We share you Lucky Or Smart By Bo Peabody Pdf Free Download with free downloading and also totally free reading online. Lucky Or Smart By Bo Peabody Pdf. You could look for incredible book by the title of Lucky Or Smart By Bo Peabody Pdf by caite.info Mentoring Currently, you could easily to check out. The Business Insider B elow is the first chapter of entrepreneur and VC Bo Peabody's book, LUCKY OR SMART: Secrets For An.
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PDF Summary is Bo Peabody's attempt to answer the question from the title in no more than So, find out whether he was “Lucky or Smart?”. 6 days ago Lucky Or Smart Fifty Pages For The First Time Entrepreneur - [Free] Most Like The NCLEX (PDF) The Art of the Start | Lluis Consul Espona. At twenty-seven, Bo Peabody was an Internet multi-millionaire. He has co- founded five different companies, in varied industries, and made them thrive during the.
But because no one planned for the good things to happen, they appear as luck. It may not seem that hip today, but back in the s, it was one of the hippest things you can think of! Bo Peabody, a successful entrepreneur himself, answers the question from his own experience. That was our business model. And when smart, inspired people gather around a fundamentally innovative, morally compelling, and philosophically positive company, they work very hard. Authenticity is an adjective rarely used to describe anything in the modern business world. That's because the primary goal of these companies is not to make money but to defend the First Amendment and create jobs in places where there aren't many.
But when people get lucky in business, they are often convinced that it is not luck at all that brought them good fortune. They believe instead that their business venture succeeded thanks to their own blinding brilliance. The number-one killer of start-ups is when entrepreneurs confuse "being lucky" with "being smart. The big challenge is that everyone—the press, your shareholders, your colleagues, your significant other, and your parents—will work hard to convince you otherwise.
They will tell you, over and over again, that you are in fact a genius and should take complete credit for all the great things happening to your company.
None of these relationships provide any incentive for any of these people to tell you the cold hard truth about your entrepreneurial success: You may have gotten just plain lucky.
The second difference between "business luck" and "everyday luck" is that luck in business can be created, whereas everyday luck cannot. But you can create a company that gets lucky more often than your average company. Indeed, there is a pseudo-scientific formula for creating business luck.
And the key element is this: Lucky things happen to entrepreneurs who start fundamentally innovative, morally compelling, and philosophically positive companies. Because lots of smart people will gather around companies with these qualities. As it turns out, precious few of them exist. And the vast majority of human beings, and certainly most of the smart ones, are constitutionally caring creatures who would, if given the chance, prefer to spend their valuable time in a positive setting contributing to the betterment of society rather than in a negative setting contributing to its detriment.
Shocking, I know, but true. And when smart, inspired people gather around a fundamentally innovative, morally compelling, and philosophically positive company, they work very hard. And when smart, inspired people work very hard, serendipity ensues.
Serendipity—the faculty of making fortuitous discoveries by chance—causes lots of unexpected things to happen to a company. Some of these unexpected things are good.
Some are bad. But because no one planned for the good things to happen, they appear as luck. In other words, the best way to ensure that lucky things happen is to make sure that a lot of things happen.
It's really that simple. Create an environment where smart people will gather. Be smart enough to stay out of the way and let luck happen. Good entrepreneurs are not, per se, lucky or smart.
They are just smart enough to realize when they are getting lucky. It's a subtle but very important distinction. Of course, there are entrepreneurs who start fundamentally silly, morally bankrupt, and philosophically negative companies. These entrepreneurs and their ventures fail more for lack of luck than for any lack of raw entrepreneurial skills. These destined-to-self-destruct companies are, first and foremost, about the entrepreneur trying to make a million dollars rather than about doing anything interesting or valuable.
As a result, these companies don't attract the smart people who generate luck. Much of what makes a company fundamentally innovative, morally compelling, and philosophically positive is not what the company's business model actually is, but how the entrepreneur communicates the mission of the company. A company's mission, communicated by the entrepreneur with charisma and passion, is what creates the environment that attracts smart people and gets them inspired in the first place.
Which is exactly what gets the luck rolling. Tripod made what money it did by selling advertising to clients such as Ford and Visa. That was our business model. But Tripod's mission, as I described it to my colleagues, was to revolutionize consumer media, allowing anyone to publish his or her views to the entire world using the Tripod Homepage Builder. In , Bo Peabody was a year old student at Williams College, with a relatively simple idea: So, he teamed up with a college classmate named Brett Hershey, and one of his professors, Dick Sabot, and build tripod.
It may not seem that hip today, but back in the s, it was one of the hippest things you can think of!
So, by , tripod. So, consider tripod. The very next day, Peabody agreed to sell, consenting to a lockup which forbade him to sell his Lycos stocks for two years.
And at the height of the dot-com bubble and just a few months before the market crashed, on the very last day of , Peabody sold nearly every share of his Lycos stock. You should not do that: With that being said, there are some things you can do to force your luck: Found a company which is fundamentally innovative , morally compelling , and philosophically positive.
These are the companies around which smart people who work hard gather — and, you know what they say, the harder one works, the more luck one has!
He worked with him on a year-long program to fix the faults of his application, and, lo and behold, the following year he got in! The press likes the story of the Jobs-like CEO — the genius capable of transforming the world in an hour.
And so — it sells this story to the public. While the former are born and not made — the latter are made, and rarely born. However, he always knew that he was only great to start things — a sort of a Jack-of-all-trades — not to manage them. With some notable exceptions, this is almost always the case. So, if you want to be an entrepreneur, be aware that a large part of your job is to attract and motivate the best managers.
Most startups end up unsuccessful because entrepreneurs fail to realize the difference between being lucky and being smart. Ego — as useful as it can sometimes be — is your enemy to understanding the difference between being lucky and being smart. In a nutshell: Like this summary? If your idea is big enough and crazy enough, all you have to do is survive.