Pursue the Passion

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INDUSTRY ARCHIVE: Business, Management & Administration

Jennifer Baum

Jennifer Baum, Founder and President, Bullfrog & Baum

January 9, 2009 | by brett | Permalink

Noah and Zach are at the offices of Bullfrog & Baum, a PR firm Noah describes as a marketing sweatshop. Jennifer Baum is the owner.

Basically, my very first job out of college was in PR. I always loved the idea of selling an idea to someone else. I left that and went into the restaurant industry for probably ten years on and off with a break to go to business school, where I got my MBA in finance and management.

I worked in the restaurant industry for a long time. I had a MBA in finance and management. I did a big corporate bank for almost a year. And left to go back into the restaurant industry. And then after several years of restaurant management and operations I started this company.

How did that lead for food and PR?

I always had a thing for food. Even when I left Beauty PR, I moved down to Philadelphia and I started getting my masters in nutrition. So I was always into food and the idea of food. To support myself in Philadelphia, I took a job in a restaurant. The rest was kind of history. It just fell into place.

I remember when I started my banking job, because after business school and their executive training program, everyone sat around in this big circle and was asked to tell everyone something about yourself that no one else will know. I said, ‘I could tell you any great restaurant and where to eat.’ I knew everything about food and restaurants.

Somewhere along the line it just got under my skin as a passion. I loved working in the restaurant business. I always say that you don’t choose the restaurant business. It chooses you. Because no one opts to work 100 hour weeks for no pay. It’s just something that you’re cut out for.

When I was able to, in the back of my mind, put all of the things that I loved to do together, it was like a revelation for me.

You’re part of a pretty interesting New York food family.

I’m married into an interesting New York food family. My husband’s father is probably one of the most well known restaurateurs of this century. I guess of the 20th century. He opened in his lifetime, close to 200 restaurants. The Four Seasons is still around. He opened that when he was with Restaurant Associates. He was one of the beginning partners in Restaurant Associates. The Broserrie. He opened not in it’s original state right now, but the Four Seasons for example has been landmarked in the interior and that was his project.

Restaurants that we are all too young, not me so much, but you are definitely too young to have known, but restaurants called La Fonda del Sol, Form of the 12 Caesar’s. He was one of the first to bring real experiential dining to the forefront and he used famous architects and designers in the 50’s and 60’s. So it was way before people were doing it now.

Outside of the obvious connections that’s allowed you, how has that helped and hurt what you do professionally?

It doesn’t hurt, at all. I will say for the people who knew my father in law or know of the family, it’s great. A lot of people don’t. A lot of people I deal with are very young. They don’t necessarily know who he was. So it’s kind of a non issue. But the people who know, it’s just a nice connection. But, I guess with a certain generation of writer or restaurateur, it’s very helpful. Because they knew him.

But the young generation of people, there’s so many young food writers. Unless they are really knee deep in the historical bases of restaurants in this city and in this country, they may not even know who he is. But it’s not bad in any way.

What’s been the hardest thing to overcome in getting to where you are now?

What have I had to overcome?

Is there a point of miserable failure at any point? Is there a time where you didn’t think it was going to work out?

There have never been points of miserable failure. I mean, look. Women lose clients all the time. There’s always increased competition. Expansion is always hard and painful. But I think that’s, and the one thing that I kind of wake up sometimes and I’m at a point where I’m in need of pulling back or moving forward. There are times when both feet are on one side, and there are times when one foot starts to move over that next line.

That’s when I take it very seriously. I may start losing sleep at that point about ‘What am I going to do know to either pull back or take that next step?’ So there are times of internal struggle. Increased organizations and increased systems. I think the hardest thing has always been growth. In that you want to stay small and you want to feel small, and at the same time, you want to grow a little bit. Not too much, but you want to grow. And you have to have more systems and you have to be slightly more corporate in order to grow. I try not to be too corporate. It’s hard.

I mentioned to Valerie when I walked in here that it looks like a marketing sweatshop.

It does look a little bit like a marketing sweatshop. I kind of like that.

Granted there isn’t a master standing over everyone, but you have people running a bunch of emails, and then you have 40 people running a bunch of emails.

I always say I have 25 employees. I say 25, which I think is right. We have 2, soon to be 3 in our L.A. office. We have the balance here. That includes a full time graphics person and a full time bookkeeper. We’re looking to hire another staff writer. So we have those kinds of full time support people that as, in the business world, are not income generating. But they support us so that we can be income generating.

