in a variety of sectors that treat employees well, produce quality goods and services, and ultimately set a standard for just how good an entrepreneur and his or her business can be.

I made note of several key quotes, some of which I'll share to end this review:

Entrepreneurs are a powerful force in our society because they create trends, break molds and cause significant changes within society. (page 29)

If businesses fail to act as agents of justice, it most often defaults to government agencies to act. (page 101)

Temperance helps us see the importance of saying no. Our nos clarify the yeses of our commitments. (page 147)

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Other books reviewed in 2009:

• In Defense of Food
• The Black Swan
  

This morning, I spoke at Belmont University about turning your passion into your profession and why, for me, that happened when I became a social entrepreneur.

At the beginning of the presentation, I passed out my business card to everyone in attendance. I do this because at each of my talks, I'm looking to start a conversation, not just 'give a speech.' I openly encourage attendees to call or write me, promising to answer their questions and help them do what I talk about.

Anyway, when I got back to the office and checked my email, someone emailed during my talk. As in, like four minutes after they got my card, asking me to send them the slide deck.

That's what productivity and efficiency look like. And I love it.

Much has been made about Gen Y's insistence on a balance between their work and their life. The understanding of that balance, however, is different than previous generations, mainly because technology can be invasive, blurring the lines between when one is at work and when one is 'at' life.

Boomers didn't need to worry about this as much, since cell phones and Blackberries weren't ubiquitous. As such, doing work away from work was unheard of, mainly because it was difficult.

The lines began to blur with Gen X, who soon didn't want any of it, mainly because it was yet another thing that the big institutions couldn't be trusted with.

But Gen Y can handle it. They’re happy to fire off emails from the beach, or work from the comfort of their couch. Yesterday, one of my interns left the office (which is spacious, cool and comfy) to go work at Starbucks, where she could enjoy the unseasonably warm February weather while sipping a latte outside. She was still working since she was on deadline – she could just be portable with it.

But what about when the analog version of feature creep happens? How is a work/life balance maintained for the entrepreneur who's thinking about business all the time, even if he's not 'doing' it? What about the ambitious ladder climber who wants to get ahead and stand out? And what about the social media strategist who works for the startup who puts in long hours in hopes that the new company will make it big and she'll be set one day? Where does work end and life begin?

There should be a distinction, but not to maintain some straw-man of an argument. It should exist because it might just be the very thing that keeps you sane. Or alive.

If you're a "Lost" fan, you now know that if you want to make it on the island, you need a constant, that very thing that keeps you connected while your 'when' changes (but not your 'where'). It's the same in life. And with work. You need that thing that relieves stress, or can always take your mind off of work or helps you to remember that it's about more than the paycheck, the ladder or the resume.

The happened for Holly Hoffman. A recent health scare made her realize that life away from work is important. As such, she's learned to focus on that area of her being, to much praise and benefit.

Or take Rebecca Thorman, who recently wrote about her long hours and need to do it all, much to the chagrin of her boyfriend. I agree with her that work/life is a myth for most people, but not because it doesn't exist. Rather, I think it's an incorrect distinction.

I recently listened to a Harvard Business Review podcast during a long run. While the subject of the podcast was about the current recession, the guest noted that research suggest that the size of one's house has little to no bearing on personal happiness. In fact, the length of one's commute is a much higher factor. The lesson? Buy a smaller house closer to your job and you'll be much happier.

And here's why I agree with Rebecca that work/life balance is a mythical creation of earlier generations: we get the life part wrong.

We complain because we don't have time to watch all our TV shows. In reality, watching all those shows don't make us happier or have a better life. Or, we complain that we don't have time to play golf, go to the movies or go shopping. I really wonder if those things add up to a better life for anyone.

For me, knowing that I was rapidly running ragged while putting in long hours with CoolPeopleCare, I needed a new routine – one that allowed me maximum work hours while still allowing for those parts of my non-work life that I love. Here's how I did it:

Step One: Make it about life.
For me, I first had to find those parts of my life that I really enjoyed – those parts that I couldn't do without. As I examined how I spent my time, I realized that it was important to do things that relived my stress, instead of added to it. And for me, these were things I could do that kept my mind from wandering back to the company all the time. My list:

• Cooking for and eating dinner with my wife
• Meeting my family for Sunday brunch
• Running
• Reading

What's not on the list? Catching up on CSI. Buying a new shirt. Making sure my car is clean. I'd suggest that everyone find four things they love about life and commit to them each day or week. Find two to do alone and two that involve other people. Schedule them, and don't cancel. You'll be happier if these are a part of your routine.

