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Yes, less producing parts of a grower s eld produced more crop by having a customized mixture of chemicals applied, but just a little bit The greatest increase, however, came in good soils When they measured the harvest yields of their best soil, they went off the chart This lesson must not be lost on those of us in business We can spend an incredible amount of time and money xing people s weaknesses and helping them get a little better at them But if we develop their strengths, we will get spectacular results Or, in the words of Marcus Buckingham and Donald Clifton in Now, Discover Your Strengths, we will experience consistent, near-perfect performance (Buckingham and Clifton, 2001, page 25) What we love to do, we also do well.

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Tip The two Commit Charge numbers form a fraction that indicates current memory usage. For example, if you do the division on values like 240/2463, you end up with 0.0974, or 9.74 percent, meaning all running processes are currently using a little less than 10 percent of available memory.

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And when we do something well and invest our time and energy in pursuing it, we have the ability to deliver extraordinary yields time after time Is weakness, then, irrelevant No Even the poorest producing soils bene t from precision agriculture But improving weakness is not where we will nd our best results Aligning talent to task means analyzing all that we do and making sure that 80 percent of it is in the area of our true talent All jobs have aspects about them that are distasteful to us, but when those aspects get beyond 20 percent, we will nd ourselves in an unfruitful situation, working more and more for less and less and hating it The key to sustained individual success is maximiz132.

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The lesson from these statistics is this: Running a business that is surviving will make you a living, but perhaps less than you would make working a salaried job with someone else s company. Run a company that is growing rapidly, however, and there is serious money to be made. The distinction is in the pace of growth. In 1996, authors Thomas J. Stanley and William D. Danko published their landmark book, The Millionaire Next Door (Marietta, GA: Longstreet Press, 1996). Their 258 page book has much to say about the wealthiest people in our country. The quick, one-line synopsis most people remember from this book is that most millionaires work in unassuming, everyday endeavors. In other words, they are, on the whole, welding contractors and pest controllers, not investment bankers and trust fund recipients. To many, including me, this was a fascinating revelation. It also helped fuel an ever-growing fire of enthusiasm for entrepreneurship. It is also important, however, to fully understand the authors findings. It is true that more than two-thirds of the millionaires in this country can be described as self-employed. The authors research makes that very clear. However, it does not follow to say that the self-employed are most likely millionaires; far from it. While this book was written several years ago, the misconceptions some people took away from it still permeate public consciousness. Myth 3: Business Owners Are Funded by Venture Capital and Angel Investors The National Commission on Entrepreneurship sums up this myth nicely in its 2001 report, Five Myths About Entrepreneurs: Of all the myths and misunderstandings surrounding entrepreneurship, the role of venture capital is perhaps the most exaggerated. Venture capital and money from angel investors flowed like water in the middle and late 1990s, but

support ABC in an organization, even though it is possible. Many people ask if they can buy SAP and just implement the ABC module. Doing so is like buying an aircraft carrier to go water skiing. The beauty and strength of SAP lies in the high level of integration between modules, not necessarily focused execution for one area. The scope of an SAP implementation usually encompasses the replacement of several separate software packages used to support different functional organizations, such as financials, human resources, production, and warehouse management. Technical benefits drive the scope, such as reducing the number of interfaces, eliminating several different software packages and their licenses, maintenance, release upkeep, and merging onto one software with one platform.

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