I don’t have an assistant. To me, that’s the ultimate luxury. I probably should get an assistant. I would probably still keep my own calendar. I have a client who is very, very successful in a lot of industries other than the restaurant business and he keeps his own calendar.

The problem is when they’re dealing with, there would be some personal stuff on that level, you’d want to pay them. Someone taught me a long time ago that you get what you pay for.

You know, I definitely need an assistant. And that’s in the five year plan.

We have two guys. And apparently we’re getting a part-time graphics person who is a man. There aren’t that many men in this industry.

What is this industry?

This industry is the public relations industry as it applies to the hospitality industry. As well as we did just expand into a lifestyle division. So we have some beauty accounts and lifestyle expert accounts. We just landed a big fashion account. So we’ve expanded a little bit. The core of what we do is hospitality.

Are there a lot of companies that work in a niche industry like hospitality?

There’s huge firms and there’s niche firms. It depends on who the client is. There’s Kraft that goes with an Eddleman or Rubenstein. The big, big, well established owned by mega company PR firms. I’d love to have one of those clients because I think we’d do just as good, if not a better job. Because they’re paying the rent. That’s what I always say to clients. You’re not paying the rent, you’re paying for the manpower and intelligence.

In what we do with restaurants and spirits and food service, yeah, there’s a handful of companies that really specialize in that. And then there’s a handful of offshoots of those companies. Because don’t we all know that in order to start a PR firm, all you need is a phone, a computer, and a dining room table.

A writer said to me the other day, she asked me how many people worked for me. She must have received a notice or an email that someone had started a PR firm and she said, ‘People just start PR firms all the time.’ Because you don’t need to have this whole thing. But then you’re going to work with a certain kind of client who doesn’t want all of this.

Our last official question is what’s a single piece of advice that you would offer yourself at 22?

Well, I happen to have a step daughter whose 24. She’s kind of going through what you’re talking about. She graduated and is a year and a half out of college. The one piece of advice I wish somebody had told me was that this first job is not forever. Because I think that so many young people…I have two friends who knew exactly what they wanted to do all through college, and when they got out of college, they’re doing it. One is a news producer at CNN and the other is a PhD psychologist. They both have always known that’s what they were going to do. There’s not another person I know that I went to college with who is doing what they thought they wanted to do. Or set out to do, or is still in their first job. That’s rare. I just wish someone had said to me that it’s okay to not know what you want to do. That’s one thing.

The other thing is if you know what you want to do, I would probably recommend working at a big firm for a little bit before you set out to do it on a smaller scale. I sometimes wish that I had worked for one of the big PR firms early on in my career. Because I think that the challenges that I faced and the things I have found to be difficult as a small business owner, I might have learned early on. But I’m not very good in a corporate environment. So it was never going to happen.

I don’t do well with dressing like an adult.

I just never did well with someone saying, ‘This is your job. Boxing me in. This is the only thing that you can do.’ One of the things that when you come here, you are not relegated to a corner where all you’re doing is media monitoring and filing. We have an assistant who just started and she’s already on the phone making follow up calls to media. That’s unheard of in a big company.

So, I could never do that corporate thing.

In PR like this, do you have to be methodical in how you choose clients? Have you ever gone to a restaurant and their food just sucks? Do you try not to select those types of people? Or is it not your job to worry about that?

No, it is my job to worry about that. When I started my company my husband gave me an incredible piece of advice. He said to choose your clients. Don’t just take clients because they’re willing to pay. Because you are only as good as your clients and the people who work for you. That’s it. Because every day, it’s not me. I’m out there, but so are all these other people. And my clients are out there. Someone asks them who represents them, they’re going to say I do.

That doesn’t mean we haven’t had issues with food. If it’s an unknown entity, we try to taste their food before we take them on as a client. There have been issues and there have been times where I had to release a client or they’ve released us when it’s not working. This is a very personal business.

Do you have the type of relationship with a client where you would say to them that the food’s not that good right now?

Yes. We don’t use those words, but we give lots of feedback. Sometimes they listen and sometimes they don’t. It really depends on the client. We have these very well established clients who are not going to listen to us. Or they’ll pose a good argument for why they don’t want to listen to us. And we’ll have clients who take what we say very seriously. They will listen to us, and then we have a combination of the two.

We’re not gratuitous in our commentary. We would never say the food is not good. What we would say is, ‘This dish is too rich. Or this dish could use more acid. Or this is too salty.’ We give them very specific reasons for why the dish isn’t working for us. And we say that with a lot of people’s input. I may not like a particular thing, and I will say that I don’t particularly like this dish. But that doesn’t mean it’s bad. My husband would love it, but it’s not to my liking.