Step Two: Figure out the work piece.
The life of an entrepreneur is unpredictable at best and a freakin' perfect storm at worst. But, in all of that, I had to find a routine in order to make sure I did the things that needed doing each week while allowing enough time to work on new projects and dream new dreams. So, I scheduled as best I could. I don't always stick to the schedule, but having it as a framework for each day and week helps me get more things done.

• The hours between 5:30 and 7:30 AM are for emailing, reading feeds and writing blog posts. As are the hours between 4:00 and 6:00 PM.
• Organizing your email GTD-style works, if you commit to it.
• Mondays are for writing all the content for the next week.
• Wednesdays are for meetings that generate new business.
• Fridays are for meetings that generate new ideas or contacts.
• Everything else stays flexible.

So yes, you can balance work and life. But chances are, if you're an entrepreneur or a Gen Y-er, you blurred those lines so long ago that they're nearly impossible to separate – like Kool-Aid. So, instead of trying to figure out how to juggle priorities, just make sure you stay sane.

I ran a PR in my first half-marathon in 2009 (hold your applause, please). I'd been pounding the pavement for the better part of eight months to get ready for it, and it paid off (thanks, Adrian, for the recognition). And, I've got 11 more of these bad boys this year.

Running a half-marathon is trying. It's hard. You exert a lot of effort only to end up (most of the time) right back where you started. But, it's also fun. Really fun.

If you have the right resources.

I hate going for long runs when training for a half. But it's not because I hate long runs. It's because when I run 9, 10, or 11 miles on my own, I never have the same resources that I do on an actual course. There are no water stations at miles 2, 4, 5, 7, 8 or 10. There is no one to stop traffic. No one is cheering me on. And there's definitely no one to give me a medal when I cross the finish line.

This is part of the reason I enjoy signing up for 5ks and running to and from the race. Depending upon the location, I can run to the race start, where they'll have refreshments. Then, I can run the 3.1-mile race, where there will be more water. And then I can run home, where I have all the comforts I need.

And it can be the same with running a business, particularly a social venture. Ideas and optimism will only get you so far. Resources make the difference.

So, since I had two hours to think, here are some half-marathon reflections related to starting and growing your own business as it relates to resources:

Know what you need from the beginning.
It's easy to say you need money when starting a business, but what will you spend it on - literally? People? Advertising? Technology? Thinking about the resources you need will make sure you've got them lined up in order to get where you're going. Yes, needs change, but your need for them doesn't.

Find a good cheerleader.
Disney's course had high school cheerleaders, marching bands and DJs all along the route. While they didn't quite give me a runner's high that propelled me to the finish line, they were helpful and reminded me of my desire to finish the race, especially at mile 9, when I wanted to stop. Find a good cheerleader for yourself. Who believes in what you're doing? Who knows you're talented and capable of succeeding? Your mom? Your husband? Roommates or best friends? Sometimes, valuable resources can't be bought.

When the resources run out, make a decision.
If there were no more water stations, fruit or music along the rest of the course after mile 9, I would have stopped and called a taxi. It would have been miserable and stagnant to try to cover the last 4.1 miles without any replenishment or resources. But, I continued because I knew they'd be there. When your business is out of money, out of time, or out of whack, you need to make a decision - either get the resources to get you to the finish line, or call it quits. You can stall forever. Don't. It won't make you successful and is really just a waste of time. Get what you need or go home.

See you in Birmingham on February 15!

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More posts about starting or growing a business:

• The Courage to Start
• There's a Rumbling
• What I Am Supposed to Do With All of These Daredevils?
• Hire a Gaggle of Interns to Help Your Company Take Flight
• It Matters Who You Do It With

Once, I was consulting for a church. They wanted to get more young people in the doors (who doesn't?). When chatting with a group of young people who currently attended the church, one person piped up (get it?):

I came here because I really enjoy the sound of a pipe organ. I couldn't find anywhere else in town that had such a great one.

I told him he was the only person in the world with that viewpoint under the age of 30.

