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The Secret Sauce to Apple’s Start-Up Successes

What makes great ideas work in the marketplace? How can co-founders make (or break) a business? What are the secrets behind the success of one of the world’s most successful brands? Apple co-founder Steve Wozniak weighs in.

JT Foxx

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JT Foxx: Looking back, what made Apple a successful start-up?

Steve Wozniak: Everyone thinks that from the beginning we just made all these smart decisions, but the reality was that our funder was our biggest mentor. He explained that we needed to hire the right people to run a technology company, and that included a president to oversee the different departments, keep things moving in the right direction, and to get things done.

We hired professionals to run marketing, accounts and operations. I was already an accomplished engineer, but Steve Jobs was so young, so while I ran engineering, Steve just didn’t qualify for a title. His role was to participate in all the top levels of the company and learn it all.

Related: 2 Proven Launch Methods to Leap Frog Your Start-Up Success

In those early years we learnt why we should have a high profit margin on the product, and how this would help to fund the company as we grew. Our mentor taught us that marketing was more important than engineering, and that we needed to become a company driven by marketing if we really wanted to grow.

The result was that engineering obeyed what marketing decided the customers wanted, what they would pay for it and so on. This is where Steve really excelled. He understood these fundamentals, right down to the importance of perfection when it came to taking a picture of the product

Every line, every detail must be perfect, including getting the lighting right. Steve learnt that the quality of the box influenced how people viewed the value of what was inside the box. Even the experience of opening that box is important. All of these became key tenents at Apple, and of Steve in particular.

Was the key to a successful partnership that you were so different?

I was very lucky that Steve wasn’t an engineer or we would have been in competition with each other. And I didn’t want to do any of the business side.

This left us in control of our areas, doing things the way we wanted to. We could be ourselves and be unlimited in that sense. Partnerships work when there are complementary skills sets that don’t overlap too much.

Having said that, there were a lot of failures in our early years. Apple wasn’t an instant success. Steve was excellent at convincing people why they needed the Apple 2, but he also made mistakes. In a lot of ways, a great product carried us through.

I had developed the product, but Steve had a spirit and drive that powered us out into the market. We needed each other. Maybe someone else could have filled Steve’s shoes, but to be honest that was never a consideration. Steve was a lifetime friend. To me, a partnership is much more important at the personal level than what it means on the business level. We were lucky to have both.

How did you resolve your disagreements with Steve and who had the final say?

I’m a non-conflict person. I listen, I offer advice, and I only push for things that are really important to me. Steve was usually the smartest person in the room. In any discussion, he’d always have entered the room having spent time on the issues, and thinking through which path we should take and why.

It made him very hard to disagree with, and you’d really need a good, well thought-out argument to do so. I deferred to his judgement in many areas. As far as my own products went though, we rarely had disagreements. I remember one instance when Steve wanted to build our product a little bit weaker with two slots to plug extra things into. I wanted eight slots. Steve didn’t know computers.

As far as he was concerned you need to be able to plug in a printer and a modem. I stuck to my guns – I wanted the ability to plug in eight things. I won that one. I was the guy who knew computers, and he trusted that. It goes back to understanding your roles within the partnership.

As a start-up, how did you approach your go-to-market strategies?Steve-Jobs

Steve just wanted to get to market, I wanted the best products. I always saw myself as working on the best product in the world and it would take me a certain amount of time to perfect it.

I was meticulous about writing down how long a project would take, and it was always longer than Steve hoped it would be. He was incredibly impatient. He wanted everything done in a week, two weeks max. If a month went by and I was working on something that was going to take six months to do really well, Steve would start getting nervous.

He would say, “We have to go find somebody else to do this,” or, “We have to see if Bill Gates has something we can buy.” Ultimately, it was give and take.

Related: 5 Strategies for Generating Consumer Demand

What’s the secret to a successful start-up?

Passion. We started the company so young. We were convinced we would own the business forever. The secret was that it was a real passion. I would have done all of my work for no salary, without a company. I would have done the work at home on paper, just to prove I could.

When your passion is that strong, you go to bed thinking only about the product: How you can make it even better and more efficient. Steve liked to go for walks to think about things. He gave himself that creative and strategic space. We loved what we were doing.

What is the role of ideas in a start-up, versus execution?

