Hewlett-Packard's new CEO, Meg Whitman, will receive an annual salary of just $1.   

Now, on one hand you might think that since Ms. Whitman is a self-made billionaire (she's one of only 5 female self-made billionaires in the world), she doesn't need the money. But clearly, working for $1 is not worth anyone's time, let alone hers.    

You see, Whitman expects to earn a ton more than $1 for her work. In fact, she hopes to earn up to $6 million per year from her new role.     

Here's how. Along with her meager $1 annual salary, Whitman will receive millions of options to purchase shares of HP. And if she's able to improve HP's stock price, her annual salary could effectively go from $1 to several million.

Now, for HP and Whitman, I think this is a great idea. Whitman only gets paid if she performs and improves the stock price. And if she does a great job, she truly gets an amazing salary. This is classic performance-based compensation.

However, for entrepreneurs and heads of non-public companies, I hate this compensation structure. Here's why.

To begin, your stock price is far from a perfect indicator of the value of your company. For a public company, the stock price often reflects short term revenues and profits. So, when a company reaches its quarterly sales and profit goals, its stock price goes up.

Importantly, simply building your revenues and profits (particularly just in the short-term) are not a perfect indicator of the value of your company.

So, what is the perfect indicator of the value of your company? Well, the answer differs for every specific company. And that's why it's critical to determine how YOUR company might be valued.

Your company could be valued on many things. Sure, your revenues and profits will factor into your valuation, but what about things like:

• The quality of your team: do you have well trained employees that expertly perform?


• The quality of your revenues and customers: do you have a handful of huge clients versus tons of smaller clients? Do you need to re-sell tons of new clients every month, or do you have residuals (clients that pay you month-after-month)?


• The quality of your systems: do you have systems in your organization that enables it to run without you? Do your systems ensure consistent and high quality production? Do your systems provide cost or time advantages versus competition?


• The quality of your product or service portfolio: do you have a portfolio of products or services that would be challenging for your competitors to also create and/or offer?


• The quality of your partnerships: do you have marketing or production partnerships that you can leverage to more expertly serve or gain new customers?

I hope you answered "yes" to most if not all of these questions. While answering "yes" doesn't ensure that you're optimizing revenues and profits today, it does ensure that you have and are building ASSETS that will enable you to be more successful in the future.

And that's what you as an entrepreneur need to care more about; not just how much revenue and profits you generated last month, quarter, or year. But rather, what you BUILT in the last month, quarter, or year that will allow you to outperform the competition and generate significant profits in the NEXT month, quarter, and year(s).

Now, I'm not saying that you shouldn't set periodic (e.g., monthly, quarterly, annual) goals for metrics like revenues and profits. You should. And ideally, you will achieve them.

But what I'm saying is that you must ALSO set ASSET goals. Building new business assets (like better or residual customers, like partnerships, like systems, etc.) build the VALUE of your business. Value that will allow your company to generate significant revenues and profits in the future. And value which will make lots of other companies want to buy you for millions.

So, let's get started on this process. Write down one business asset, that if built within the next 12 months, would significantly increase the value of your business. Next, write down the key steps that will be required to build this asset. Finally, put the first step(s) into your list of goals for this month. And make sure you put the remaining steps in future month's goals until the new business asset is attained.

Importantly, doing this doesn't yield as much short-term satisfaction as having a great sales month. But longer-term, you'll be much more successful. And ultra-successful entrepreneurs are ALWAYS in it for the long-term. Like self-made billionaire Meg Whitman, who ran eBay from 1998 to 2007.

Suggested Resource: Would you like to know the thirteen business assets ultra-successful entrepreneurs build to unlevel the playing field and dramatically grow revenues, profits and long-term success? You'll learn this and more in Growthink's 8 Figure Formula. This video explains more.

The #1 book on business development in the world today is Oren’s Klaff amazing Pitch Anything.
 
It is hands-down the best book on modern selling and deal-making I have ever read, and I have read a LOT of them.
 
