customer experience management skills or your strength could be getting people to come to your food place through social media so ultimately you have to write down your strengths Let's say in another example, if you have completed your training program as a chef and now you want to start a business. Now, in that case, your strength is the fundamental understanding of how a particular food item would be prepared. And then in that case, you might want to have people who would be really good at marketing, who could be really good at serving customers. But fundamentally, you will start by writing down your strengths. Now that is very critical.


Let's say in another example, if you have completed your training program as a chef and now you want to start a business. Now, in that case, your strength is the fundamental understanding of how a particular food item would be prepared. And then in that case, you might want to have people who would be really good at marketing, who could be really good at serving customers. But fundamentally, you will start by writing down your strengths. Now that is very critical. Unless you don't know your strengths, unless you don't understand your strengths, how would you align yourself to the right idea?


And then in that case, you might want to have people who would be really good at marketing, who could be really good at serving customers. But fundamentally, you will start by writing down your strengths. Now that is very critical. Unless you don't know your strengths, unless you don't understand your strengths, how would you align yourself to the right idea? People say that they have million dollar idea. Great, but then there are not many million dollars in the industry for people to put money on you. So here, if we have strength as a starting point, that will really be great. Let's say, Raj, you know what, today, you know, you understand the studio business, right? And let's say a few years from now, you might want to do something on your own. So in your case, maybe the technical understanding of how processes work, number one. Number two, the way you interact with the guests who come in. Number three, the way you manage the entire operations. Number four, the way you manage finances. Now, these are your strengths in this particular line. And maybe you might need, I'm just giving an example. Maybe you might need a funding. Maybe you might need to understand where is the right location where you can start. Now, maybe you would need support in management training. Or rather, you know, business coaching on how to make it more efficient. But even in both the cases, you know your strengths. So what will happen if you understand your strengths better, you would find the right people to work with you, right people to partner with you, right people to work with you, right mentors who can coach you because you know your strengths better. So this is the bottom line of doing anything.


Unless you don't know your strengths, unless you don't understand your strengths, how would you align yourself to the right idea? People say that they have million dollar idea. Great, but then there are not many million dollars in the industry for people to put money on you. So here, if we have strength as a starting point, that will really be great. Let's say, Raj, you know what, today, you know, you understand the studio business, right? And let's say a few years from now, you might want to do something on your own. So in your case, maybe the technical understanding of how processes work, number one. Number two, the way you interact with the guests who come in. Number three, the way you manage the entire operations. Number four, the way you manage finances. Now, these are your strengths in this particular line. And maybe you might need, I'm just giving an example. Maybe you might need a funding. Maybe you might need to understand where is the right location where you can start. Now, maybe you would need support in management training. Or rather, you know, business coaching on how to make it more efficient. But even in both the cases, you know your strengths. So what will happen if you understand your strengths better, you would find the right people to work with you, right people to partner with you, right people to work with you, right mentors who can coach you because you know your strengths better. So this is the bottom line of doing anything. Please keep this in mind. That will really be of great value. Second starting point is your network. Network will never ever, you know, go for a go for waste.


People say that they have million dollar idea. Great, but then there are not many million dollars in the industry for people to put money on you. So here, if we have strength as a starting point, that will really be great. Let's say, Raj, you know what, today, you know, you understand the studio business, right? And let's say a few years from now, you might want to do something on your own. So in your case, maybe the technical understanding of how processes work, number one. Number two, the way you interact with the guests who come in. Number three, the way you manage the entire operations. Number four, the way you manage finances. Now, these are your strengths in this particular line. And maybe you might need, I'm just giving an example. Maybe you might need a funding. Maybe you might need to understand where is the right location where you can start. Now, maybe you would need support in management training. Or rather, you know, business coaching on how to make it more efficient. But even in both the cases, you know your strengths. So what will happen if you understand your strengths better, you would find the right people to work with you, right people to partner with you, right people to work with you, right mentors who can coach you because you know your strengths better. So this is the bottom line of doing anything. Please keep this in mind. That will really be of great value. Second starting point is your network. Network will never ever, you know, go for a go for waste. Yes, there could be people in your network who may not buy your product or services. But the point is, these people could also connect you to potential customers. So we always forget that aspect. See, usually what happens when we start a business, we tend to understand or we feel that, hey, my colleagues or my friends would buy my products. But actually it never happens. Maybe their network can help you or maybe they can connect the dots for you. So we have to think that every one person is at least connected to five people who can become your potential customers. Today we live in times that at least we have 30 people in our network who would be willing to help in some fashion or the other way. Now multiply that by five. So in your subconscious mind, in your subconscious mind, you must always feel that there are about 100 to 150 people who are there to help. Help in some way or the other.


Please keep this in mind. That will really be of great value. Second starting point is your network. Network will never ever, you know, go for a go for waste. Yes, there could be people in your network who may not buy your product or services. But the point is, these people could also connect you to potential customers. So we always forget that aspect. See, usually what happens when we start a business, we tend to understand or we feel that, hey, my colleagues or my friends would buy my products. But actually it never happens. Maybe their network can help you or maybe they can connect the dots for you. So we have to think that every one person is at least connected to five people who can become your potential customers. Today we live in times that at least we have 30 people in our network who would be willing to help in some fashion or the other way. Now multiply that by five. So in your subconscious mind, in your subconscious mind, you must always feel that there are about 100 to 150 people who are there to help. Help in some way or the other. And the third and the most important point is you have to develop an opportunistic mindset.


Yes, there could be people in your network who may not buy your product or services. But the point is, these people could also connect you to potential customers. So we always forget that aspect. See, usually what happens when we start a business, we tend to understand or we feel that, hey, my colleagues or my friends would buy my products. But actually it never happens. Maybe their network can help you or maybe they can connect the dots for you. So we have to think that every one person is at least connected to five people who can become your potential customers. Today we live in times that at least we have 30 people in our network who would be willing to help in some fashion or the other way. Now multiply that by five. So in your subconscious mind, in your subconscious mind, you must always feel that there are about 100 to 150 people who are there to help. Help in some way or the other. And the third and the most important point is you have to develop an opportunistic mindset. As an entrepreneur, you cannot complain.


And the third and the most important point is you have to develop an opportunistic mindset. As an entrepreneur, you cannot complain. Complain will not help. The best thing as an entrepreneur is that you have to understand your potential customer's complaint and turn it into an opportunity. And this comes from mindset. Basically, this comes from mindset.


As an entrepreneur, you cannot complain. Complain will not help. The best thing as an entrepreneur is that you have to understand your potential customer's complaint and turn it into an opportunity. And this comes from mindset. Basically, this comes from mindset. You have to understand through their complaint how big this opportunity could be or what more can be done.


Complain will not help. The best thing as an entrepreneur is that you have to understand your potential customer's complaint and turn it into an opportunity. And this comes from mindset. Basically, this comes from mindset. You have to understand through their complaint how big this opportunity could be or what more can be done. See, as an entrepreneur, you don't have to solve all the problems. You have to take at least one. One problem, either you have faced it, either you feel there is a big market supply gap.


You have to understand through their complaint how big this opportunity could be or what more can be done. See, as an entrepreneur, you don't have to solve all the problems. You have to take at least one. One problem, either you have faced it, either you feel there is a big market supply gap. Either you have experienced it yourself and a lot of business problems and business owners who are successful are the ones who have experienced it themselves.


See, as an entrepreneur, you don't have to solve all the problems. You have to take at least one. One problem, either you have faced it, either you feel there is a big market supply gap. Either you have experienced it yourself and a lot of business problems and business owners who are successful are the ones who have experienced it themselves. So you see recent examples, you take any recent example who are doing very nice in the industry today.