There are things that are across the board. ‘This is too salty. It’s not salty enough. It comes out too hot.’ Menu writing. We work on menu writing. We give a lot of feedback.

I have a pretty cool job. I like coming to work every day. We have a cool job. But it’s not all glamour. It’s a lot of hard work.

I think from the outside, people see what we do and think it’s the greatest job in the world. And I think it is a great job. And people who work here love it. But it’s not all going out to parties and going out to dinner. There’s a lot of work.

Writing. Relationship building. Programming. Marketing. There’s a lot of work.

Is it those contacts that are the most valuable thing?

The contacts are extremely valuable. One of the things a lot of PR firms don’t do is think strategically enough. Meaning, they grab at what’s there. They go after what’s right in front of them. If you have a client that anticipates being around for a very long time, if you just grab at what’s there, in the beginning, you’re going to miss out on what could come.

So what you need to do is say, ‘Okay. Here we are at point A. This is where we want to be at point B. That may take a year. This is what we’re going to do over the course of the year.’

We have a client who we started working with almost three years ago. He only wanted to be on TV. Last year, because of layers of the work that we did, he was ultimately spotted on a TV segment that we placed. He got to be a host of a TV show. He’s fantastic. But it was a long process.

If we went right out as soon as we started working with him and went to get him on TV, it wouldn’t happen. He didn’t have the where with all. He didn’t have the national recognition. He didn’t have all those other things that he needed to have in order to be thought of for a TV show.

I don’t really like to promote myself. But I think it is good to promote myself so a company or a publicist knows that the New York Times or the New York Post or CNBC will come to me for advice or my thoughts or my opinions. That’s when I’m quoted. I was just quoted in the New York Times Fall Preview issue. It was really about how people want to eat now. That it’s not so much fancy, wear a jacket type of dining. That doesn’t mean it’s about any less quality. It means that people don’t necessarily want to get all dressed up to go out and eat now. But they still are willing to pay the same amount of money. They just want to do it in a more casual environment.

Blue jeans are acceptable garb to go out to dinner. If it was all Levi’s, it wouldn’t be the same. But $200 blue jeans? I mean people in New York eat out 3-4 times a week. That’s how they want to eat.

Cindy Dach

Books, Arts, and Odd Routes with Cindy Dach

July 31, 2008 | by brett | Permalink

Cindy Dach is the General Manager of Changing Hands Bookstore in Tempe and can be credited with creating First Friday events in downtown Phoenix .  In addition to maintaining these vibrant communities, she’s inadvertently developed a skill for dry walling.     

I had this advice from a very cool, radical grandmother about always taking this odd route.  And I do think I ended up coming back to that advice.  

When I moved here, I did not like living in Arizona .  Because of the sprawl, it was really difficult to meet people here.  It’s hard to find the “like mindedness.”  I basically hated it.  Every time I had to renew my registration, I would say, “Okay.  I’m on a two year plan.”  Although, for my first six years, I only renewed it for one year because I was convinced that I was going to leave.  

Then I realized I didn’t know where to go, where life would be that different.  Because in many ways, we live the same lives in different places.  We watch the same TV shows, we eat the same type of food.  And we find our network of people.  It was more up to me to find the life here.  

I got very involved in this growing arts community in downtown Phoenix .  At the same time I got very involved in what my passion was, which was working in a bookstore.  By following the things that I enjoyed most, which was the arts community and books, I was able to find a community.  

I ended up buying what were former crack houses and turning them into art spaces. What’s interesting is that we put more money into fixing them up than the actual purchase price for the building.  That got so popular that we opened a second arts collective down the street.  And a third.  We bought another building that the contractor said looked worse than Baghdad .

Taking a step back, I’m not a trust fund baby.  The way I did it was in a very unconventional way.  At the time, I was getting lots of credit card offers with zero down.  So I actually bought my first building by taking all the money off a credit card, and then refinancing the building six months later to pay back the credit card.  I don’t think that option exists anymore.  

My view now is that Phoenix is the right city at the right time.  It’s a catalyst.  There’s so much happening here and there’s so much opportunity.  First Fridays are one of the largest art walks in the country.  And we can’t find it sitting on our couch watching Survivor.  We can’t always find it in the bar.  But we can find it by engaging and stepping outside of our comfort zone.  I think you find an interesting life here if you do that.  