And it is driving a quiet “turn the tables” revolution on the relationship between buyer and seller.
 
But don’t just take my word for it.  Here are what some of Oren and his method’s thousands of devoted followers say about his revolutionary approach:
 
“If you've ever come out of a meeting, conversation, or sales appointment with a "no", or "unfavorable" response from your audience or prospect AND didn't know why, then you may want to check out this book.”
 
“Oren cuts through old patterns of boring conversation that we all despise and breathes new life into the art of business meetings, presentations and pitches.”
 
“Oren Klaff has a dazzling ability to clearly describe totally new methods for presenting ideas.”
 
“Pitch Anything teaches you a series of strategies that you can easily employ to shape your pitch, get it heard and close the deal.”
 
“Now THIS is the “Art” of the Deal – Trump’s got nothing on Oren Klaff!”

Many top venture capitalists (VCs) have blogs. And because there's no way I can speak with all the VCs on a regular basis, I read many of their posts so I can understand their latest thinking and decision-making.    

These VC blog posts vary quite a bit. Sometimes they talk about this cool new company they funded. Other times they talk about the startup industry in general. And on the rare occasion, they'll give some blunt feedback to the entrepreneurs that pitch them day in and day out.     

These latter blog posts get me the most excited. Since they tend to express exactly what the VCs are thinking when speaking with you, the entrepreneur.     

Importantly, you need to understand the life of a VC. Every single day they are generally sitting through four or so face-to-face presentations from entrepreneurs, and maybe a couple more on the phone.

So, every year, VCs are probably sitting through 1,000 entrepreneur presentations. That's a lot. And the process inevitably makes them a bit cynical. Why? Because the vast majority of the claims made by the entrepreneurs presenting to them never come true.

So, that being said, I recently read an interesting blog post by Josh Linkner. Josh is the CEO and Managing Partner of Detroit Venture Partners.

Josh's post, entitled, "Five Disaster Moves to Botch Your Pitch" discusses 5 key blunders that he sees entrepreneurs making everyday, both when pitching him and pitching to partners and customers.

Here are Josh's 5 "disaster moves" along with my commentary.

1) THE RUN-ON SENTENCE: One of my pet peeves is listening to someone drone on for a 45-minute monologue.  In your big moment, your instinct is to communicate everything you know, the entire history of your idea, and endless amusing anecdotes.  Avoid this urge!  Your pitch will be 100 times more powerful if you can make it concise.  Make every word count.

Dave commentary: Your PowerPoint presentation should include 12-15 slides. Each slide should only have a few lines of text on it (30 words absolute max per slide). Having and practicing the slides will force you to avoid the "run-on sentence" and rather deliver a succinct, hard-hitting presentation.

 2) THE FACT LEAP: Anyone who is being pitched has turned on their highly-developed BS-detector to full tilt.  We are questioning everything you say and trying to poke holes in your story.  So the minute you exaggerate a stat, make an outrageous claim, or state a fact that can be challenged, your credibility crumbles.
 
Dave commentary: I mention this a lot when discussing business plan writing. Avoid superlatives (e.g., we are the best, the market is absolutely exploding, etc.) unless you can immediately back them up with facts.

3) THE OVERSELL: If you make a strong point once, it resonates.  If you feel the need to make the same point several times you end up diluting the power of the message.  If you keep pushing a point, you transform before our eyes from a passionate world-changer to a used-car-salesperson or infomercial pitchman.  If what you are pitching it that special, you don't need to oversell it.
 
Dave commentary: This goes back to my first point. Having a concise PowerPoint presentation and practicing enables you to avoid this pitfall.

4) THE S.A.T.: When responding to a question, just answer it directly.  If you tell a four-minute story that includes 73 data points, the listener feels like they are taking an S.A.T. exam in which they need to sift through all the irrelevant stuff in order to get the answer.  This does not help you shine or get your message heard.
 