Ideas are critical, but they’re also not the be-all and end-all of a great business. For every idea, there are probably about 10 000 people in the world who have the same idea.

It’s the very rare few that take the idea and realise it, meaning they turn it into something real that can be taken to market. The business that takes the idea and turns it into a product is the one deserving of results.

Is being first to market one of the most important strategic differentiators for a business?

Being first is a big advantage, but it’s not enough. You also have to do things very, very well. Just rushing out to be first allows for mistakes. You still need to take the time to create something that works well and that the market needs.

The introduction of the mouse is a good example of something we did too soon. Steve was in a hurry, and put out the mouse too soon. Too soon means competitors can copy you and put out a better product. The Mac was also a rush; it wasn’t built the right way. We could have waited just five more weeks to have a great computer.

We learnt from that though. Steve didn’t show Bill Gates the iPhone before it was out. We took longer to launch the iPhone and it took the market by storm because it was such a great product. Being first in this regard was a huge advantage, but also because we didn’t rush it. With Apple 2 we were a leader as well, the product was so good. In this case it wasn’t that we were first, but better, and that’s first in a sense too.

Apple is a master of simplicity, from the products, to packaging, to what the brand stands for. How can other brands emulate this simplicity?

We found that if one person is in charge of a product, they can pay attention to market research, throw out a lot of junk, and build something that they would want to use themselves. This also makes it much simpler to describe the product, because it’s coming from a personal place.

When Steve came back to Apple he was great at simplifying what we did. He said no to a lot of ideas, but it meant that we left things out of a product to make it usable. The result was that our products didn’t turn people off because of their complexity.

They attracted people because they were simple, intuitive and usable. Don’t add complexity just because you can. Think about the user, that’s the lesson. Build everything you do with the fewest parts. That’s the secret.

Apple has always been masterful in touching consumers at their core. What’s the secret to successful marketing?

Steve and I launched Apple at a time when a lot of other companies were launching and creating computers. They were all explaining their products from a functionality perspective, in other words, saying it did x,y and z. Our marketing mentor taught us that people didn’t care about the tech of the product. Most didn’t understand the tech anyway.

All they cared about was what the product could do for them and their lives. If you could explain how your product was going to make their lives simple in areas where things used to be hard, you would touch your consumer on a personal level.

We did that right from the start.

What was Apple’s biggest fear during the start-up years?

I believe you shouldn’t have fear – do what you love with passion, that’s how I like to approach life. Steve’s biggest fear in our early years was big companies – he felt like they were all breathing down our necks, and that their big money would create better products than us. Our mentor disagreed.

He was constantly reminding Steve that we had great people, making great products, and that all we had to do was hold onto the same percentage of the market as we had – the market was rising, which meant our business was growing.

Related: Tony Robbins On The Importance Of Being Fearless

Apple has consistently created products that change people’s lives. What’s the secret to a game-changing idea?

Whether you look at what we did at Apple, or great products from other companies, they all have one thing in common – they’re the result of a strong gut feeling.

You have to believe that a product that appeals to you, and that you would use, will sell. It starts with the understanding that there are other people just like me, facing my challenges. Sometimes this means a product that builds on something already in existence, other times it’s something revolutionary. But the secret starts with building something for yourself, instead of building it for everyone else.

Of course you have to take other people and the market into account, but if everyone on your team doesn’t share your vision, and wouldn’t buy the product themselves, you need to go back to the drawing board. Find the reason behind wanting the product, and if you can’t, move on to another idea.

Related: Ask These Questions When Planning a New Product

JT Foxx is widely known when introduced on stage or in the media as the world's #1 wealth coach. His various coaching organisations have widely been hailed as the world's top organisation. What makes this organisation is two folds. One is the culture that has been built based on a "Powered by Your Success" philosophy that means the more successful our clients are the more successful we become as an organization. Our second is our #FamilyFirst mantra. We treat all our clients as if they were our family and as cliche as it may sound, it's what has really differentiated ourselves from the rest of the competition.

Lessons Learnt

The Daily Schedules Of 10 Famous Business Billionaires

Get inspired by the daily schedules of Jeff Bezos, Elon Musk, Oprah Winfrey and other seven-figure leaders.

Entrepreneur

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What do some of the world’s most famous billionaire business leaders have in common? Clearly, they’re all intelligent, driven, hard-working and have lots of digits in their account balances, but the similarities mostly stop when you compare their daily routines.