Every couple of years I look back and I’m still surprised at where I ended up.  Like General Manager of a bookstore?  I kicked and screamed that I swore I never would be doing that.  But it’s like every year you get smarter and you learn things and you face a new challenge.  

So I no longer say, “I have no idea what I’m going to be doing when I’m 60.”  I’ve been lucky enough to find something that gives me passion in both my personal and professional life.  My daily life is pretty amazing.    

Susan Krane

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July 9, 2008 | by brett | Permalink

In a building that looks like a giant Cheeto, tucked away in a corner office adorned with artistic works, Susan Krane scrolls over financial numbers for the fourth time of the day. The fiscal year end is only a week away, and she’s been preoccupied with making sure pledges are confirmed and revenue projections are accurate.

It’s not how you would expect the Executive Director of Scottsdale Museum of Contemporary Art (SMoCA) to be spending her time. One might expect her to be attracting artists like Pae White to show off their exhibits to Scottsdale’s curious, creative crowds. Or one might expect her to be smoothing out last minute details for the following night, when fire twirlers, fashion show models, and contemporary art exhibits will entertain stylish SMoCA night attendees.

But then again, art is about looking at the world in a new way.

As a college student, Susan found an interest in art after finding it was the best way to get close to anthropology without having to dig in dirt. Art offered history, religion, biographies, stories, and a visual mesh of material and culture. Susan pursued her artistic interest in school through volunteer opportunities. Out of school she landed low paying jobs in museums that paid dividends to her enjoyable lifestyle.

“For me, there’s nothing worse than routine,” Susan said to us in our interview that started when the majority of work days conclude. “I would die in a job where I had to come in at nine o’clock and leave at five o’clock to do the same thing everyday. Some people thrive on that routine. I think you just have to know yourself.”

With decades of experience in the industry, Susan learned that self made habits can be a blinder for appreciating contemporary art. “If you expect art to be a painting in a frame on the wall,” Susan said, “or a sculpture that sits on a pedestal, your expectations are not going to be met. If you expect art to look a certain way, if you think art does only one thing, that’s just what it will do.”

Art is special because it offers us lessons we sometimes would not recognize without leaving preconceptions at the door. For example, Susan said that people sometimes only look at art validated by history or the market. The prestige of art in the marketplace is what makes people care about the work.

The same can be true for career choice. People sometimes only look at the careers validated by their parents or the job market. People go for prestige in a job instead of a job they’d care for. People expect work to look a certain way and do only one thing. This is when expectations are not met.

Walking into a job search without these self made habits, just like you would walk into SMoCA to appreciate the art, might leave you with more questions than you came with, but it will ultimately get you outside your parameters and into a job you’ll love.

Susan, for all the times she picked the phone and submitted proposals to foundations, received an unexpected letter the day of our interview. It was a $10,000 gift in honor of one of SMoCA’s volunteer tour guides.

The best things always come when we’re outside our parameters, without preconceptions.

Steve Cody

Stretch the Line, From Bottom to Punch

June 20, 2008 | by brett | Permalink

Steve Cody, the co-founder of the public relations firm Peppercom, has a unique answer to anyone who asks him the number one cocktail question. His answer starts with his passions but leaves the door open by informing the questioner he is in the public relations field.

For example, Steve’s opening answer would be something like, “My passions are stand-up comedy and mountain climbing. I’m training to climb Mount Kilimanjaro in December. I also work in public relations.”

If the questioner continues to inquire about the public relations field, Steve tells them “I work for a mid-sized public relations firm in New York.” If they ask which firm, he says “Peppercom.” If they ask what he does there, Steve delivers the punch line, “I own it.”

Steve’s point is to not let the job define who you are. When I asked him our standard question to conclude the interview, he told me at 22 years old he was too conformist. He worried about what people thought of him.

“Don’t wait to stretch yourself,” Steve would tell his twenty-two year old self. “Now I’m doing stand up comedy and improv. I’m mountain climbing. And this is all in the last year. The more you stretch yourself, the more you challenge yourself, the better person you are going to be and the more respect you’ll get from others. That’s the number one thing I would do.”

Jim Sherraden

Manager and Janitor

June 4, 2008 | by brett | Permalink

Hatch Show Print is one of the oldest working letterpress print shops in the world, having been around since the invention of the light bulb. The shop is now a division of the Country Music Hall of Fame. The technology used today is the same it was when the shop opened in 1879. It essentially consists of taking hand crafted wood blocks with carved images and printing posters, using one color at a time. It’s a place where the designer is the printer and the printer is the designer. We made our way past the tourists, walking on the worn wood floors to the counter and asked to speak with Jim Sherraden, the manager and janitor of Hatch.