You won't find pipe organs in many places today. You won't find organ music in many songs, either. Suffice it to say, the organ as a sought-after instrument is fading. So what do churches do that have invested millions into a grand pipe organ?

After all, you can only put a pipe organ in a building. It's not portable (like a guitar or keyboard) and hasn't seemed to have stood the test of time in terms of appeal. In other words, a pipe organ locks you into a time and place, leaving a church unable to be versatile enough to offer meeting space and theological ideas that appeal to a rapidly changing world.

That's why I'm all for churches that don't want to build a building. That's why I'm all for nonprofits that do want to collaborate with others to extend their reach. When you lock yourself into an ideological framework, you become bound by external parameters that constrain – instead of grow – your business, movement or revolution.

It's when the movement becomes the establishment.

It's like what Seth Godin says about beauty.

I'm a third of the way in to The Black Swan. The lesson so far: We don't know much. Events and things happen that are completely unexpected and forever change the way we work and think. But since we can't predict the future, can we at least be ready for it when it crashes into us?

My advice to new organizations is this: plan for surprises.

I didn't go after a book deal, pitching to publishers day and night. My first book happened by accident. So did the entire concept for CoolPeopleCare. Most of my speaking engagements (check the right sidebar) happen because people find me. I strive to keep my life and schedule and dreams flexible enough to accept valuable opportunities as they occur.

Come up with a vision statement. Dream big and have a goal of where you'd like to be. But, make sure anything you write down is malleable enough when hit with the hammer of opportunity, able to morph and bend until the previously impossible is as real as that time you hit your thumb when trying to hang that picture.

Most churches that have pipe organs are old, in (possibly) redeveloping areas where trendy condos just might take root. For many churches, the pathway to sustainability of their organization will be to get rid of the very thing that made it competitive in the past. I believe that many organizations could be well positioned for short- and long-term growth if they'd shed their previously held dreams and instead embrace a dynamic and flexible type of vision and organization.

Sell the church and toss the pipe organ in for free. Then, take your money and get some real work done. You only meet in that building a few times a week – is that worth the investment?

Get rid of your revenue stream that's holding you back. Yes, you say you sell widgets, but your widget isn't that great. However, you've figured out a way to better price widgets across the board, so it's time you offer that as a consulting idea to better widget companies.

Your nonprofit does the same thing that two others do in town and they do it better. Stop competing with them and join forces to serve more people together than any of you did apart.

What's holding you back? Your building? Your letterhead? Your embroidered golf shirts? Too bad. The intangible – that great idea you had – would be awesome if you hadn't planted your feet so firmly in one area that now makes movement in any progressive or meaningful direction impossible.

The future of organizations will be in their ability to change.

---
Previous posts about change:

• Thank You, Gandhi
• Charities, Churches, and Change
• Be an Entrepreneur or Die

On February 18 at 10 AM, I'll be speaking at Belmont University.

Here's what I'll be chatting about:

Saving the World With Your Day Job: Adventures in Social Entrepreneurship

If you think that making a real difference in the world can only be an afterthought – as in after you think about your career, your family or your fun – think again. Sam Davidson, President and Co-Founder of CoolPeopleCare, discusses the ins and outs of being a social entrepreneur and how he turned his passion into his profession.

Come join us in the Massey Boardroom. It'll be fun.

When you start a company, creativity comes easily. There's never been a shortage of ideas at CoolPeopleCare. But, there have been more than a few roadblocks to pulling off these creative endeavors, mainly money, time and people.

We're solving that this spring by bringing on six quality interns.

We had an intern a few summers ago. We weren't looking for one. She contacted us. I appreciated the initiative and agreed to interview her. After coffee and a chat, she came on board and handled various tasks and we couldn't have been happier.

So, we decided to try it again, albeit a bit differently. We decided to go after an intern or two, instead of waiting and hoping they'd find their way to our doorstep. We thought we'd maybe have one or two college kids show an interest, have one take us up on the offer, and put in about five hours a week taking care of various, routine details.

Instead, we were blown away. And now, we've got a half dozen interns, all taking on new initiatives, all highly qualified, providing the equivalent work of three extra, talented people. Here's how we found them:

It Begins With a Network
We didn't use Craig's List or post flyers around campuses. We went straight to professors and directors of career centers and asked them to send students our way. Because I'd spoken to several college classes over the last few months, I already had a network in place. And, I mentioned the internship each time I spoke. Because I mainly speak in business and entrepreneurship classes, I knew I had a good chance of finding a motivated and creative student. If you want talented students, then ask your professor contacts to send you talented students. If you don't have professor contacts, then you need to get some, starting now.