Dave commentary: In practicing your presentation, identify the questions that you might be asked, and answer them. I like to create back-up slides that I show when certain questions are asked; they show you are prepared and ensure you answer them succinctly.

5) THE GREAT GATSBY: Grandiose braggers may entertain at cocktail parties, but they rarely win the battle of the pitch.  Keep it authentic and real.  Your startup with 11 beta customers isn't a billion-dollar company just yet.  Think big, but stay humble.  After hearing a pitch where the daring hero outperforms Groupon and Apple in their second year with trillions of revenue and six billion customers, I'm ready for a shower instead of a closing dinner.
 
Dave commentary: This relates back to my second point about using superlatives. Yes, you want to get the investor excited, but you need to be careful bout appearing too cocky or grandiose.

Thanks to VC Josh Linkner for his list of the 5 "disaster moves." You are now informed; so avoid them.

Suggested Resource: In Venture Capital Pitch Formula, you'll learn exactly how to find and contact venture capitalists, exactly what information to include in your presentation, and how to secure your financing. This video explains more.

There's a great line in the third Godfather movie. The godfather, Michael Corleone (played by Al Pacino), says, "Just when I thought I was out, they pull me back in."

{You can watch the 6-second video of the line here: http://www.youtube.com/watch?v=UPw-3e_pzqU or the full scene here: http://www.youtube.com/watch?v=UneS2Uwc6xw}

He says the line because he realized that due to certain events, he had to become involved again in the family business.

I had a similar feeling recently when I spoke at an event and was asked some questions about business plans.

You see, I have written hundreds of articles on business planning over the past decade, so I figured I had nothing knew left to write.

But since questions keep coming up, I figured I should write this essay to clarify the answers. So, below please find my answers to recent business plan questions I've been asked from entrepreneurs like you (and some others that I've seen others asking online).

Q. How important is the business plan?

A. If you are seeking funding, the business plan is critical. Most types of funding sources (e.g., angel funding, venture capital, bank loans, etc.) REQUIRE a business plan. That is, without one you can't raise funding.

If you want to be successful, you also need a business plan. Study after study proves that entrepreneurs who develop formal business plans are much more successful than those who do not.

Q. What is the purpose of a business plan?

The purpose of the business plan is two-fold.

From a strategic perspective, your business plan documents your key goals and action plan to achieve them.

From a communications and investment perspective, your business plan shows investors/lenders that you have a well conceived business opportunity that merits their dollars.

Q. How long should my business plan be?

A. Your business plan should be 15-25 pages including the financials. It should be short enough that the investor can read through it quickly. And it should be long enough to answer the investor's key questions and to show that you really understand the business, the market and the business opportunity.

Q. What elements or sections should I include in my business plan?

A. There are 10 key sections to a business plan. They include:

1. Executive Summary
2. Company Analysis
3. Industry Analysis
4. Customer Analysis
5. Competitive Analysis
6. Marketing Plan
7. Operations Plan
8. Management Team
9. Financial Plan/Projections
10. Appendix

Q. Does your business plan need to include your implementation or action plan?

A. Yes, your implementation or action plan is included in the business plan. The main action plans are included in the Operations Plan section. In this section, you need to detail the key milestones (your "risk mitigating milestones") that you must accomplish and the expected dates for each.

Your action plan must also be closely tied to your financial projections so you know how much money your company needs and when.

Q. Where can I find someone to write my business plan for me?

A. I'm clearly biased here. We have successfully developed business plans for over 2,000 clients since 1999, so I have to recommend our team here at Growthink. You can speak with one of our business plan consultants yourself and/or learn more at http://www.growthink.com/businessplan.

Q. Should I include my resume in my business plan?

A. Yes and no. You should not include a traditional resume in your business plan. But, in the Management Team section, you should detail the highlights of your resume, and focus on what success you have achieved to-date in your career, and how this supports your ability to successfully run/grow the business.

Q. How complete should my business plan be before I approach investors?

A. 100% complete. You generally get only ONE chance with investors and lenders. So your business plan needs to be perfect the first time.