Jim is a native of Salina, Kansas and would be a great extra in a cowboy movie. He has a thick goatee with hints of emerging gray hairs. Mysterious, dark brown eyes challenge anyone they settle upon. He speaks with conviction and honesty, not only about his passion for Hatch Show Print, but about his life.

Leading us to the back of the shop, where thousands of designs imprinted on wood blocks are chronically ordered like books in a library, Jim began the interview by describing how he came to Hatch.

“I’m not lying when I say this,” Jim began, “but I came to Hatch at a time where I needed Hatch as much as Hatch needed me.”

Jim had no direction in particular while finishing up his schooling in his mid-twenties. As a waiter, Jim pursued his passion on the side by convincing a restaurant to display his wood cuts and linoleums. A Vanderbilt professor saw the quasi art exhibit and got a hold of Jim, saying he had to check out a dying poster shop before it went out of business. Jim visited the shop and instantly fell in love.

Feeling he could rescue the business from going under after operating for over a hundred years, he wrote the owner a proposal with what he felt he could do.

“Now here it is in 2007 and I have you guys talking to me, being two of over forty thousand people that come here a year,” Jim proudly stated.

Even in 2008, Hatch Show Print faces challenges of holding onto outdated technology while remaining profitable. When questioned about what he would do if the shop were to go under, Jim provided a thoughtful response and one of the most interesting answers we had heard.

“If the shop went away tomorrow, I hope I’m in a place where I could accept that. I think I am,” Jim said, pausing a moment to grasp the thought. “I don’t want it to happen. That same appreciation for history, both living and lost, is what I have knowing that I enjoy every day while it is living, and will have known that I enjoyed it to the fullest, if ever it becomes lost.”

“You can’t go back and wish,” Jim continued in his heartfelt manner, “I can’t get upset about history lost, knowing that I am in the process of making tomorrow’s history today.”

What Jim said to us struck me as profoundly important. This simple lesson easily applied to our tour, but was more significant to how people go about their everyday jobs. To say you enjoy your work while it occurs, and to know you enjoyed it to the fullest if it ever ceases to exist, is the pinnacle we all hope to reach.

Dave Santucci

Second Guessing Law School

May 8, 2008 | by brett | Permalink

Dave Santucci wanted to be a lawyer when graduating from Emory College (the Harvard of the South). He informally interviewed ten lawyers and asked them if he should pursue a career as a lawyer. Nine out of ten of them said he should consider an alternative career.

An internship with CNN led to a job as a producer. A highlight in his seven year career was going on a zero gravity simulator while reporting on science, space, and technology at NASA.

Now Director of Communications at the world’s largest aquarium, the Georgia Aquarium, Dave dives with whale sharks once a month while handling all communication issues. Quite a different life had he not talked to those ten lawyers.

Jesus Delgado

The American Dream

October 23, 2007 | by Noah on the writeup...Zach on the Video | Permalink

Jesus Delgado-Jenkins, founder and president of JNI, LLC, knows something about hard work and commitment. As the son of Cuban immigrants who instilled a great deal of patriotism in their son, for his new country, Jesus attended West Point and served in the United States Army for five years. Entering the private sector, Jesus immediately began to excel in the world of business turnaround, where business are acquired and streamlined to reach their maximum potential. Jesus points to the mentors under which he was able to work as helping to shape him for his future, individual endeavors.

From 1999 through 2001, Jesus began to look carefully at his own opportunities, but never closed a single independent deal. This proved fortuitous when, after 9/11, Jesus felt obliged to serve his country. In two years at the United States Treasury, Jesus advanced to become the CFO of the Treasury, overseeing account volumes the likes of which most businessmen never see. He calls the numbers “humbling.” After two more years of public service, Jesus once again entered the private sector, this time with a better grasp of economics on a global scale.

Now, Jesus has taken JNI from a startup to a multi-million dollar company, completing his piece of the American dream: an immigrant family, whose son serves his country, then enters and dominates the business world. “If you work hard enough, and long enough,” Jesus says simply. “You will achieve your dream.”