Don't Give Them a Job Description
Click here and you can see the one-pager (PDF) that we sent out. We technically call the position a Social Media Intern, because that's what we thought we were looking for. As you can see, the description is vague. That's because we were flexible and open to anyone showing an interest. There is no way that you can make up for initiative and hunger. I'll turn down an unmotivated, super-qualified person for one that's energetic and untested.

Do Give Them Money
As you can see, we pay our interns. That's because all interns should be paid. And that's because they're doing work that is worth something. If you have interns that aren't doing worthwhile work, then why do you have them? Better yet, why does this work even need doing in the first place? Offering to pay interns means you'll get more and better applicants to choose from.

Let Them Work on What They Love
Each of our interns is focusing on a task or area that excites them and is in a direction they hope to go for their career. They don't expect a job offer from us come May. But they do expect a hell of a resume line when it's time to apply elsewhere. So, we have one intern working in product development, one in media relations, one in social networking, one in content development, one in marketing, and so on. Some of these interns should be working at PR firms or larger companies in town. But we snatched them up because the work here is more exciting. And no one gets anyone coffee. Coffee here is free and is only about 8 steps from the farthest chair.

Currently, the CPC staff numbers 3 people. We're tripling it in one week (when everyone starts). And, we expect to more than quadruple our reach and effectiveness. It's bound to happen when you've got an entire team of curious, unique and dedicated people.

I'll never forget the guttural moan of the woman across the aisle from me, in seat 26D. It was nearly primal, a combination of bass, regret, woe, shame and despair. I can't blame her. I'd do the same thing if I realized I was at 15,000 feet on my way to the wrong city.

I was returning from my first trip to another country. I'd been in Chile visiting my aunt, uncle and cousins for a week. I'd made my way back from Concepcion, gone through customs in Dallas, and was ready to see my parents and sisters again. I was 17 years old.

Back then, in Dallas, they boarded two flights through the same doorway. Once you got about halfway down the corridor, you were supposed to follow the appropriate signs to your designated jetway in order to board your plane.

That day, the flight to Nashville was leaving out of 34A, which was accessed by turning left. And the flight to Cleveland was headed out of 34B, to the right. Guess who wasn't looking?

We had just passed through 10,000 feet which meant it was safe to turn on approved electronic devices. Then the captain came on and voiced the usual flight time, temperature at our destination, and offered us a hearty welcome and a happy flight to Nashville. And that's when it all clicked for her.

She rapidly pressed the flight attendant call button. And when the attendant appeared, the conversation went something like this:

Where are we going?
To Nashville, ma'am.
You mean we're not going to Cleveland?
No ma'am.
[Awful moan sound.]

There are a lot of reasons that she ended up on that plane that day. And while there's no need to necessarily question the flight attendant each time I board an aircraft, I am reminded of this woman's plight when I hear of people who end up working for companies they're not proud of, seemingly stuck in jobs they hate and feel are devoid of meaning.

This was the topic of a discussion I led for a class of Vanderbilt students this past Monday. These sophomores and juniors are busy thinking about the kinds of companies they'd like to work for one day, and are currently writing a research paper about organizational fit and how they might align with the mission and values of a future employer. Each student is to research a company and analyze how it operates, works, and even changes.

While I primarily discussed how as a social entrepreneur I've been building a mission-driven or values-based business the past two years, I also offered them some simple advice on how to determine in an interview or inquiry process whether or not a company is aligned with their individual values.

Here are three questions you can ask to see if you and a potential employer are on the same page when it comes to values:

Where are we going?
Had my fellow (accidental) passenger asked this question before take off, she'd been in Cleveland a lot sooner. The same goes for you if you're looking to find meaningful work. Ask the interviewer where the company is headed. Get a feel for the focus of key leadership. What's the destination - the land of big profits, no matter what? The improvement of the local community? Job creation? A better and cheaper cell phone? Better relationships with clients? Where is it that the company is going? This can also be a way to tell how the company measures success.