Either you have experienced it yourself and a lot of business problems and business owners who are successful are the ones who have experienced it themselves. So you see recent examples, you take any recent example who are doing very nice in the industry today. Be it Zomato or Swiggy. See, I don't want to talk about the profitability. But then when pandemic happened with the existing database, they realized that people would want food delivered at their homes. Now, that was a complete opportunity-based decision. And at the same time, the internet ecosystem was advancing. They already had some competitors who were delivering food and groceries at home. So they realized that people are now habituated to buying things online. And of course, Amazon and Flipkart of the world were there to any which way serve us. So they understood the opportunity. They saw the timing and look at what it has become today. And look at what has happened in the entire market where Zepto and Blinkit have also are piggybacking on. Their success. Now, this becomes very, very, very important in this aspect. So opportunity mindset is very important.


So you see recent examples, you take any recent example who are doing very nice in the industry today. Be it Zomato or Swiggy. See, I don't want to talk about the profitability. But then when pandemic happened with the existing database, they realized that people would want food delivered at their homes. Now, that was a complete opportunity-based decision. And at the same time, the internet ecosystem was advancing. They already had some competitors who were delivering food and groceries at home. So they realized that people are now habituated to buying things online. And of course, Amazon and Flipkart of the world were there to any which way serve us. So they understood the opportunity. They saw the timing and look at what it has become today. And look at what has happened in the entire market where Zepto and Blinkit have also are piggybacking on. Their success. Now, this becomes very, very, very important in this aspect. So opportunity mindset is very important. Now, let's understand one more example. There were times earlier where businesses were based out of necessities.


Be it Zomato or Swiggy. See, I don't want to talk about the profitability. But then when pandemic happened with the existing database, they realized that people would want food delivered at their homes. Now, that was a complete opportunity-based decision. And at the same time, the internet ecosystem was advancing. They already had some competitors who were delivering food and groceries at home. So they realized that people are now habituated to buying things online. And of course, Amazon and Flipkart of the world were there to any which way serve us. So they understood the opportunity. They saw the timing and look at what it has become today. And look at what has happened in the entire market where Zepto and Blinkit have also are piggybacking on. Their success. Now, this becomes very, very, very important in this aspect. So opportunity mindset is very important. Now, let's understand one more example. There were times earlier where businesses were based out of necessities. You see, if you travel by train or if you travel by flight.


Now, let's understand one more example. There were times earlier where businesses were based out of necessities. You see, if you travel by train or if you travel by flight. that is an opportunity for a lot of retail-based businesses to showcase their products, isn't it? When we go on railway stations, we see that there are so many stalls. Now, that is also a necessity-slash-opportunity-based entrepreneurship, which has now converted into an e-retail business where at airports, you see so many companies who are having their stalls. But although they are conglomerates and they are corporates, but it started off like that initially.


You see, if you travel by train or if you travel by flight. that is an opportunity for a lot of retail-based businesses to showcase their products, isn't it? When we go on railway stations, we see that there are so many stalls. Now, that is also a necessity-slash-opportunity-based entrepreneurship, which has now converted into an e-retail business where at airports, you see so many companies who are having their stalls. But although they are conglomerates and they are corporates, but it started off like that initially. And the most important part of, you know, focus is that you have to be very specific.


that is an opportunity for a lot of retail-based businesses to showcase their products, isn't it? When we go on railway stations, we see that there are so many stalls. Now, that is also a necessity-slash-opportunity-based entrepreneurship, which has now converted into an e-retail business where at airports, you see so many companies who are having their stalls. But although they are conglomerates and they are corporates, but it started off like that initially. And the most important part of, you know, focus is that you have to be very specific. Unfortunately, we live in a world where distraction has become a very basic nature in our lives.


And the most important part of, you know, focus is that you have to be very specific. Unfortunately, we live in a world where distraction has become a very basic nature in our lives. and in this destructed economy and exaggerated economy, it is very important that we be very specific in terms of


Unfortunately, we live in a world where distraction has become a very basic nature in our lives. and in this destructed economy and exaggerated economy, it is very important that we be very specific in terms of the problem that we are solving. Now, this is very, very critical. Now, what does it mean to be specific?


and in this destructed economy and exaggerated economy, it is very important that we be very specific in terms of the problem that we are solving. Now, this is very, very critical. Now, what does it mean to be specific? Let's say I want to start a dairy business and I have realized that has a lot of water in it.


the problem that we are solving. Now, this is very, very critical. Now, what does it mean to be specific? Let's say I want to start a dairy business and I have realized that has a lot of water in it. So my specific problem that I would want to focus is that my milk will be 100% pure. Now that is one problem area that I will be solving. But at the same time, I have to be aware that what is the price that customers are willing to pay. You know, I cannot charge double the amount and target the same market.


Let's say I want to start a dairy business and I have realized that has a lot of water in it. So my specific problem that I would want to focus is that my milk will be 100% pure. Now that is one problem area that I will be solving. But at the same time, I have to be aware that what is the price that customers are willing to pay. You know, I cannot charge double the amount and target the same market. But if I have no choice, if the price of the milk is high, then I have to be very smart in terms of putting myself in the right market or putting myself in the right place.


So my specific problem that I would want to focus is that my milk will be 100% pure. Now that is one problem area that I will be solving. But at the same time, I have to be aware that what is the price that customers are willing to pay. You know, I cannot charge double the amount and target the same market. But if I have no choice, if the price of the milk is high, then I have to be very smart in terms of putting myself in the right market or putting myself in the right place. that is the second problem but the first problem is very important is that you have to be very specific to the to the need now let's say i'm just giving an example which is hypothetical but let's say you know the milk that i want to give is 100 pure and and the cost is 200 rupees which is twice the market that is available today so what i would do maybe i would just prepare half a liter of milk maybe i would tap into customer psyche that you know at least you are drinking two glasses of milk at least drink 100 calcium that is very important but i will work on my marketing i will work on my communication but i will be obsessed with my problem that hey you know what i want to serve a hundred percent pure milk


But if I have no choice, if the price of the milk is high, then I have to be very smart in terms of putting myself in the right market or putting myself in the right place. that is the second problem but the first problem is very important is that you have to be very specific to the to the need now let's say i'm just giving an example which is hypothetical but let's say you know the milk that i want to give is 100 pure and and the cost is 200 rupees which is twice the market that is available today so what i would do maybe i would just prepare half a liter of milk maybe i would tap into customer psyche that you know at least you are drinking two glasses of milk at least drink 100 calcium that is very important but i will work on my marketing i will work on my communication but i will be obsessed with my problem that hey you know what i want to serve a hundred percent pure milk And I would target economies in the country which are rich. Maybe I would sell it in Gujarat. I will sell it in Delhi. I would sell it in metro cities. Maybe tier 2, tier 3 cities might not be very okay with paying that price. So that, understanding that, I have to work on it. That is my area of focus.


that is the second problem but the first problem is very important is that you have to be very specific to the to the need now let's say i'm just giving an example which is hypothetical but let's say you know the milk that i want to give is 100 pure and and the cost is 200 rupees which is twice the market that is available today so what i would do maybe i would just prepare half a liter of milk maybe i would tap into customer psyche that you know at least you are drinking two glasses of milk at least drink 100 calcium that is very important but i will work on my marketing i will work on my communication but i will be obsessed with my problem that hey you know what i want to serve a hundred percent pure milk And I would target economies in the country which are rich. Maybe I would sell it in Gujarat. I will sell it in Delhi. I would sell it in metro cities. Maybe tier 2, tier 3 cities might not be very okay with paying that price. So that, understanding that, I have to work on it. That is my area of focus. Now let's try and understand entrepreneurial mindset with one of our favorite examples.