Bob Nanna

The Road Less Traveled

October 11, 2007 | by Noah on the writeup.. Jay on the Video | Permalink

Bob Nanna, director of promotions and public relations for the Threadless t-shirt company, in Chicago, graduated from the University of Illinois, and then he went on tour. As a touring musician for twelve years, Bob did some excellent networking. So excellent, in fact, that it allowed a seasonal packaging position to become what he is doing today. Bob’s degree in communications and advertising, in his opinion, was never meant to actually support a career; it was simply the quickest way to get out of school, and onto the road. Yet, as fate would have it, his degrees now allow him expertise in a field in which he never saw himself working.

Bob’s story is an important one, because often touring musicians are not seen as people who integrate well into society, after their touring dreams have expired. In Bob’s case, however, he never would have been able to get to the position he has, without having gone on tour. He is able to work with bands, for promotions and contests, because he knows the bands, and is able to communicate more efficiently with them. Although parents may not enjoy their children being told to go on tour as a way to better their careers, they will like Bob’s advice to his 23-year-old self. “I would beat myself up, take my credit cards, and slash them up.”

Threadless t-shirts are designed by a community of users, based on an award program. They can be found at Threadless.com.p>

Dan Schawbel

Personal Branding

October 10, 2007 | by brett | Permalink

Dan Schawbel is a product of personal branding. At 24 years old, it has helped Dan create a competitive advantage in the job market, eventually landing him as the marketing professional and personal branding spokesman for EMC.

1) Why did you get involved in personal branding?  Why do you care?

I care about Personal Branding because I was a product of it and it helped me create a competitive advantage in the job market.  I feel that Personal Branding is the future of recruitment and that it will set a new standard in the recruiting process, as well as help individuals find their inner passions/strengths to reach for their dreams. 

2) So you’re 23…and you’re a consultant.  How did you establish yourself to the point where people would pay you, a youngin’, for your opinion?

I’m actually going to be 24 on friday, but in general I’d like to think of myself as a spokesman on Personal Branding and a Marketing Specialist here at EMC.  The brand called Dan Schawbel likes to focus on solving business problems and bringing people together to collaborate in new and exciting ways, which focuses on uncovering new opportunities to create lasting success.

3) How has your age impacted your career? 

Great question and people certainly raise this a lot.  I do feel like there is a lot of ageism no matter where you go.  I think the root of that is that “senior” employee’s feel that they have earned their spot, ego’s are high and the notion that years of experience far outweighs results.  For me, I know what I’m passionate about and am willing to do what it takes to reach my goals, so I work around “the system.”

4) What’s your big dream?  What do you ultimately want to do?  

When all is said and done, I want to be able to change lives, while earning my place in marketing history.

5) What has been the one lesson you’ve learned in entrepreneurship? 

The most important piece of entrepreneurship is not quitting, as the obstacles escalate.  If you find your in a position where the business will fail, then devest and find something else.  If you build up a strong enough network and brand yourself, the opportunities will come to you and you wont’ have to worry as much.

6) What’s been the highlight for you so far? 

It’s hard to just name one highlight, as I have enjoyed every moment of the past 6 months of Personal Branding.  I would say when Fast Company wrote about me that was great and the network I have built around Personal Branding Magazine.

7) If you could go back two years ago, and tell yourself just one piece of advice, what’s the one thing you would tell the 21 year old Dan? 

I would tell the 21 year old Dan to start networking more and use his resources.  The 21 year old was focused on school and having fun, but there’s so much more to life than that.  There are too many people with too many opportunities to sit back and watch.  YOU need to be in the drivers seat and make things happen!  

Barry Moltz

Downsize your Dreams

October 9, 2007 | by Noah on the writeup.. Jay on the Video | Permalink

Barry Moltz knows something about being an entrepreneur, and he’s happy to share in his experience. After more than one bad experience in the world of businesss, Barry has gleaned some incredibly realistic, gritty, and sensationally useful information over the years. He is, in the nature of full disclosure, one of the men responsible for the success of the Pursue the Passion tour, both in its current incarnation, and in its primordial existence in 2006.

Barry preaches a realistic approach to life goals and planning. When he says to “downsize your dreams,” he doesn’t mean downsize them to nothing. He simply means that if you aim for the stars, you will consistently fail to achieve you goal, even if landing on the moon isn’t all that bad. Instead, aim for the moon, and come through with what you say you’re going to do. In this way, people can dream proportionately to their abilities, and never be disappointed even in their success. It is a cliché free approach to setting reasonable, attainable goals, and then growing from there. Make sure to look out for Barry’s latest book, Bounce: Failure,
Resiliency and Confidence to Achieve Your Next Great Success, which will be in bookstores in January 2008.

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