If you want to know how long you should sleep, when you should wake up, how long and whether you should work out or other lifestyle choices, you won’t find a consensus among the business elite. What you will find is a fascinating glimpse into the lives of individuals who have more money than most of the people on Earth combined.

Click through the slides to read about the daily routines of billionaires including Jeff Bezos, Elon Musk and Oprah Winfrey, as gleaned from clues they’ve dropped throughout the years in interviews and speeches.

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Lessons Learnt

Critical Lessons Dan Newman Took From CEOwise Interviews And Applied In His Own Business

When I reached the point in my business where I realised I needed to make a change if I wanted to achieve real scale, I turned to other successful entrepreneurs. What I learnt has changed my business, and helped me launch new companies with stronger foundations.

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After running my agency, Druff Interactive for over 15 years, I came to the stark realisation that I should have been in a different position with my business. It should have been bigger, more successful. Don’t get me wrong. It wasn’t a bad business — quite the opposite. But it could have been more.

Determined to become a better entrepreneur, I decided to start learning from the best. I figured the best way to access the knowledge, experience and lessons I was looking for was by interviewing successful entrepreneurs with the goal of implementing what I learnt in my own business. The result is CEOwise, a collection of interviews and videos that not only document my journey of learning, but lessons I can share with fellow entrepreneurs as well.

Living up to potential

I began my entrepreneurial journey in 2001 when I launched my web and design agency, Druff Interactive. From the very beginning I thought my business would grow organically. I believed my turnover would increase each year, as would my profits, and that I would keep moving forward, year on year, until I reached 40 and could retire comfortably. In this rosy future, I’d never have financial stress again. I couldn’t have been more off the mark.

Being an entrepreneur is like being a new parent. In the beginning, it’s all excitement and butterflies. But then you get home from the hospital and realise you’re living with much more responsibility on less sleep. Such is a new business, and the reality is that you just have to deal with it and make it work.

In our first eight years, Druff grew from just me working from a spare room in our townhouse to a staff complement of 11 by 2010. I was growing organically (as planned), but in a lot of ways, that was actually a risk, at least when it came to growth. Entrepreneurs who do experience organic growth often become complacent. Although Druff was a successful business, I wasn’t pushing it as much as I should have and we began to stagnate.

The very first entrepreneur I interviewed for CEOwise, Rich Mullholland, said that “Success is only important when measured on potential, and the company has not grown according to potential at all, therefore it’s a failure.” He was speaking about his own company, Missing Link, but the lesson really struck a chord with me. I too believed that Druff hadn’t lived up to its potential.

It was one of my biggest issues. When times were great I should have been innovating and pushing my business into different areas. Allon Raiz, founder of Raizcorp, says that he’s seen too many entrepreneurs take their foot off the pedal, become complacent and their success becomes the seed of their failure.

Related: How Dinesh Patel Pivoted OrderIn Into A Successful Food Delivery App

Focused on growth

These were lessons I only started articulating after I began CEOwise, but the truth of them was already becoming apparent to me before I launched the series. Between 2010 and 2016 we worked with great clients and built an awesome portfolio of work. I was proud of what we’d achieved. And yet I knew that after 15 years the business should have been in a different position.

In hindsight, another mistake I made was not having a proper sales force to bring in the clients. We relied mainly on word-of-mouth referrals and Google Adwords to bring in sales and grow organically. Adwords was great in the beginning and the cost per click (CPC) was cheap, but as more companies got on board, CPC became more costly and less effective. And yet I didn’t adjust my strategy. Allon also says that 10% of your team should be dedicated to sales full time. Mine was not.

By December 2016 I reached the decision to start making major changes in my business. I knew I needed to learn from the best of the best, which meant tapping into South Africa’s most successful entrepreneurs. I also realised that if I was in this position, perhaps many other entrepreneurs were too. CEOwise documents my journey of learning, but it also allows me to share it. My vision is to help more people become CEO ‘wise’, so they can become wiser CEOs.

My idea was never to have a boring sit-down, boardroom interview. When I started, I wanted each interview to be centred around an activity. I contacted my first entrepreneur, Rich Mullholland, whom I’d known for many years, and asked him if he’d go SCAD free falling with me, while doing an interview on all the insights on entrepreneurship he’s learnt over the years. He was in! We ended up suspended inside one of the Soweto towers, dropping 50 metres into a net, discussing entrepreneurship. It was a complete win. At the time, Rich was just about to launch his own vlog called ‘The Get Rich Quick Show’, which I still follow to this day (and suggest you do too).