How are we getting there?
What tools will be available to you as an employee? How does the company use and value teamwork? Are corners cut? Is speed important? How is the company seen in the local community? What vendors are used? Yes, the destination is important, but the how can often be as important as the what (or where).

Who's coming with us?
How are new employees brought on board and trained? How are new customers acquired? How do people learn about the company? What's the learning curve? Will I like the people I work with?

By imagining your future employer in this travel-based sense, you'll get a good feel for whether or not you mesh in terms of values. Every company needs to make money to survive - that's understood. But how it makes it and what it does with it and how it understands its customers and employees will say a lot about whether or not you'll enjoy your job and if it's a good organizational fit for you.

No one wants to be 15,000 feet in the air, headed to somewhere they don't want to go.

Hospitals might be the only place where life is seen in its extremes. Happiness and sadness coexist in hospitals. Deaths and births happen simultaneously. In fact, if you want a more poignant portrayal of this idea, watch Scrubs.

Helena, Arkansas is also a place where death and birth happen on nearly a daily basis. And while physical deaths and births happen here, I'm focusing more on the death and birth of dreams.

Helena is situated the 12th poorest county in the United States, as measured by a percentage of people living below the poverty line. What was once quite a town in its heyday now features a downtown that appears as though mortar shells were dropped on half of it. Once regal houses can be bought for a steal. The factories are closed and jobs are scarce, especially ones that pay a decent wage and allow someone to save some money.

This is all made more depressing by the fact that Helena sits in the shadow of Tunica, Mississippi. You drive through the gambling and casino capital of the south to get to Helena, and just after you pass the last casino, the roads get a little bit worse, the landscape is no longer dotted with new structures and flashy billboards, and just by crossing the river, it's like you're in another world entirely.

The dreams that die in Helena each day are plenty. A woman has to miss work to take care of a sick child, so she gets fired. Her dream of a better life with steady work now has to be buried. Another young woman did well in school, but soon saw no reason to go, as she lacked support from teachers. She now sells drugs. Her dream of being valued for her mind is dead. There's a man who used to work at the factory. The factory left because it was cheaper to move it, so he's jobless. His dream of a happy retired life in the same town he was born in is dead. A young man got a job at the new Wal-Mart. He doesn't have enough money to open a bank account yet, so he has to cash his check at a liquor store. The fee for that means he essentially worked one full hour last week just to have access to the money he earned. His dream of having enough money to better his own life died.

More dreams are killed everyday. Mothers' dreams for their daughters and sons are murdered when these young people see the potential income to be earned by selling crack in a small town. Racial tension kills the dream of building an equitable future in Helena. And the dream of attending college is shot down by an underfunded and inadequate public education system.

Helena's dreams are clearly on life support at best, and continue dying each and everyday. Thank God for those who are willing to come in and give birth to new dreams.

Educational options like KIPP and other organizations like New Hope and Open Hand have given birth to new dreams for countless individuals in this forgotten county. Micro-enterprise and social entrepreneurship have been introduced into the local vernacular. As such, women who once sold drugs now make earrings and realize they can earn more by diving into a passion of fashion and jewelry then they could by hustling dope. This tiny co-op of earring makers allows women to purchase the materials needed and make beautiful jewelry, which they can then sell at a profit. A percentage of the profits goes to the nonprofit organizing the endeavor, a percentage goes to the group co-op fund, and the women get the rest. Some can make as much as $20 an hour. Talk about a new dream, born and now walking, getting ready to run and grow as fast and as big as ever.

There's the manufacturing enterprise that's getting off the ground, aiming to be the only green certified maker of insulated wall panels in the Delta region. It puts people to work and is producing a usable product that is safe for the environment. There are the bookcases you can buy that will also provide for a bookshelf full of books to a needy family in order to promote literacy in the community. There are the community gardens that provide much needed organic and nutritional vegetables to those without access to proper diets.

At first glance, when you look at Helena, you'll see a lot of dreams that are dying. But if you stick around long enough, you'll see just as many dreams being born.

They say you never forget your first time. I won't forget mine. I was a junior in high school. And even then, I knew that it deeply mattered who you did it with.

I'm not sure when most people do it for the first time. I'm sure there are tons of studies. But for me, I knew the time was right, and so did my partner. In fact, the idea had been there for some time, so it was almost like we couldn't not do it.