Q. How do you cite statistics when describing your market in the business plan?

A. Particularly in the Industry and Customer sections of your business plan, you should cite industry statistics. There are two things I like to do here. The first is to include the source of the statistics directly in the text rather than footnote it.

For example, I'll say, "According to the U.S. Census, there are ..."  That makes it easier for the reader to digest the information. If there are tons of citations, then you can use footnotes (but not endnotes since the reader needs to be able to access the information quickly).

The second thing that's important is to tie the research to your company. For example, rather than just saying, "According to research from the National Restaurant Association, 18% of diners want this and that," you should add that this fact/trend directly supports your company's success and how.

Q. Can I list more than one product or service idea in a start-up business plan?

A. Yes. However, most successful companies start by offering just ONE key product or service. They gain success with that one product/service. And THEN, they roll out other products and services.

So, in the Operations Plan, you want to explain that you will first focus on penetrating the market with your first product or service and that once you hit a specific milestone (e.g., sell X number of units) will you develop and launch your second product/service.

Q. How important is the Executive Summary?

A. The Executive Summary is absolutely critical. If the reader isn't excited after reading it (note that the Executive Summary should be 1-3 pages), then they won't read the rest of your plan.

Of critical importance in your Executive Summary is to 1) clearly explain what your venture is/does and its value proposition, and 2) explain your unique success factors (what it is about you, your company, your market, etc., that makes your venture uniquely qualified to succeed).

I hope my answers also answered all of your key business plan questions. If you need more help developing your business plan, here are my best resources:
If you want to use our business plan template to develop your plan, click here.
If you want Growthink to write your business plan for you, click here.

As any venture capitalist worth his salt will tell you, there is a chasm of difference between the mostly grounded-in-reality financial forecasts offered by public companies, and the almost never do come true "rosy scenario" projections offered as a matter of course by emerging technology companies.

Correspondingly, while large public company CEOs and CFOs are judged as a matter of the highest honor on their ability to deliver on projections, exceedingly rare is the entrepreneurial executive that comes anywhere close to consistently matching their actual to forecasted results.

For a sense of the extent of how bad this problem is, a partner I know at a prominent venture capital firm estimates that of the 30+ companies that his firm has invested in since 2000, only two of them have consistently met or exceeded their financial projections.

And let me add that it isn’t like the inmates are running the asylum at my friend’s fund - as a prerequisite of having them as an investor, each of their portfolio company CEOs are required to undertake and report on a vigorous, quarterly budgeting and forecasting cycle.

And also let’s not assume that my friend just works for a lousy fund. Their companies’  astounding lack of consistent financial performance is pretty much par for the course for the emerging technology company space.

So what is going on?

Are the entrepreneurs just not ready for prime time? Are their managerial skill levels at many levels below their big company brethren?

I’ll say this – it is certainly not for lack of trying.

Most small technology company executives work longer hours than businesspeople have at any time in history.

If you doubt this, pick up Ron Chernow’s masterful biography of John Rockefeller.

In it, we read enviously of Mr. Rockefeller's daily 9:15am visits to his barber, his afternoon naps, and his unwavering commitment to always leave the office each day, no matter the season, so he could be home before dark.

And it is not for a lack of education.

Modern entrepreneurs - with their always-on, “click of a button” best practice knowledge and connections base - are a better informed, and globally networked lot than at any time in history.

So if they aren’t the problem, is it modern business itself?

Has it just become -  with all of its technological bells and whistles, all its globalization and pricing pressures, all of its consumer unpredictability and fickleness - just too unwieldy a beast for any small company to ever consistently ride?

And concurrently, has accurate financial forecasting become equivalent to throwing dice?

Or more disturbingly – is it not worth doing as even when they do turn out to be accurate, it just falls into the category of the blind mouse getting some cheese every now and then?

For better or for worse, modern business demands that we take a more “balanced scorecard” approach in judging managerial effectiveness and entrepreneurial progress.