And I would target economies in the country which are rich. Maybe I would sell it in Gujarat. I will sell it in Delhi. I would sell it in metro cities. Maybe tier 2, tier 3 cities might not be very okay with paying that price. So that, understanding that, I have to work on it. That is my area of focus. Now let's try and understand entrepreneurial mindset with one of our favorite examples. Mahendra Singh Dhoni, although he's retired now, but look at him, you know, don't you think he has everything that can make him a successful entrepreneur on the field because ultimately


Now let's try and understand entrepreneurial mindset with one of our favorite examples. Mahendra Singh Dhoni, although he's retired now, but look at him, you know, don't you think he has everything that can make him a successful entrepreneur on the field because ultimately Your journey is decided by the decisions that you take. Your journey is decided by the awareness that you have. So, what does MS Dhoni simply do?


Mahendra Singh Dhoni, although he's retired now, but look at him, you know, don't you think he has everything that can make him a successful entrepreneur on the field because ultimately Your journey is decided by the decisions that you take. Your journey is decided by the awareness that you have. So, what does MS Dhoni simply do? He simply does what is required, what is needed. That is very important.


Your journey is decided by the decisions that you take. Your journey is decided by the awareness that you have. So, what does MS Dhoni simply do? He simply does what is required, what is needed. That is very important. You know what happens sometimes in our excitement of starting the entrepreneurial journey, we go overboard, we try to be more creative, we go out and talk a lot about it. We just keep on mumbling, mumbling, interacting and just try to sell ourselves. Which is okay, that excitement is great. But what is more important is that while you're taking decisions, you have to simply do what is needed. What is the need of the hour?


He simply does what is required, what is needed. That is very important. You know what happens sometimes in our excitement of starting the entrepreneurial journey, we go overboard, we try to be more creative, we go out and talk a lot about it. We just keep on mumbling, mumbling, interacting and just try to sell ourselves. Which is okay, that excitement is great. But what is more important is that while you're taking decisions, you have to simply do what is needed. What is the need of the hour? You imagine that final over in 2007 when he had to give his final over to Mr. Jaginder Sharma. Now...


You know what happens sometimes in our excitement of starting the entrepreneurial journey, we go overboard, we try to be more creative, we go out and talk a lot about it. We just keep on mumbling, mumbling, interacting and just try to sell ourselves. Which is okay, that excitement is great. But what is more important is that while you're taking decisions, you have to simply do what is needed. What is the need of the hour? You imagine that final over in 2007 when he had to give his final over to Mr. Jaginder Sharma. Now... He had two choices. Either he could have given it to a spinner or he could have given it to a fast bowler because the other bowler's overs were completed. And he actually went to Harbhajan Singh. And Harbhajan Singh was not confident.


You imagine that final over in 2007 when he had to give his final over to Mr. Jaginder Sharma. Now... He had two choices. Either he could have given it to a spinner or he could have given it to a fast bowler because the other bowler's overs were completed. And he actually went to Harbhajan Singh. And Harbhajan Singh was not confident. It was Dhoni's attention that the baller is not confident. Then how can I give him the final over? Irrespective, he is still a better baller than Joginder Sharma. He has more accolades than Joginder Sharma. But he understood that, you know what, maybe this is not what I should do. Maybe I should hand over to a ball, to a person who is more confident, not capable. So he displayed what needs to be done and he has displayed it countless times.


He had two choices. Either he could have given it to a spinner or he could have given it to a fast bowler because the other bowler's overs were completed. And he actually went to Harbhajan Singh. And Harbhajan Singh was not confident. It was Dhoni's attention that the baller is not confident. Then how can I give him the final over? Irrespective, he is still a better baller than Joginder Sharma. He has more accolades than Joginder Sharma. But he understood that, you know what, maybe this is not what I should do. Maybe I should hand over to a ball, to a person who is more confident, not capable. So he displayed what needs to be done and he has displayed it countless times. second important aspect is observation now observation is not staring okay you don't have to stare to improve your observation skills observation is that


It was Dhoni's attention that the baller is not confident. Then how can I give him the final over? Irrespective, he is still a better baller than Joginder Sharma. He has more accolades than Joginder Sharma. But he understood that, you know what, maybe this is not what I should do. Maybe I should hand over to a ball, to a person who is more confident, not capable. So he displayed what needs to be done and he has displayed it countless times. second important aspect is observation now observation is not staring okay you don't have to stare to improve your observation skills observation is that What are three, four why or why's that you understand when you interact with your potential customer? The behavior that you observe, the need that you observe.


second important aspect is observation now observation is not staring okay you don't have to stare to improve your observation skills observation is that What are three, four why or why's that you understand when you interact with your potential customer? The behavior that you observe, the need that you observe. Observation is also to do with the understanding and deriving the context and meaning about it. That is observation.


What are three, four why or why's that you understand when you interact with your potential customer? The behavior that you observe, the need that you observe. Observation is also to do with the understanding and deriving the context and meaning about it. That is observation. See a doctor, when you go to a doctor, a doctor, you know, checks your heartbeat, he interacts with you, he asks you a few questions.


Observation is also to do with the understanding and deriving the context and meaning about it. That is observation. See a doctor, when you go to a doctor, a doctor, you know, checks your heartbeat, he interacts with you, he asks you a few questions. He's observing, very simply put it. He's observing and of course he's connecting the experiences and the knowledge that he has.


See a doctor, when you go to a doctor, a doctor, you know, checks your heartbeat, he interacts with you, he asks you a few questions. He's observing, very simply put it. He's observing and of course he's connecting the experiences and the knowledge that he has. and gives a context and accordingly he decides the right medicine. Similarly, as an entrepreneur, you have to observe and see if your potential customer is not feeling comfortable, then what's the point of selling him a product? I'll give you a very simple example. We go to restaurants, right? And sometimes, even in the good restaurants I go, I see that even in 5 stars, it has happened that the glass is not clean, the table is not clean, the communication amongst the waiters is not great. You know, sometimes you see, you have observed that waiters forget the order, even in the best of the best restaurants. So as a customer, I'm observing, that is part of my experience, I'm observing that, hey, you know what, I'm not getting the right kind of service.


He's observing, very simply put it. He's observing and of course he's connecting the experiences and the knowledge that he has. and gives a context and accordingly he decides the right medicine. Similarly, as an entrepreneur, you have to observe and see if your potential customer is not feeling comfortable, then what's the point of selling him a product? I'll give you a very simple example. We go to restaurants, right? And sometimes, even in the good restaurants I go, I see that even in 5 stars, it has happened that the glass is not clean, the table is not clean, the communication amongst the waiters is not great. You know, sometimes you see, you have observed that waiters forget the order, even in the best of the best restaurants. So as a customer, I'm observing, that is part of my experience, I'm observing that, hey, you know what, I'm not getting the right kind of service. So your potential customers definitely observe you, but you have to observe five times more than that. And see, that is going to help you any which ways. If you observe your team behavior, if you observe your potential investments behavior, and most importantly, you observe your potential customers behavior, that is how you would be able to connect the dots and create value and grow as a leader.


and gives a context and accordingly he decides the right medicine. Similarly, as an entrepreneur, you have to observe and see if your potential customer is not feeling comfortable, then what's the point of selling him a product? I'll give you a very simple example. We go to restaurants, right? And sometimes, even in the good restaurants I go, I see that even in 5 stars, it has happened that the glass is not clean, the table is not clean, the communication amongst the waiters is not great. You know, sometimes you see, you have observed that waiters forget the order, even in the best of the best restaurants. So as a customer, I'm observing, that is part of my experience, I'm observing that, hey, you know what, I'm not getting the right kind of service. So your potential customers definitely observe you, but you have to observe five times more than that. And see, that is going to help you any which ways. If you observe your team behavior, if you observe your potential investments behavior, and most importantly, you observe your potential customers behavior, that is how you would be able to connect the dots and create value and grow as a leader. Next, very important quality. You know, we discussed about strengths earlier. Please remember one thing, Raj, that if you start any business, you will never be able to do it alone.


