If you do what you love:

• You will be good at it.
• You’ll be able to work for longer periods of time.
• You will be happy.
• You’ll get better results.

If you do what you’re not good at:

• You’ll do a poor job.
• You’ll get tired easily.

Good managers delegate to strength, not to weakness. Smart entrepreneurs do only what they’re good at and subcontract or delegate that which they don’t do well themselves. Adlai Stevenson said,

“It’s hard to lead a cavalry charge if you think you look funny on a horse.”

Likewise with Relationships

If you don’t like someone, your business with that person won’t go well. The relationship will be weak, flawed, and subject to communication blocks, misunderstandings, and stress. Games will be played and excuses made, respect lost and objectives sacrificed in the name of peace. Work ONLY with people whom you like, trust, and respect. Those strong relationships will carry you to your goals faster. Albert Einstein said,

“Great spirits have always found violent opposition from mediocrities. The latter cannot understand it when a man does not thoughtlessly submit to hereditary prejudices but honestly and courageously uses his intelligence.”

Awareness Requires Introspection

In order to accomplish the above two objectives, doing only what you’re good at and working with people you like, trust, and respect, one has to do some introspection, some self-analysis, some gazing at a mirror and examining of the past.  What didn’t work in the past, and what did? When you objectively review your past performance, you will see the above two success criteria becoming blazingly obvious. Be aware of your strengths and weaknesses, and of whom you’re working with, and adjust your battle plan accordingly.

Time Reveals Ones’ True Nature

Also, realize that people change. They either reveal who they really are over time (the mask slips, and you realize that the jolly old friend is an evil old fiend) or they change their attitude and choices as their true nature starts finding a way out. One can only behave contrary to ones’ real self for a period of time; the act wears thin. Rika says,

“When someone shows you who he really is, believe him.”

When you see that people are not who you thought they were, or that they have changed, remove them from your life as soon as possible, or suffer the consequences. Replace losers with winners. Herbert Swope said,

“I cannot give you the formula for success, but I can give you the formula for failure: which is: Try to please everybody.”

Your first responsibility is your objective, not making losers feel good.

Where Are You Headed?

With the above in mind, perhaps it’s time to look at what your business will be like in a few months’ time.

1. What do you love doing and do really well? That’s all you should be doing; the rest should be delegated, subcontracted, or removed from the picture.
2. Who do you really enjoy working with, people you like, trust, respect, and can rely on to do exactly what they promise, when they promise to do it, and much more? Who goes the extra mile, and doesn’t need constant motivation, managing, and manipulation? These people should be rewarded and protected from the underperformers. and parasites. High maintenance people become a real pain in the neck and slow your progress.
3. What is the ideal picture with the most benefits and profit, along with the least risk and frustration?

Good leaders constantly reevaluate and adjust their action plans and tactics in order to achieve their objectives. The know themselves, and they’re very realistic about their fellow soldiers. Study Churchill, Montgomery, and Patton, and you will see master strategists at work. They’re not addicted to their tactics, and they are strongly committed to their objectives. As the leader of your business, success is not an option; it’s a responsibility for the sake of yourself and your good people. Churchill told us, “The price of greatness is responsibility.”