Factors like intellectual property development speed, organizational design, and client satisfaction as measured by a companies’ net promoter score are proving to be just as important predictors of a companies value creation as is its forecasted-to-plan accuracy.

Please let me clear: On their own, these factors do NOT make a business valuable.  Rather, the right matrix of them, properly prioritized, IS highly correlated with businesses that attain high profit exit and investment outcomes.

As an added bonus, these non-financial key performance indicators (KPIs) can be designed to be far more consistently predictable than traditional projections.

As such, they are usually far better measures of executive effectiveness than budgeting and forecasting “gap analysis.”

You just have to have the guts to forget about the numbers for a quarter or two.

Or, if you are really get good at defining, tracking, and accomplishing the right non-financial KPIs, to forget about them permanently as they will just take care of themselves.

Now wouldn’t that be nice.

By Odysseas Papadimitriou, founder and CEO of CardHub.com.  Card Hub is the leading online marketplace for the best credit card deals for both small business owners and consumers.

As an entrepreneur, you're most likely accustomed to thinking outside the box.  You're also probably pretty familiar with the importance of funding and debt stability to a growing business venture.  That's good because new laws enacted toward the tail end of the Great Recession necessitate some creative thinking when it comes to small business credit card use. 

The first thing you need to know is that so-called business credit cards aren't as business oriented as you might think.  According to a Card Hub Study, while business credit cards do generally offer some unique services that enhance small business operations, they are fundamentally quite similar to personal, or general-use, credit cards.  More specifically, with either type of card, you will be held personally liable for unpaid debt and usage information will be relayed to your personal credit reports.  That is why your own credit standing, and not that of your business, is the most important aspect of business credit card underwriting.

The second thing you must be aware of is the distinction the Credit CARD Act of 2009 makes between business and personal credit cards.  Despite the obviously close ties between small business credit cards and the individual consumers that use them, bank lobbyists managed to rationalize excluding "business" branded cards from the aforementioned law.  This might not mean much to you at first, but consider that the CARD Act prohibits issuers from increasing interest rates on existing debt without cause.  The omission of business credit cards from the law therefore means that your interest rate can change at any time, for whatever reason.

In light of this information, you must be wondering how an entrepreneur such as yourself can benefit from credit card use in this new environment while also mitigating risk.  That is a very valid concern-one which requires just one more piece of background information to explain fully.  The third and final thing you need to know is that business credit cards are still useful, given that they all tend to offer certain features that simplify the task of running a company.  For example, business credit cards allow you to designate employees as authorized users, establish custom spending limits, and earn rewards on their purchases.  In addition, they simplify business expense tracking, which makes it easier to evaluate company spending and prepare company taxes.

In order to both achieve debt stability and benefit from common business credit card features, you'll therefore want to use two credit cards.  One should be the personal credit card with the best interest rates that you'll use for purchases that you cannot pay off before the end of a single billing period.  The other should be the business rewards credit card with the most lucrative rewards for your biggest expenses, which you will obviously use for purchases that you have the means to pay for in full immediately.  This type of two-card strategy takes its keys from the Island Approach to credit card use, which holds that each credit card you get should be used for a specific purpose.  This allows you to get the absolute best card for each of your needs, rather than a single card that addresses all of them in an average manner. 

With this business credit card game plan in hand, you will be well positioned for entrepreneurial success and a step ahead of the competition.

As you know, I do a lot of marketing.

I market via my website. I market via social networks like Facebook and Twitter. And I market via more traditional means like public relations and direct mail.

But when it comes to several of these marketing channels, there's one thing I NEVER market, and that's equity or securities.

You see, while you can market products or services pretty much anywhere, in the United States there are many laws the regulate the sale of securities, mainly the stock in your company that you may want to sell to individual or "angel" investors.

And specifically, these laws forbid "General Solicitation." Which means that you can't market your equity via Facebook, via Twitter, or via your website, and you can't stand outside of a Wal-Mart and ask passerby's to invest in your company.