So your potential customers definitely observe you, but you have to observe five times more than that. And see, that is going to help you any which ways. If you observe your team behavior, if you observe your potential investments behavior, and most importantly, you observe your potential customers behavior, that is how you would be able to connect the dots and create value and grow as a leader. Next, very important quality. You know, we discussed about strengths earlier. Please remember one thing, Raj, that if you start any business, you will never be able to do it alone. So that's why you have to understand your strengths better so that you can get the right complementary person to serve the purpose of your business and you get the person with the right strength. That is very important. But that is only possible if you understand your strength better.


Next, very important quality. You know, we discussed about strengths earlier. Please remember one thing, Raj, that if you start any business, you will never be able to do it alone. So that's why you have to understand your strengths better so that you can get the right complementary person to serve the purpose of your business and you get the person with the right strength. That is very important. But that is only possible if you understand your strength better. Let's say Raj, if you and me were to start a digital marketing business, right? And I understand that you are very good at technicalities and in fact, you're very good at even interacting with your customers. Now, as an entrepreneur, I can rely on your strengths that Raj will take care of these things. Maybe I should focus more on interacting with international customers or Indian customers to get them on board so that we both run the business successfully. So, the point is managing self-talent and managing talent of other people who are part of your business. Now, that becomes very critical as an entrepreneur. Very, very critical. See, if you talk about any big business, it's only because leaders are managing talent of their team really well.


So that's why you have to understand your strengths better so that you can get the right complementary person to serve the purpose of your business and you get the person with the right strength. That is very important. But that is only possible if you understand your strength better. Let's say Raj, if you and me were to start a digital marketing business, right? And I understand that you are very good at technicalities and in fact, you're very good at even interacting with your customers. Now, as an entrepreneur, I can rely on your strengths that Raj will take care of these things. Maybe I should focus more on interacting with international customers or Indian customers to get them on board so that we both run the business successfully. So, the point is managing self-talent and managing talent of other people who are part of your business. Now, that becomes very critical as an entrepreneur. Very, very critical. See, if you talk about any big business, it's only because leaders are managing talent of their team really well. That becomes very key. Ultimately, why Dhoni is well-respected? For same reason, that he was able to bring the best out of all the players. And this is what ultimately you would do. Please understand, as an entrepreneur, maybe first year and second year, you would focus on developing business. But after third year, you have to focus on people. Because people are the ones who are going to drive the business, right? And you have to make them...


Let's say Raj, if you and me were to start a digital marketing business, right? And I understand that you are very good at technicalities and in fact, you're very good at even interacting with your customers. Now, as an entrepreneur, I can rely on your strengths that Raj will take care of these things. Maybe I should focus more on interacting with international customers or Indian customers to get them on board so that we both run the business successfully. So, the point is managing self-talent and managing talent of other people who are part of your business. Now, that becomes very critical as an entrepreneur. Very, very critical. See, if you talk about any big business, it's only because leaders are managing talent of their team really well. That becomes very key. Ultimately, why Dhoni is well-respected? For same reason, that he was able to bring the best out of all the players. And this is what ultimately you would do. Please understand, as an entrepreneur, maybe first year and second year, you would focus on developing business. But after third year, you have to focus on people. Because people are the ones who are going to drive the business, right? And you have to make them... capable in a way that they are creating and cultivating more leaders so this becomes a very important skill and it has to start from day one


That becomes very key. Ultimately, why Dhoni is well-respected? For same reason, that he was able to bring the best out of all the players. And this is what ultimately you would do. Please understand, as an entrepreneur, maybe first year and second year, you would focus on developing business. But after third year, you have to focus on people. Because people are the ones who are going to drive the business, right? And you have to make them... capable in a way that they are creating and cultivating more leaders so this becomes a very important skill and it has to start from day one Second and the most, I mean, fourth and the most important point is giving credit to people. Now, this becomes very important skill as an entrepreneur. See.


capable in a way that they are creating and cultivating more leaders so this becomes a very important skill and it has to start from day one Second and the most, I mean, fourth and the most important point is giving credit to people. Now, this becomes very important skill as an entrepreneur. See. You are doing this business to solve for your customers. You are doing business to earn money. But at the same time, you also need recognition of the work that you do.


Second and the most, I mean, fourth and the most important point is giving credit to people. Now, this becomes very important skill as an entrepreneur. See. You are doing this business to solve for your customers. You are doing business to earn money. But at the same time, you also need recognition of the work that you do. And if you don't build a culture of recognition for yourself, forget about the team. If you don't give credit to yourself for the work that you do.


You are doing this business to solve for your customers. You are doing business to earn money. But at the same time, you also need recognition of the work that you do. And if you don't build a culture of recognition for yourself, forget about the team. If you don't give credit to yourself for the work that you do. If you don't go and share with your friends and family about the work that you do.


And if you don't build a culture of recognition for yourself, forget about the team. If you don't give credit to yourself for the work that you do. If you don't go and share with your friends and family about the work that you do. And if you don't talk about respective team members who are building this business with you, then...


If you don't go and share with your friends and family about the work that you do. And if you don't talk about respective team members who are building this business with you, then... How would you be happy or how would you feel content? Now, this is not some spiritual gyan or some philosophy. We all thrive on recognition also, right? We seek recognition and that has to be imbibed from day one. You have to recognize the efforts of your customers. You have to recognize the efforts of your investors. The central point is...


And if you don't talk about respective team members who are building this business with you, then... How would you be happy or how would you feel content? Now, this is not some spiritual gyan or some philosophy. We all thrive on recognition also, right? We seek recognition and that has to be imbibed from day one. You have to recognize the efforts of your customers. You have to recognize the efforts of your investors. The central point is... appreciating value everyone is creating to build a collaborative effort and specifically people specifically people who are supporting your vision that is very very very important


How would you be happy or how would you feel content? Now, this is not some spiritual gyan or some philosophy. We all thrive on recognition also, right? We seek recognition and that has to be imbibed from day one. You have to recognize the efforts of your customers. You have to recognize the efforts of your investors. The central point is... appreciating value everyone is creating to build a collaborative effort and specifically people specifically people who are supporting your vision that is very very very important And the final point is being calm and being centered. Now, please understand.


appreciating value everyone is creating to build a collaborative effort and specifically people specifically people who are supporting your vision that is very very very important And the final point is being calm and being centered. Now, please understand. Our parents, friends and family, everyone says that, hey, you know what, calm down, calm down, be calm, meditate. It doesn't work like that. It will never work like that.


And the final point is being calm and being centered. Now, please understand. Our parents, friends and family, everyone says that, hey, you know what, calm down, calm down, be calm, meditate. It doesn't work like that. It will never work like that. Being calm and being centered means that you're yourself training yourself to be more informed. You're trying to...


Our parents, friends and family, everyone says that, hey, you know what, calm down, calm down, be calm, meditate. It doesn't work like that. It will never work like that. Being calm and being centered means that you're yourself training yourself to be more informed. You're trying to... self-care. You're trying to


Being calm and being centered means that you're yourself training yourself to be more informed. You're trying to... self-care. You're trying to Go through the data, reflect through the data and create a plan of action for next two, three months and stick with it.


self-care. You're trying to Go through the data, reflect through the data and create a plan of action for next two, three months and stick with it. You know, people who are anxious are the ones who do not plan. So being calm and centered means that you are...


Go through the data, reflect through the data and create a plan of action for next two, three months and stick with it. You know, people who are anxious are the ones who do not plan. So being calm and centered means that you are... Mentally aware in the direction that you are heading. That is calmness.


You know, people who are anxious are the ones who do not plan. So being calm and centered means that you are... Mentally aware in the direction that you are heading. That is calmness. Yes, meditation will support that calmness. Yes, eating the right food will support that calmness. Yes, having humorous conversations with your friends and family will support that calmness. But calmness is planning. Planning is calmness. Isn't it, Raj? If, let's say, if this, even the podcast that we are recording right now, if I wouldn't have planned this yesterday, if I wouldn't have bought this presentation today, then this kind of output would not come. So this is calmness, no? Being in control of situation, at least trying my best to be in control of the situation. Maybe result is the second part of it, but at least the process is coming out of a space of calm. And that space of calm is very important in every activity we do.