I’ve heard that some people never do it. Maybe they can't find the right person. Of course, this further cements my theory that it matters who you do it with.

And before we go any further, I should clarify. I'm not talking about sex. I'm talking about starting something.

Junior year, Jacob and I had an idea. We had a group of friends who all either went to church or school together. We wanted an authentic expression of our young faith – something that went beyond regularly scheduled church activities. We wanted something that created a venue for us – and people like us (kids our ages) – to ask deep questions, comment on our personal spiritual journeys, and enjoy the outdoors.

So, we came up with an idea to get a group of folks together to meet at a picnic shelter in the park on Saturday nights during the school year. We'd grill out on a Coleman camping grill, some people would bring burgers, some were in charge of condiments or drinks, and others simply brought some friends and themselves. We'd have a theme for discussion, sing some songs and dismiss quietly and obediently into the night.

To get it off the ground, I remember Jacob and I being so excited to start something – something that was real and needed. Something that other people wanted to be a part of. Something that had the potential to continue indefinitely.

And so, to get it launched, we talked it up. Jacob and I spread the word. I wrote letters to adults I knew and we actually raised $300 to get some of the necessary supplies to get it started. And while it was exciting, fun and important to us, through the experience, I first learned that it matters who you do it with.

For us, our Saturday night gatherings were easygoing. They were never really stressful. Above all, they were fun. Sure, there would be deadlines and a bit of pressure in coming up with the week's theme, or having to run to the grocery store at the last minute to get something we forgot, or that time I had to go back to the park close to midnight because I forgot Jacob's handmade stool at Pavilion #12. But in all that minimal amount of stress, Jacob and I were able to work together, support and encourage each other, and make sure that we kept doing what we were doing. Indeed, still to this day, I credit Jacob with being the one who has helped make me the speaker I am today. We had the kind of relationship that saw us through the organizational requirements of starting something; and we had the kind of friendship that made us better people, because what we started wouldn't be all we ever did as people.

Had I tried a similar initiative with someone else, we might have had the same results (attendance, income raised, success stories), but there could have been more stress. It might not have been as meaningful for me personally. I could have been turned off from starting anything ever again.

Fast forward nearly ten years later. After searching for nearly three years for a church to call our own in Nashville, my wife and I decided to create the community we sought. It was hard at first. After we announced that we were starting a faith community and invited people, we sometimes sat alone in our house. Sometimes only a few people came. And now, over two full years into it, we've got a group of about 12 people, who meet each week to encourage one another, speak honestly about faith and dream together about the good that can be done in the world, starting with a dozen people who dare to meet with one another for that very purpose each week.

Again, if Lynnette weren't the person to take this journey with me, I might have closed the thing down a while ago. If the person I love more than anyone else weren't the one with whom I traveled on this journey of leadership and outreach, well then, it might not even be worth it. And if our friend Mark didn't join in with us, who knows where we'd be?

And, what seems to be the epoch of my entrepreneurial life thus far, CoolPeopleCare would not be what it is today without Stephen Moseley. We wouldn't continue to operate and grow without Malinda Moseley or Michelle Andrade. For us, the team helps shape the direction of the organization. It's that important.

When things get tough, when money gets thin, when questions get asked, when horizons get bleak, when sleep gets missed, when travel gets long, when rejections get sent – what keeps us going is often each other.

In reading and learning more and more about venture capital and the world of investing, you'll quickly see that many individuals and institutions often invest in good teams. And this often means people with great track records, years of experience, and many lines and highlights in their resumes. And while that's all well and good, I don't think I'd trade CoolPeopleCare's lack of experience for a mountain of experience that could be found in some people who aren't able or willing to get in the trenches with you and sit and sulk when that time comes.

What works for Stephen and I – and what works for Lynnette, Mark and I, and what worked for Jacob and I – was a commitment to the same ideological vision. Unfortunately, this is something that isn't often discussed in many entrepreneurial circles or in startups. Because when times get tough – and they will get tough – you have to remain committed to the bigger idea, the bigger vision and values that got you to take the risk in the first place.

A few weeks ago, a close friend of mine was telling me about a business she is thinking of starting. A registered dietician with a few years of experience, she sees a great opportunity for her and her passion, especially if she couples it with another person's expertise. She and this person have thought about going into business together. However, she has one hangup: she doesn't really like the guy that much. And nether do some other people. So, she's torn: on the one hand she could be successful and make a lot of money. But, she could also not enjoy the very work that's bringing her the success.