So what should you do?

The answer is fairly simple - network.

You've probably heard of 6 degrees of separation. Six degrees of separation refers to the idea that everyone is on average approximately six steps away, by way of introduction, from any other person on Earth, so that a chain of, "a friend of a friend" statements can be made, on average, to connect any two people in six steps or fewer.

Now, I'm not saying that you should set your sights on Bill Gates or Donald Trump as an angel investor in your company and figure out the six or less connections you need to make to meet them.

But rather, there are literally millions of successful entrepreneurs and business people all around you with the means, interest and ability to fund your company. These are the folks you should be trying to meet.

You need to start by making a list of these individuals. But more important than just finding wealthy individuals to meet, create a list of people who could really help your business.

For example, is there a top person in your industry whose credibility and/or connections could help you?

Or is there someone you've come across who has amazing marketing or technical skills that would improve your company?

It inevitably turns out that these same people generally have the means to invest in your company. And, if not, they generally have vast networks of contacts they can refer you to who might invest.

When you find angel investors this way, you get what we call "smart money." That is, investors who not only give you the funding you need, but who provide the expertise, guidance and connections to make your company more successful.

In finding "smart money" angel investors, you'll need to think more like an executive recruiter or "headhunter" than a fundraiser. Importantly, the following are the five key skills and qualities of a great executive recruiter that you'll need to embody:

1. Identify the right candidates: a great recruiter can specify the ideal qualifications of and create a comprehensive list of potential candidates

2. Be outgoing: a great recruiter needs to get meetings with and speak with the right candidates; to do this, they can't be shy

3. Have good listening skills: a great recruiter needs to conduct interviews and really listen to the needs of their clients and candidates

4. Be well organized: a great recruiter needs to create a big list of candidates and methodically and repeatedly contact them until they get their desired results

5. Be persistent: a great recruiter follows up on great candidates; they don't let initial rejection deter them

To summarize, avoid mass marketing on the web when raising angel funding, and look for the "smart money" -- people that can help you both fund and grow your company. And act like an executive recruiter; in doing so, you'll be able to find tons of smart money angel investors for your business.

Suggested Resource: In Angel Funding Formula, you'll learn exactly how to find and contact angel investors, exactly what information to convey to them and how, and how to secure your financing check. This video explains more.

When starting a business, most entrepreneurs dream about the finish line; specifically how their lives will be radically better once their business becomes a huge success.   

But, soon after they start their businesses, entrepreneurs/business owners become trapped in the day-to-day, week-to-week, and month-to-month goals of generating more sales and profits, improving employee performance, and trying to reduce their hours and stress.    

At some point, the vast majority of entrepreneurs become 100% focused on these short-term goals and lose sight of their long-term visions. As a result, they begin to wander, and never achieve the vision they initially hoped to achieve.    

The solution is rather simple: you need to stop what you're doing and dream again about the finish line. Specifically, you need to reassess what it is that you're trying to accomplish with your business.

In many cases, this long-term vision will be the same as the long-term vision you had when you started your business. In other cases, your long-term vision might have changed.

But in EVERY case, you must reassess what your long-term vision is, or you'll have virtually no chance of achieving it.

And importantly, once you identify this vision, you need to reverse engineer it.

That's right, you need to fully imagine how your business will look once you have achieved your long-term vision, and then create the action plan for achieving it. For example, if your dream includes a company with 300 employees, you need to create the plan now for hiring and training these employees.

To help you achieve this, follow my step by step plan below for identifying your long-term vision and reverse engineering it.

1: Identify your long-term vision

• Write down what your ultimate goal is for your business.

For example, do you want to sell it to another company? Sell/give it to your employees or children? Take it public? Continue to run it forever and reap ongoing profits?


2: Identify your key end-game metrics

• By what date would you like your vision to be achieved?


• What will your company's annual revenues be at this date?


• How many customers will you have at this date?


• How many employees will you have at this date?


• On this date, what will your day to day responsibilities be?