Mentally aware in the direction that you are heading. That is calmness. Yes, meditation will support that calmness. Yes, eating the right food will support that calmness. Yes, having humorous conversations with your friends and family will support that calmness. But calmness is planning. Planning is calmness. Isn't it, Raj? If, let's say, if this, even the podcast that we are recording right now, if I wouldn't have planned this yesterday, if I wouldn't have bought this presentation today, then this kind of output would not come. So this is calmness, no? Being in control of situation, at least trying my best to be in control of the situation. Maybe result is the second part of it, but at least the process is coming out of a space of calm. And that space of calm is very important in every activity we do. So, being calm and centered is so, so, so important. The next and the most important part of Mahendra Dhing Dhoni, or for that matter, any entrepreneur, is taking calculated risks. See, we feel that we will be only taking calculated risks while we are doing business. But you know what? As you start your day and as you come here at any location, be it your school, college or your workplace, you are taking calculated risks. If you were to take a train of, let's say, 8.15, which means that you have to start from your home at around 7.45 a.m.


Yes, meditation will support that calmness. Yes, eating the right food will support that calmness. Yes, having humorous conversations with your friends and family will support that calmness. But calmness is planning. Planning is calmness. Isn't it, Raj? If, let's say, if this, even the podcast that we are recording right now, if I wouldn't have planned this yesterday, if I wouldn't have bought this presentation today, then this kind of output would not come. So this is calmness, no? Being in control of situation, at least trying my best to be in control of the situation. Maybe result is the second part of it, but at least the process is coming out of a space of calm. And that space of calm is very important in every activity we do. So, being calm and centered is so, so, so important. The next and the most important part of Mahendra Dhing Dhoni, or for that matter, any entrepreneur, is taking calculated risks. See, we feel that we will be only taking calculated risks while we are doing business. But you know what? As you start your day and as you come here at any location, be it your school, college or your workplace, you are taking calculated risks. If you were to take a train of, let's say, 8.15, which means that you have to start from your home at around 7.45 a.m. And you have to walk, you walk for 15 minutes, 20 minutes, you might find a rickshaw, you might find a bus, you might, you know, see so many people on the station. And then sometimes, you know, you don't even get to the right train or maybe you end up losing the seat in the train itself, right? And by the way...


So, being calm and centered is so, so, so important. The next and the most important part of Mahendra Dhing Dhoni, or for that matter, any entrepreneur, is taking calculated risks. See, we feel that we will be only taking calculated risks while we are doing business. But you know what? As you start your day and as you come here at any location, be it your school, college or your workplace, you are taking calculated risks. If you were to take a train of, let's say, 8.15, which means that you have to start from your home at around 7.45 a.m. And you have to walk, you walk for 15 minutes, 20 minutes, you might find a rickshaw, you might find a bus, you might, you know, see so many people on the station. And then sometimes, you know, you don't even get to the right train or maybe you end up losing the seat in the train itself, right? And by the way... Even to travel 30 kilometers from one location to another location, you are taking calculated risk of your life. We feel that when we arrive at a particular location, you know, we are reaching safely, but that's not the case. In reality, I'm so sorry to say, but the ground reality is that every day in India, around 250 people die on road accidents. Yes, they are. All of us are taking calculated risks, even in that case. But our mind doesn't work like that. And we think that, hey, if you know, if I become an entrepreneur, that it's risky. It doesn't work like that. Now, the point is extreme risk taking versus calculated risks. The reason why out of a population of billion, only 250 people die itself shows that a lot of people who are taking calculated risks are in the right frame. They are taking it rightly. So this is very important.


And you have to walk, you walk for 15 minutes, 20 minutes, you might find a rickshaw, you might find a bus, you might, you know, see so many people on the station. And then sometimes, you know, you don't even get to the right train or maybe you end up losing the seat in the train itself, right? And by the way... Even to travel 30 kilometers from one location to another location, you are taking calculated risk of your life. We feel that when we arrive at a particular location, you know, we are reaching safely, but that's not the case. In reality, I'm so sorry to say, but the ground reality is that every day in India, around 250 people die on road accidents. Yes, they are. All of us are taking calculated risks, even in that case. But our mind doesn't work like that. And we think that, hey, if you know, if I become an entrepreneur, that it's risky. It doesn't work like that. Now, the point is extreme risk taking versus calculated risks. The reason why out of a population of billion, only 250 people die itself shows that a lot of people who are taking calculated risks are in the right frame. They are taking it rightly. So this is very important. now what does it mean to take calculated risks see you have to evaluate what are your strengths we already spoke what are your leverages which means your network who are the people whom you can go back to if you have any problems and any concerns number three number four yes


Even to travel 30 kilometers from one location to another location, you are taking calculated risk of your life. We feel that when we arrive at a particular location, you know, we are reaching safely, but that's not the case. In reality, I'm so sorry to say, but the ground reality is that every day in India, around 250 people die on road accidents. Yes, they are. All of us are taking calculated risks, even in that case. But our mind doesn't work like that. And we think that, hey, if you know, if I become an entrepreneur, that it's risky. It doesn't work like that. Now, the point is extreme risk taking versus calculated risks. The reason why out of a population of billion, only 250 people die itself shows that a lot of people who are taking calculated risks are in the right frame. They are taking it rightly. So this is very important. now what does it mean to take calculated risks see you have to evaluate what are your strengths we already spoke what are your leverages which means your network who are the people whom you can go back to if you have any problems and any concerns number three number four yes We might have to put in our money, our capital, or we have to take capital from your friends and family. Or now, we are living in the times where banks and institutes are ready to pay if you are in the right direction. If you convince them, you are in the right path. Now, convincing doesn't mean that you have to sell.


now what does it mean to take calculated risks see you have to evaluate what are your strengths we already spoke what are your leverages which means your network who are the people whom you can go back to if you have any problems and any concerns number three number four yes We might have to put in our money, our capital, or we have to take capital from your friends and family. Or now, we are living in the times where banks and institutes are ready to pay if you are in the right direction. If you convince them, you are in the right path. Now, convincing doesn't mean that you have to sell. You have to show with data the direction that you are taking, the path that will help your business sustain because you have to understand that.


We might have to put in our money, our capital, or we have to take capital from your friends and family. Or now, we are living in the times where banks and institutes are ready to pay if you are in the right direction. If you convince them, you are in the right path. Now, convincing doesn't mean that you have to sell. You have to show with data the direction that you are taking, the path that will help your business sustain because you have to understand that. Banks or friends or family, they are putting money based on their trust, right? So you have to show with data that where this is going to lead. That authenticity is very, very important. Now.


You have to show with data the direction that you are taking, the path that will help your business sustain because you have to understand that. Banks or friends or family, they are putting money based on their trust, right? So you have to show with data that where this is going to lead. That authenticity is very, very important. Now. When you're building an idea or when you're building a product, start with being, start with basic problems. Start with creating very, very easy products. Start with making easy products. You know, most of the entrepreneurs, most of the entrepreneurs, they feel that they have to be very creative.


Banks or friends or family, they are putting money based on their trust, right? So you have to show with data that where this is going to lead. That authenticity is very, very important. Now. When you're building an idea or when you're building a product, start with being, start with basic problems. Start with creating very, very easy products. Start with making easy products. You know, most of the entrepreneurs, most of the entrepreneurs, they feel that they have to be very creative. in building a new product or a new service, but it's not the case.