So I told her, "It matters who you do it with. Because at the end of the day, if finances are tight, if there are disagreements, or if things aren't going as well as you hoped, you want someone on board with you who you enjoy being with. You want someone you can stand to be around when the picture isn't so rosy. You want someone who can stay true to the vision and encourage you to be the best you."

Besides, if it's as good an idea as she thinks, she'll be able to find someone who fits that bill, and she won't have to settle for someone who's not worth it.

The folks at Xigi, which helps folks discover the capital market that invests in good, reviewed CoolPeopleCare today. It's an objective analysis, which we appreciate, and also provides some good insights and ideas. Check it out here.

One of the most important skills you can learn in life is knowing when to quit. Unfortunately, this skill is rarely taught in schools of any type, and there are not many books on the subject, either.

So, grab a sit and get ready. This is your education on quitting.

A few years ago, a few friends and I were thinking of starting a coffee shop in our neighborhood. We live in an urban neighborhood, and many similar communities in Nashville have some sort of java shop. It seemed to be a gaping hole in our growing neighborhood, so three of us got together and began to do our research in pursuit of this caffeinated dream.

We did the math, looked at real estate, interviewed those who had done similar things in other places, and began to plant the seeds of our new venture.

But, about three months later, we pulled the plug.

I'm glad we did. Not because we couldn't have been successful, but rather because it was a better decision personally (and for each of us, collectively) to stop the pursuit at that point and move on to other things.

One of the people I spoke with while planning this escapade was a mentor from college. He was a business professor with a prolific resume, full of teaching gigs at important institutions. I called him and shared the idea. After explaining it, he gave me some of the best business advice I've ever heard:

Know when to quit. Set a goal, a benchmark, a standard. And make sure everyone involved understands that if you don't hit that mark on time, then it's time to pack up, call it a day, and learn from your failure. Otherwise, you run the risk of continually walking down the path to nowhere, and you'll waste time, money and energy that could have been placed somewhere better.

Our world is full of examples of those who didn't know when to quit. They carried on – all the way to oblivion. This is highlighted very clearly in the first chapter of Ori Brafman's and Rom Brafman's new book, Sway: The Irrisisitable Pull of Irrational Behavior. They introduce the book's theme by sharing the story of an airline pilot who was responsible for the worst aviation disaster in history and of a regular Joe who never sold his stock at the right time and eventually had nothing.

In each case, the individual perceived that the overall loss meant more than the immediate situation. The airline pilot took off in fog, without clearance, causing his full plane to crash with another full plane, resulting in the deaths of over 500 people. He took these drastic steps because he didn't want to face the alternative, which would have had him (and the entire plane) staying overnight because he would have been flying longer than the allowable shift time for a pilot. In other words, he ignored the air traffic control tower in order to save time and money. In reality, the airline's cost for housing all of the passengers and the inconvenience of the delay are clearly better than the reality that ensued.

The same thing happens with a guy who sells his company and is paid in the stock of the acquiring corporation. His financial adviser tells him to set a schedule so that he sells 10% of the stock each quarter until his portfolio is nicely diversified. No matter what the worth of that stock is, it's best to sell it so that all the eggs aren't in one basket. Three months later, the stock's value has fallen 15%. But instead of selling on schedule, or dumping all of it, the guy keeps it, waiting until it goes back up to its previous value. He's afraid of the loss he'll take by selling it at the moment. Of course, the stock never reaches its previous high and the guy rides the downward spiral until he's got nothing and the company goes under. He held on because he was afraid the cost of quitting was too high.

This happens a lot with political candidates. They don't know when to exit a race and do more harm than good – or at least they miss the chance to do more good than harm. It happens with people in certain careers. Take a look at Michael Jordan. He's still the greatest basketball player ever, but his final years as a Washington Wizard are an ugly hiccup on a great career. It happens with musical artists and actors who put out a few duds of a project just because they can't gracefully exit the stage.

Would you know when it's time to quit? When it's time to change jobs, having learned everything where you currently are? When it's time to admit your business idea didn't quite work and you'd be better off working for someone else? When your dreams of flipping a house didn't come true and you'd be better to unload the property, even if you lose a bit of cash?