• On this date, what will be your top selling products and/or services?

3: Reverse Engineer Success within the Key Functional Areas

Answer the following questions as if today was the future date in which you achieved your long-term vision and you were looking backwards.

Marketing:

• What marketing channels allowed you to attract/gain the most customers?


• What have you done to fully satisfy your customers?


• What business partnerships (if any) have you forged that have resulted in significant numbers of new clients?

R&D

• What have you done to develop your top selling products and/or services?

Human Resources

• Who are your key managers that motivate and manage your other employees? When did you find these key managers? Where did you find them? How did you develop them?


• When did you start ramping up your hiring process?

Operations:

• What systems have you built to ensure your business runs smoothly and without your required day-to-day involvement?

Finance:

• Who funded you along the way? How did you meet these funding sources?

4: Create Your Action Plans

Create action plans from your answers above.

For example, if you answered "direct mail" as your top marketing channel, document your direct mail strategy. For example, document who you will mail to, what your message will be, what your direct mail timeline will be, etc.

The exercise above is critical in ensuring your success.

The key is to not only dream about what your business looks like when it has achieved success, but to reverse engineer that dream. You need to think through how your business got to its successful state. And then work backwards in creating action plans that will get you there. And once you create these action plans, be sure that you and your team stay focused on executing them.

The resolution of the NBA lockout this weekend and the news that the games will resume on Christmas is yet the latest example of how when it comes to vastly over-exaggerated predictions of doomsday and worst-case scenarios never coming to pass, the more things change, the more they stay the same.

Even a casual follower of professional basketball heard over these past few months the media’s over-heated "analysis" of the lockout.

How the two sides were so far apart that it was almost a certainty that we would miss at least one, and maybe two or three, seasons of basketball.

The hand ringing continued on to player's careers being shortened, arenas being shuttered, and hundreds, if not thousands, of administrative, concession, usher, and ticket taker jobs being lost.

And throughout this din were heard the editorializing on the “greed” of the players and the owners, and how unseemly it was for millionaires and billionaires to be bickering in public over how to split such a large financial pie.

Little remarked on was the fact that since the 1980’s about every other year there has been some kind of work stoppage (or the threat thereof) in one professional sport or another.

And even less remarked on was the amazing fact - even in circumstances where whole seasons are lost - that once the games resumed the various sports leagues have grown to be bigger and more profitable than ever.

Yet, the media gives this reality probably 1/100th as much attention as it does to the anger, discord, and disrespect between the warring sides, and to incessant and discomfiting prophesizing on the “worst case.”

This systemic pessimism and negativity is emblematic of what is in my view one of the main conundrums of modern life and business - that in a world of the kind of plenty and opportunity that our grandparents could only dream of, that we too often remain focused on what we don't have, what we can't do and on those things that can go wrong versus the infinitely more consequential and probable number of things that go ever so right.

Exactly why this is the state of affairs is anyone's guess.

But what is equally true is that the real winners in life and business simply do not play this game.

Sure, being human beings they do occasionally indulge in the baser emotions of gossip, envy, and the schadenfreude of watching the mighty fall.

But far from it being their dominant way of thinking or life, those that win embody Peter Drucker’s famous definition of the effective executive and focus on opportunities and not problems.

They invest their precious energy on the doable and the possible.

And they are so wonderfully absorbed in their "micros" that they simply do not have time to concern themselves with the media - saturated “macro” worries of the world.

So, come Christmas, Dirk, Kobe, Lebron and the gang will be back on the hardwood.

It will be, for them, about and only about exactly what it should be – just playing the game.

Each game, every shot - both to win and to the absolute best of their ability.

Everything else is just noise.

The great ones ignore it. Or even better yet, they are just too busy to hear it.

I've been interviewed twice over the past couple of weeks about the recent Crowdfunding legislation that was recently introduced. And each time, I've found myself correcting the misinformation about it that the media has been spreading. So in this article, I'll give you the truth about what's going on, and how to leverage it.