When you're building an idea or when you're building a product, start with being, start with basic problems. Start with creating very, very easy products. Start with making easy products. You know, most of the entrepreneurs, most of the entrepreneurs, they feel that they have to be very creative. in building a new product or a new service, but it's not the case. What is very important is that you have to serve the needs. So, calculated risk means maybe you can start with a very simple product, a very simple solution which exists in the market and you can work with it. And then you can be creative. See, understand this. Once you get a set of customers, once you get your product and services rolling, once you earn a decent amount of income, then the risk-taking capacity can enhance and can increase. Now, that is how you start being an entrepreneur for most of them. If you have a very creative idea, if you have the right kind of technology, if you believe that this is going to work, in that case, you are taking risk of time. Which means that the calculated risk is that, hey, if I start a very simple business, it could take me two, three months to settle in. But if I'm doing this particular business, a new business which is creative, which is tech-driven, which is itself, it's like a chat GPT or a product like a very important tech product, then in that case, you can...


in building a new product or a new service, but it's not the case. What is very important is that you have to serve the needs. So, calculated risk means maybe you can start with a very simple product, a very simple solution which exists in the market and you can work with it. And then you can be creative. See, understand this. Once you get a set of customers, once you get your product and services rolling, once you earn a decent amount of income, then the risk-taking capacity can enhance and can increase. Now, that is how you start being an entrepreneur for most of them. If you have a very creative idea, if you have the right kind of technology, if you believe that this is going to work, in that case, you are taking risk of time. Which means that the calculated risk is that, hey, if I start a very simple business, it could take me two, three months to settle in. But if I'm doing this particular business, a new business which is creative, which is tech-driven, which is itself, it's like a chat GPT or a product like a very important tech product, then in that case, you can... Risk time. See, understand one thing. Either you risk time or you risk money. Or you risk nothing. These are the three simple things that you risk.


What is very important is that you have to serve the needs. So, calculated risk means maybe you can start with a very simple product, a very simple solution which exists in the market and you can work with it. And then you can be creative. See, understand this. Once you get a set of customers, once you get your product and services rolling, once you earn a decent amount of income, then the risk-taking capacity can enhance and can increase. Now, that is how you start being an entrepreneur for most of them. If you have a very creative idea, if you have the right kind of technology, if you believe that this is going to work, in that case, you are taking risk of time. Which means that the calculated risk is that, hey, if I start a very simple business, it could take me two, three months to settle in. But if I'm doing this particular business, a new business which is creative, which is tech-driven, which is itself, it's like a chat GPT or a product like a very important tech product, then in that case, you can... Risk time. See, understand one thing. Either you risk time or you risk money. Or you risk nothing. These are the three simple things that you risk. next and the most important point is awareness now awareness again you know as i said earlier it doesn't mean simply meditation awareness is understanding trends understanding where the economy is going understanding your social situations understanding your geographical situations understanding how things are moving and understanding what has happened in the last 20 years and 30 years and a particular domain or a product or a service that you are trying to build what could be the possible future and outcomes if you are starting your journey in that particular domain now that awareness is very important another one is situational awareness see let's say if you were to start a business you would start a business you would run a business and you would start a business you would run a business you would do business you would root a ai business today if you were to start an artificial intelligence company today


Risk time. See, understand one thing. Either you risk time or you risk money. Or you risk nothing. These are the three simple things that you risk. next and the most important point is awareness now awareness again you know as i said earlier it doesn't mean simply meditation awareness is understanding trends understanding where the economy is going understanding your social situations understanding your geographical situations understanding how things are moving and understanding what has happened in the last 20 years and 30 years and a particular domain or a product or a service that you are trying to build what could be the possible future and outcomes if you are starting your journey in that particular domain now that awareness is very important another one is situational awareness see let's say if you were to start a business you would start a business you would run a business and you would start a business you would run a business you would do business you would root a ai business today if you were to start an artificial intelligence company today Would you completely rely on the currently available AI? Maybe no. Maybe somewhere, Raj, you and me are aware that AI is still evolving. It could evolve, I don't know, it could evolve five times the way it has evolved today in the next one year.


next and the most important point is awareness now awareness again you know as i said earlier it doesn't mean simply meditation awareness is understanding trends understanding where the economy is going understanding your social situations understanding your geographical situations understanding how things are moving and understanding what has happened in the last 20 years and 30 years and a particular domain or a product or a service that you are trying to build what could be the possible future and outcomes if you are starting your journey in that particular domain now that awareness is very important another one is situational awareness see let's say if you were to start a business you would start a business you would run a business and you would start a business you would run a business you would do business you would root a ai business today if you were to start an artificial intelligence company today Would you completely rely on the currently available AI? Maybe no. Maybe somewhere, Raj, you and me are aware that AI is still evolving. It could evolve, I don't know, it could evolve five times the way it has evolved today in the next one year. So that awareness is very, very important.


Would you completely rely on the currently available AI? Maybe no. Maybe somewhere, Raj, you and me are aware that AI is still evolving. It could evolve, I don't know, it could evolve five times the way it has evolved today in the next one year. So that awareness is very, very important. Let's say we are, let's say if you were to start a car business, I'm just giving an example, right? So maybe you and me are at least aware that, hey, people are moving towards electric cars, people are moving towards solar cars, people are moving towards hydrogen cars. So that awareness is very important. So at least you know where to allocate what capital or what resources.


So that awareness is very, very important. Let's say we are, let's say if you were to start a car business, I'm just giving an example, right? So maybe you and me are at least aware that, hey, people are moving towards electric cars, people are moving towards solar cars, people are moving towards hydrogen cars. So that awareness is very important. So at least you know where to allocate what capital or what resources. Decision-making. Now, a lot of us, be it students, be it corporate leaders, be it teachers, be it anyone, we all want to make...


Let's say we are, let's say if you were to start a car business, I'm just giving an example, right? So maybe you and me are at least aware that, hey, people are moving towards electric cars, people are moving towards solar cars, people are moving towards hydrogen cars. So that awareness is very important. So at least you know where to allocate what capital or what resources. Decision-making. Now, a lot of us, be it students, be it corporate leaders, be it teachers, be it anyone, we all want to make... Right decisions. Now, there is nothing called as right or wrong decision. A decision is an action based on your judgment and based on...


Decision-making. Now, a lot of us, be it students, be it corporate leaders, be it teachers, be it anyone, we all want to make... Right decisions. Now, there is nothing called as right or wrong decision. A decision is an action based on your judgment and based on... your understanding of how things are evolving now if decision is in your favor you may be enjoying it and if the decision is not in your favor you may regret it but the point is you don't regret and don't be extremely joyful of your decisions just


Right decisions. Now, there is nothing called as right or wrong decision. A decision is an action based on your judgment and based on... your understanding of how things are evolving now if decision is in your favor you may be enjoying it and if the decision is not in your favor you may regret it but the point is you don't regret and don't be extremely joyful of your decisions just Take action. Now, what happens is, most of the time, we feel that most of our decisions are very high-stake decisions. See, starting a war is a high-stake decision.


your understanding of how things are evolving now if decision is in your favor you may be enjoying it and if the decision is not in your favor you may regret it but the point is you don't regret and don't be extremely joyful of your decisions just Take action. Now, what happens is, most of the time, we feel that most of our decisions are very high-stake decisions. See, starting a war is a high-stake decision. Being at home during lockdown is a high-stake decision.


Take action. Now, what happens is, most of the time, we feel that most of our decisions are very high-stake decisions. See, starting a war is a high-stake decision. Being at home during lockdown is a high-stake decision. To start a simple business, to launch a simple product and service in the market is not a very high-stake business. It requires you to take...


Being at home during lockdown is a high-stake decision. To start a simple business, to launch a simple product and service in the market is not a very high-stake business. It requires you to take... Good decisions or rather take actions every day. So here, although we are using the word decision, but it means.


To start a simple business, to launch a simple product and service in the market is not a very high-stake business. It requires you to take... Good decisions or rather take actions every day. So here, although we are using the word decision, but it means. Being in action, being in action is only going to help you. See, and the reason why we fear decision making is because we fear failing.