We don't like talking about quitting a lot. It's not as glamorous as winning, and no one is remembered because they're a good quitter. We value the stories of the people whose backs were against the wall – those who didn't quit and came out better than ever.

Those people certainly deserve praise and accolades for doing a great thing and being successful. But being a smart quitter is as equally as important as knowing when to press on. Knowing that I need to fold my pair of tens with an ace kicker because a possible flush is on the board, even though I'm in for a quarter of my chip stack – well that's as equally a good decision as calling the bluff and going all in. Ultimately, you've got to be able to read the signs. And we'll do our best if we heed the professor's advice and set our limits before we even sit down to play.

Another helpful tool is to find that person who will tell you when it's time to quit – someone you trust and admire. For an example of that, read my mom's post about Big Brown.

We shared a table at the local coffee shop. THE local coffee shop. Where else would a budding and an experienced entrepreneur have chosen to meet?

After nearly two months of emailing and scheduling, we finally found a time that worked. A mutual contact suggested we get together and I appropriately followed up. In looking for investors, supporters, connections and ideas, I'll email anyone whom anyone I trust recommends.

As I read his bio online - the bio that detailed his success with several companies of varying sizes (one worth over $10 billion) - I started to wonder if I was underdressed. That's one of my great fears in life, by the way. Not that I look like crap, but that I'm not appropriately dressed for the occasion, as if I have some sort of history of wearing tuxedoes to pool parties or Speedos to funerals.

Eventually I walked down to the – sorry – THE local coffee shop in my jeans and red Lacoste collared shirt, and found myself appropriately clad for our meeting. He walked in wearing sandals, shorts and a nice Tommy Bahama shirt. After we each got our coffee and grabbed a seat, we took turns filling the other in on our current endeavors.

After the histories and visions or our companies had been shared, we each tossed out some immediate ideas for collaboration. I then forked over the business plan, since he was interested in our current financial situation and ability (and needs) to grow. He may or may not be the guy, but he may know people who could be the guy (or gal).

I shared with him a recent story related to our (lack of) success with funding. "That's crap," he said. "What they should have told you was 'We’re not interested.' They never tell you that. They tell you your financial projections aren't aggressive, the ability to scale isn't quite there, you haven't done enough competitive research, or that you need two more key team members. You don't need to go changing your plan just because one person or group gives you a laundry list of made-up excuses. Just tell them thanks and move on."

Since he seemed to be in the advice-giving mood, I asked him flat out, "What would you, a seasoned entrepreneur, tell me, a 27-year-old who’s new to this world?"

His litany was insightful and engaging. Here's a bit of what he said:

• Entrepreneurs create. I learned that as soon as I stopped being one and decided to take a CEO role at an established company. Sure, they hired me to shake things up and increase revenues, but ultimately I was hired to manage - and not to create. This was 15 years into my professional career, and even though it seemed like a logical step to take professionally, it took me out of the world of entrepreneurship and I missed it badly, simply because I wasn't creating.
• I look for opportunity. That's it. The industry doesn't matter to me. I've been in transportation, apparel, distribution, marketing and hospitality. If I see an opportunity, I'll jump at the chance. I'll learn what I need to in order to make it successful.
• I never stop thirsting for information. When I saw a profitable opportunity in logistics, I learned everything I could about that world. People said it was impossible – to be profitable with the approach I was taking. They just didn't know what I knew.
• The only other time I worked for someone else, I won an award for innovation. I was the most innovative guy in a company of 55,000. I quit six months later. Folks thought I would stay because of my accolades, but as innovative as I could be, I was still doing it for someone else. And that didn't make me happy.
• You can't do it just for the money. When I was young and just starting out, I remember when I was finally making $60,000 a year. I was floored and excited and thought I'd made it. I also remember the first year I made $100,000 and the year I filed a $130,000 tax return. I remember my first million. And my first million in debt. Numbers end up being just numbers. I pick a new course because I'm passionate about it and see something worth doing.
• When you're an entrepreneur, every sale is important. Never outsource your sales. Outsource IT or payroll or advertising.
• I'm successful because I hire well. I get the right people on board and let everyone do what they do best. That's it.

I never took a business class in college, but firmly believe my hour over coffee today was enough education to last for a while. At least until I get another morning with someone willing to share what they've learned.