Related: Benji Coetzee Never Worked In Logistics, Find Out How She Launched Empty Trips A Successful Logistics Marketplace

Finding solutions

Since launching CEOwise in March 2017, I have interviewed over 30 entrepreneurs, each with their own story and advice. One of the biggest lessons I’ve learnt is that there are many ways to solve a problem. This led to the creation of a segment called ‘CEOwise Advice’, in which I ask each entrepreneur to answer the same question. The variety of answers to the same question is fascinating, and proves that there are many ways to approach a situation. I’m now in the process of creating CEOwise Mentors, which asks five entrepreneurs the same question.

Over the past two years I’ve learnt even more than I hoped for. I’ve been inspired to make changes in Druff, and I’ve also started new businesses that I’ve brought my new-found knowledge into, with the goal to do things correctly from the beginning.

I’ve also fallen in love with learning, which is why I’ve read more books in the past year than I have in my entire life. I’m on a mission to become a raging success. I know I’m going to make mistakes along the way. That’s how we learn. But I’m also a better entrepreneur since I started this journey.

One of the biggest lessons I’ve learnt is not to be scared of competition, but to embrace competitors instead. When I met Gary Leicher, founder of Smudge, at a Suits & Sneakers networking event, I decided to put this particular lesson into action. Smudge had been a competitor of ours in the web design and development space for many years. Gary said he’d wanted to meet me for a while and I suggested we get together for a coffee the following week. We sat down for lunch and four hours later, after discussing the industry and processes we used, we swopped notes and left wiser than when we arrived. Don’t be scared of competition, embrace it. There is always something to learn from your fellow entrepreneurs. You just have to be open to the lessons.

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Lessons Learnt

Entrepreneur Erik Kruger On The Importance Of Clarity And Embracing Failure

Erik Kruger has walked his own personal development journey, and now he’s helping other entrepreneurs find their ‘best’.

Nadine Todd

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Vital Stats

How does a physiotherapist who dreamed of touring the world with sports teams become a mental performance coach for high-impact entrepreneurs? Ask Erik Kruger and the term he’ll use is ‘accretion’, the process of growing and adding layers through experiences.

The point is key: No journey is ever a straight line from point A to point B. Most of us spend years figuring out what we want to do through a process of elimination. It’s by doing that we figure out what we like and don’t like; what ignites passion in us, and what we’re good at.

Erik’s journey began in physiotherapy. He graduated in 2007 and started his own private practice with a friend in 2009. He was quickly realising that his dream wasn’t aligning with reality though. “My goal was to be the physio who toured with the springboks. Instead, I was locuming at hospitals and travelling two hours a day to reach my private practice offices,” says Erik. “I couldn’t see my future in it.”

It’s an interesting lesson: Until you do something, you won’t always know if it aligns with your expectations and goals. But no experience is ever a waste. “Physiotherapy ended up allowing me to have a side hustle. I could pay the bills while I figured out my entrepreneurial journey, because I had no idea what I wanted to do when I started. I registered 45 domain names before I settled on Better Man, and Better Man led me to the Mental Performance Lab and my coaching business.”

Launches and lessons

While he was still in private practice, Erik met fellow entrepreneur and Shark Tank investor, Marnus Broodryk. “Marnus was still in his own start-up phase. We were at FTV and he was handing out business cards for his accounting business, The Beancounter, to everyone he met. I took one, but only ended up contacting him months later because I needed to set up a website, and I thought he’d be able to give me some guidance.”

The website was for the practice, and Marnus helped Erik via skype to set up his first WordPress site. In Erik’s own words, it was a terrible website, but the bug bit. From that moment onwards, Erik’s newfound love affair with the digital space began.

“I liked the idea that you could just create something and people would come,” he says. “I found out very quickly that’s not how it works at all, but by then I was playing around with as many website ideas as I could think of.”

Related: Erik Kruger Explains How You Can Become A BetterMan And What That Means For Your Business

Marnus and Erik played around with some ideas, and settled on directory sites. “The idea was that people would pay a monthly retainer to be on the website and that’s all you’d need to create annuity income. You also wouldn’t need advertising revenue, which requires ongoing sales.”