Good decisions or rather take actions every day. So here, although we are using the word decision, but it means. Being in action, being in action is only going to help you. See, and the reason why we fear decision making is because we fear failing. So that is the biggest area that we have to work. It is not the decision that is the problem. It is the fear of failure of decision that is the problem.


Being in action, being in action is only going to help you. See, and the reason why we fear decision making is because we fear failing. So that is the biggest area that we have to work. It is not the decision that is the problem. It is the fear of failure of decision that is the problem. You can equip yourself and be more successful if you detach yourself from the fear.


So that is the biggest area that we have to work. It is not the decision that is the problem. It is the fear of failure of decision that is the problem. You can equip yourself and be more successful if you detach yourself from the fear. And to detach yourself from fear, feel free to do your research, feel free to interact with right people, feel free to...


You can equip yourself and be more successful if you detach yourself from the fear. And to detach yourself from fear, feel free to do your research, feel free to interact with right people, feel free to... Feel free to be open to criticism. Feel free to be open to completely revamp your product or service. That openness is the core of decision making. I hope...


And to detach yourself from fear, feel free to do your research, feel free to interact with right people, feel free to... Feel free to be open to criticism. Feel free to be open to completely revamp your product or service. That openness is the core of decision making. I hope... This could look like a puzzle, but trust me, that openness is the closest you can get to become a better decision maker.


Feel free to be open to criticism. Feel free to be open to completely revamp your product or service. That openness is the core of decision making. I hope... This could look like a puzzle, but trust me, that openness is the closest you can get to become a better decision maker. After decision, I think we discussed it earlier, but still I would like to repeat it. It's planning. Now, if you are an entrepreneur.


This could look like a puzzle, but trust me, that openness is the closest you can get to become a better decision maker. After decision, I think we discussed it earlier, but still I would like to repeat it. It's planning. Now, if you are an entrepreneur. you may have to do each and every task in the initial six months, which means you are running behind your customers, you are marketing yourself, you are creating your website, you are networking, you are...


After decision, I think we discussed it earlier, but still I would like to repeat it. It's planning. Now, if you are an entrepreneur. you may have to do each and every task in the initial six months, which means you are running behind your customers, you are marketing yourself, you are creating your website, you are networking, you are... sending messages on whatsapp to your potential customers so you do everything right and a lot of a lot of entrepreneurs today they are going through anxiety because they are not planning their day they are not planning their next quarter next year so planning


you may have to do each and every task in the initial six months, which means you are running behind your customers, you are marketing yourself, you are creating your website, you are networking, you are... sending messages on whatsapp to your potential customers so you do everything right and a lot of a lot of entrepreneurs today they are going through anxiety because they are not planning their day they are not planning their next quarter next year so planning is 50 problem solved i'll tell you why see while you're planning you're putting out the content and data and information that is in your mind and in your brain you're writing it down in a book


sending messages on whatsapp to your potential customers so you do everything right and a lot of a lot of entrepreneurs today they are going through anxiety because they are not planning their day they are not planning their next quarter next year so planning is 50 problem solved i'll tell you why see while you're planning you're putting out the content and data and information that is in your mind and in your brain you're writing it down in a book And once you write that down, you're offloading yourself. That offloading will take 50% of your anxiety.


is 50 problem solved i'll tell you why see while you're planning you're putting out the content and data and information that is in your mind and in your brain you're writing it down in a book And once you write that down, you're offloading yourself. That offloading will take 50% of your anxiety. that offloading will take 50% of your anxiety. And if you have the right team, if you have a right team, you can delegate that work. That will take you another 25% of your stress.


And once you write that down, you're offloading yourself. That offloading will take 50% of your anxiety. that offloading will take 50% of your anxiety. And if you have the right team, if you have a right team, you can delegate that work. That will take you another 25% of your stress. And that the remaining 25% stress is important so that you are also pushed in the right direction. So simply planning will eventually make you a better entrepreneur. It will take you ahead in the race. That is very, very, very, very, very critical.


that offloading will take 50% of your anxiety. And if you have the right team, if you have a right team, you can delegate that work. That will take you another 25% of your stress. And that the remaining 25% stress is important so that you are also pushed in the right direction. So simply planning will eventually make you a better entrepreneur. It will take you ahead in the race. That is very, very, very, very, very critical. And next is, any guesses, Raj? One-on-one conversation.


And that the remaining 25% stress is important so that you are also pushed in the right direction. So simply planning will eventually make you a better entrepreneur. It will take you ahead in the race. That is very, very, very, very, very critical. And next is, any guesses, Raj? One-on-one conversation. There is so much of power in one-on-one conversation. We don't recognize this. As entrepreneurs, we are busy talking in groups. We are busy going out, networking.


And next is, any guesses, Raj? One-on-one conversation. There is so much of power in one-on-one conversation. We don't recognize this. As entrepreneurs, we are busy talking in groups. We are busy going out, networking. But that one-on-one conversation with maybe your spouse, your parents, your friends, your team members and understanding what's right, what's wrong, that is power. And you know what, Raj, one-on-one conversation also establishes strong relations, strong foundations. See, today it is because our one-on-one conversation, although we are meeting second time, but we both equally contribute. Even in this conversation, we are equally contributing to the one-on-one participation. Now that, imagine...


There is so much of power in one-on-one conversation. We don't recognize this. As entrepreneurs, we are busy talking in groups. We are busy going out, networking. But that one-on-one conversation with maybe your spouse, your parents, your friends, your team members and understanding what's right, what's wrong, that is power. And you know what, Raj, one-on-one conversation also establishes strong relations, strong foundations. See, today it is because our one-on-one conversation, although we are meeting second time, but we both equally contribute. Even in this conversation, we are equally contributing to the one-on-one participation. Now that, imagine... If I were to start a business, Raj, and if this conversation continues for six months, you will be excited to work with me. And another way, if you start your business and you want any support, then you would be comfortable asking to me. Now that power lies in these one-on-one conversations. And many entrepreneurs, they do not.


But that one-on-one conversation with maybe your spouse, your parents, your friends, your team members and understanding what's right, what's wrong, that is power. And you know what, Raj, one-on-one conversation also establishes strong relations, strong foundations. See, today it is because our one-on-one conversation, although we are meeting second time, but we both equally contribute. Even in this conversation, we are equally contributing to the one-on-one participation. Now that, imagine... If I were to start a business, Raj, and if this conversation continues for six months, you will be excited to work with me. And another way, if you start your business and you want any support, then you would be comfortable asking to me. Now that power lies in these one-on-one conversations. And many entrepreneurs, they do not. Many entrepreneurs, they do not. Maybe it's not their fault. Maybe they're not trained in this area. Let's put it that way. Rather than pointing fingers on anyone. But the point of this entire session is that if you are wanting to become an entrepreneur, you have to focus on one-on-one conversation. And these information are not going to be found on Google. These are practical experiences. So I will always push. This is with respect to Team Raj. But even if you were to sell, let's say this bottle of water, if you talk to me one-on-one on 10 minutes, asking me what is the packaging, what was the quality of water?


If I were to start a business, Raj, and if this conversation continues for six months, you will be excited to work with me. And another way, if you start your business and you want any support, then you would be comfortable asking to me. Now that power lies in these one-on-one conversations. And many entrepreneurs, they do not. Many entrepreneurs, they do not. Maybe it's not their fault. Maybe they're not trained in this area. Let's put it that way. Rather than pointing fingers on anyone. But the point of this entire session is that if you are wanting to become an entrepreneur, you have to focus on one-on-one conversation. And these information are not going to be found on Google. These are practical experiences. So I will always push. This is with respect to Team Raj. But even if you were to sell, let's say this bottle of water, if you talk to me one-on-one on 10 minutes, asking me what is the packaging, what was the quality of water? what kind of water you prefer, what is your competitor brand that you like. Even in that one-on-one conversation, I'm going to reveal 10 things to you which can eventually contributing in making a good product. And also, you have the choice to build a relation and a rapport with me in that 10 minutes one-on-one conversation. Now, imagine Raj, if you do this with 100 people in 3 months, what is your network?