Because of his own area of expertise, Erik thought a directory for physiotherapists would work well — one of the regulating bodies disagreed. They viewed the monthly retainer as a kickback, which is illegal in the medical profession.

So, Erik moved on to his next idea. “I was doing everything over eLance and Odesk, from web development to graphic design. I started thinking that we needed a local freelance community that entrepreneurs could tap into. My brother agreed to invest in the idea and we hired developers from India to build the site. I directed them to a few sites I liked and briefed them on what we wanted.”

Six months and R70 000 later, Erik received a cease and desist call from one of the big players in the freelance space. “He was furious. It turned out that the developers we had hired had copied his website, section for section, header for header. I had been focused on client acquisition, not the development of the site — I hadn’t even checked what they were doing. I’d only focused on the feedback from beta testing. Faced with being sued for infringement, we took the site down immediately. I was trying different things and failing miserably, but I was also okay with that.”

Finding a niche

erik-kruger

Erik didn’t let his failures deter him. “I was trying to figure out how to make money from digital assets. I registered 45 domain names, and for every one of them I built a WordPress site and developed a marketing strategy. I’d go to work, get home and just do digital for the rest of the day.”

To upskill himself, Erik also took courses on digital marketing, Facebook, Google marketing, WordPress and DNS set-ups. “I created a fitness website for brides-to-be, a mentor site for models and websites for girlfriends to help them run their businesses. Each website would be up and running for a few weeks, and then I’d lose interest, close it and move on.”

And this is where the foundation of Erik’s journey really begins. The fact that he hadn’t yet found what he was looking for was a lesson in itself. “Clarity is a process; I can see it with my clients all the time,” he says. “I didn’t know it then, but I can see it now. Clarity only really comes from wanting to find clarity, trying to find clarity. We often talk about evolution in entrepreneurial circles, but the reality is that evolution can only happen when something already exists, which means you have to be out there trying new things to find your purpose, or big idea.

“When I started coaching, what I was doing with my clients back then versus now is vastly different. No matter how much I read about coaching, thought about what coaching should be like, or listened to different coaches and how they do it, I would never have reached the point I’m at now, if I hadn’t been doing it myself. That’s how we learn and evolve.”

For Erik, the 45 websites he created led him to Better Man, and that’s where his journey started to pivot. “Better Man was the idea I stuck with. Up until that point, I’d been looking for things to do and ways to monetise them, but they were all external and not what really came naturally to me. There’s no such thing as a lightning bolt idea that hits you and that’s it. Amazing, masterful ideas are the result of trial and error.

“People think clarity is a switch, illuminating everything. But it’s actually like striking a match, and that match keeps burning, and you strike another and another and another, and slowly the room fills with light. Even then, you have clarity for a moment, and then the matches burn out, and you have to start again.”

In the case of Better Man, Erik was tired of trying to find something that would work, and instead decided to create something for himself. “I’ve always been into self-development and the idea evolved from there. I decided to create a website based on interviews I’d do with successful South Africans — I’d learn from them, and share the interviews online.”

Erik’s first interview was with Maps Maponyane, followed by Tim Noakes. The site wasn’t getting a lot of traction, but Erik was having fun. “It was the first thing I’d done where I didn’t have any real plans to monetise the site. I was just doing something I enjoyed and figuring it out.”

Erik did want to grow a community though, and so he concentrated on Facebook and email marketing to build up a Better Man database.

“I wanted to experiment with different mediums of communication,” he explains. “The two things that really moved the needle were the group, which was 18 000-strong, and the daily emails I started, which quickly reached 16 500 people.”

Through the community he had built up, Erik then found a way to monetise the business through events. “I was sharing content and ideas that struck a chord with me, which meant they were valuable to other people. That’s how I built up a community, and from there I could offer access to that community to brands.”

For 18 months, there were regular Better Man events, all sponsored by top lifestyle brands. The business was doing well, but through the platform and the community, Erik discovered a new direction: Coaching.

“Once I’d built up the community, I played around with a few different ideas, looking for ways to monetise the platform over and above events. We launched a fitness eBook, an apparel line and partnered with brands for events, but the one thing the community kept asking for was coaching. The events worked as marketing platforms — the next morning I’d sign up clients — and even though I hadn’t known that this was where Better Man would lead, I discovered it was a direction I wanted to explore.”

Related: Fear As Foe And Friend: How To Master This Important Relationship

Focused direction

Up until that point, Erik had been trying a lot of different avenues to see what stuck. He also admits he had shiny object syndrome — even with Better Man. “I was too responsive to every question and query. You can’t just jump around and hope you’ll find success; you need focus and direction.”

Interestingly, even coaching didn’t offer that at first. Erik tried group coaching and Mastermind groups before realising he needed to really focus. It meant stopping the events and even pulling back from the community he’d built, although his daily emails continue, and all group members are the first to hear about workshops and seminars.

“Finding my path required me to sit down and take a long look at what was — and wasn’t — working for me personally. You can try and figure out what people want, and that’s important, but you also need to understand your personal drivers, or you’ll never stick with something long enough to make it a success.

“I was trying out mentor calls through the Better Man community, and I realised that they weren’t working for me. They felt superficial; like I wasn’t driving results. When I spoke to someone, I’d get off the call and I wouldn’t feel good. I’d feel like I’d just spent time telling someone what to do, but where were the results?”

Once Erik made the decision to be a coach though, his focus shifted to being the best coach in South Africa. It was that decision and direction that made all the difference. “I went out and bought every book I could find on coaching. Then I wrote all the models that spoke to me up on white boards and started creating my own coaching framework.”

From there, Erik, signed up for his Master’s Degree in Management, with a focus on business and executive coaching. By 2017 he was coaching full time.

“I had to build up my confidence, which is evident in my early pricing models, but my masters has been the biggest game-changer for me. It shifted a few fundamental things for me, from my coaching approach to developing better listening skills. Ultimately though, internal drive is the biggest differentiator. I want to be the best coach I can be, and that’s making all the difference.”

Because of that drive, Erik has also found his niche. “I want to have a big impact on the world, which means I need to help people who in turn impact the lives of others. CEOs and entrepreneurs are my focus area. My influence and impact are amplified when I’m coaching a CEO of 500 people.”

Since finding his niche, Erik has worked with a number of high-calibre clients, including some of South Africa’s top executives and entrepreneurs.

Action, not words

Better Man gave Erik the platform he needed to launch his coaching business. Although the journey has been organic, once he made the decision about what he wanted to focus on, each step forward has been far more intentional. “I believe in visualisation and intention. Intention is determining where you want to go and then breaking that down into goals. My intention is to become the most sought-after speaker and coach in South Africa. Everything I do works towards that goal.”

In line with this goal are Erik’s own experiences. “Everything we do and think is the culmination of our experiences. In my case, it’s personal experiences as well as what I learn from my clients. Coaching is a gift for me. I can spend time with the CEO of a multi-national and come up with solutions and insights that I can then share with the owner of a 30-man business. With an outsider’s perspective you can start seeing patterns. Coaching is practical, and it draws on the human experience, even in a business context.

“It’s easy to believe that you’re too busy for a morning routine for example. When I see someone who does have the time and still isn’t following a routine, I ask why. What is the deeper value or belief that they aren’t tapping into or living? What experiences of highly busy people who still find the time can I draw from and share? Every experience that is shared broadens our collective exposure.”

Personally, Erik follows many of these practices himself. “I learn about them and implement them. It makes me a better coach. We’re all human, but at the top of the business ladder, we need to perform optimally. There’s a metrics side to business, and a human side, and you can’t ignore either.

“Founding the Mental Performance Lab has been about developing a high-performance state of mind. It’s not just about smashing metrics, but functioning at an optimal level. You need to do the right thing at the right time, and to achieve that, mindfulness is key. You can function flat out, always racing ahead, stressed and busy, or you can function optimally. That’s my focus.” EM


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Acta Non Verba: The Playbook For Creating, Achieving And Performing At Your Highest Level

Erik Kruger’s first book is a collection of 160 thoughtful reflections on what it takes to live a life of action and not words. Acta Non Verba’s purpose is to get people moving, creating, and generating an unstoppable drive in both their business and personal journeys.

This is not a book to read from cover to cover, in one sitting. Each day there is a new chapter waiting to be read. Put this book on your bedside table, and read a new chapter with your first cup of coffee every morning. Each message is short so you can read it quickly, in the moment, and then reflect and act on it for the entire day. It’s a book that demands action.

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