Many entrepreneurs, they do not. Maybe it's not their fault. Maybe they're not trained in this area. Let's put it that way. Rather than pointing fingers on anyone. But the point of this entire session is that if you are wanting to become an entrepreneur, you have to focus on one-on-one conversation. And these information are not going to be found on Google. These are practical experiences. So I will always push. This is with respect to Team Raj. But even if you were to sell, let's say this bottle of water, if you talk to me one-on-one on 10 minutes, asking me what is the packaging, what was the quality of water? what kind of water you prefer, what is your competitor brand that you like. Even in that one-on-one conversation, I'm going to reveal 10 things to you which can eventually contributing in making a good product. And also, you have the choice to build a relation and a rapport with me in that 10 minutes one-on-one conversation. Now, imagine Raj, if you do this with 100 people in 3 months, what is your network? If you just do these one-on-one conversations with 100 people in 3 months, what is your network? Take 50% out, 150 people. Take another 50% out, 75 people. If you drop them a message that...


what kind of water you prefer, what is your competitor brand that you like. Even in that one-on-one conversation, I'm going to reveal 10 things to you which can eventually contributing in making a good product. And also, you have the choice to build a relation and a rapport with me in that 10 minutes one-on-one conversation. Now, imagine Raj, if you do this with 100 people in 3 months, what is your network? If you just do these one-on-one conversations with 100 people in 3 months, what is your network? Take 50% out, 150 people. Take another 50% out, 75 people. If you drop them a message that... This is the basic. Don't talk about product. Have established strong relations. Very, very, very, very, very critical.


If you just do these one-on-one conversations with 100 people in 3 months, what is your network? Take 50% out, 150 people. Take another 50% out, 75 people. If you drop them a message that... This is the basic. Don't talk about product. Have established strong relations. Very, very, very, very, very critical. You know, let me be honest here.


This is the basic. Don't talk about product. Have established strong relations. Very, very, very, very, very critical. You know, let me be honest here. Not every one of us may become entrepreneur because


You know, let me be honest here. Not every one of us may become entrepreneur because We all have our own dreams, we have our own needs, we have our own aspirations, okay? But cultivating an entrepreneurial mindset...


Not every one of us may become entrepreneur because We all have our own dreams, we have our own needs, we have our own aspirations, okay? But cultivating an entrepreneurial mindset... will help you even at your work, even at your job. And we are living in a reality where we are expected to take decisions. We are expected to be...


We all have our own dreams, we have our own needs, we have our own aspirations, okay? But cultivating an entrepreneurial mindset... will help you even at your work, even at your job. And we are living in a reality where we are expected to take decisions. We are expected to be... On the forefront of the game. We are expected to be top of the game.


will help you even at your work, even at your job. And we are living in a reality where we are expected to take decisions. We are expected to be... On the forefront of the game. We are expected to be top of the game. eventually how life is let's say raj if you and me if we join a company let's say kpmg we start our jobs by becoming being an executive then we become a manager then we become senior manager and then we become ceo right this is like a set hierarchy of various organizations isn't it


On the forefront of the game. We are expected to be top of the game. eventually how life is let's say raj if you and me if we join a company let's say kpmg we start our jobs by becoming being an executive then we become a manager then we become senior manager and then we become ceo right this is like a set hierarchy of various organizations isn't it but we are living in 21st century that too in the times of AI


eventually how life is let's say raj if you and me if we join a company let's say kpmg we start our jobs by becoming being an executive then we become a manager then we become senior manager and then we become ceo right this is like a set hierarchy of various organizations isn't it but we are living in 21st century that too in the times of AI Now, not everyone of us may become a CEO. Not everyone of us may become a senior manager, which is hierarchical base.


but we are living in 21st century that too in the times of AI Now, not everyone of us may become a CEO. Not everyone of us may become a senior manager, which is hierarchical base. Let's say if you carry the spirit of entrepreneurship, which means I am my own boss, I am my own employee, I am the team and I do not hesitate to take any tasks.


Now, not everyone of us may become a CEO. Not everyone of us may become a senior manager, which is hierarchical base. Let's say if you carry the spirit of entrepreneurship, which means I am my own boss, I am my own employee, I am the team and I do not hesitate to take any tasks. Now, this is not an organization is going to train you for. Organization may train you for the work, for the technology, for the tasks that you do. But these things, no one is going to train you for that. See, today, let's say, Raj, if I were a part of a media company and I am part of a, you know, an RJ company, right? And let's say these skills, these speaking skills are very important for me to come in here and talk. But I could have just taken that for granted and I could have just taken the script and I could have started sharing it. Right. But the preparation, your feedback, the presentation. See, this attitude has this attitude is important. This attitude will take you to the next level. Anything that you do, this is how Raj, what will happen tomorrow? So let's say if you see my photo, let's say, Raj, you become a you join a government company and you you become the training manager of the company, Raj. OK, now.


Let's say if you carry the spirit of entrepreneurship, which means I am my own boss, I am my own employee, I am the team and I do not hesitate to take any tasks. Now, this is not an organization is going to train you for. Organization may train you for the work, for the technology, for the tasks that you do. But these things, no one is going to train you for that. See, today, let's say, Raj, if I were a part of a media company and I am part of a, you know, an RJ company, right? And let's say these skills, these speaking skills are very important for me to come in here and talk. But I could have just taken that for granted and I could have just taken the script and I could have started sharing it. Right. But the preparation, your feedback, the presentation. See, this attitude has this attitude is important. This attitude will take you to the next level. Anything that you do, this is how Raj, what will happen tomorrow? So let's say if you see my photo, let's say, Raj, you become a you join a government company and you you become the training manager of the company, Raj. OK, now. this experience that you are having with me and you see my proposal there that Mr. Sagar has applied to become a L&D trainer for this company. Then this experience you will say that hey you know what let's take his profile ahead. I know him. He will deliver. Now you never know. So the central theme is that


Now, this is not an organization is going to train you for. Organization may train you for the work, for the technology, for the tasks that you do. But these things, no one is going to train you for that. See, today, let's say, Raj, if I were a part of a media company and I am part of a, you know, an RJ company, right? And let's say these skills, these speaking skills are very important for me to come in here and talk. But I could have just taken that for granted and I could have just taken the script and I could have started sharing it. Right. But the preparation, your feedback, the presentation. See, this attitude has this attitude is important. This attitude will take you to the next level. Anything that you do, this is how Raj, what will happen tomorrow? So let's say if you see my photo, let's say, Raj, you become a you join a government company and you you become the training manager of the company, Raj. OK, now. this experience that you are having with me and you see my proposal there that Mr. Sagar has applied to become a L&D trainer for this company. Then this experience you will say that hey you know what let's take his profile ahead. I know him. He will deliver. Now you never know. So the central theme is that You have to start training yourself to be responsible for everything. That is very, very critical. I call it, I differentiate one. The first part is Aam Zindagi and this is what we call as Mentor Zindagi.


this experience that you are having with me and you see my proposal there that Mr. Sagar has applied to become a L&D trainer for this company. Then this experience you will say that hey you know what let's take his profile ahead. I know him. He will deliver. Now you never know. So the central theme is that You have to start training yourself to be responsible for everything. That is very, very critical. I call it, I differentiate one. The first part is Aam Zindagi and this is what we call as Mentor Zindagi. Now, I'll be giving you a data which will really shock you.


You have to start training yourself to be responsible for everything. That is very, very critical. I call it, I differentiate one. The first part is Aam Zindagi and this is what we call as Mentor Zindagi. Now, I'll be giving you a data which will really shock you. Any guesses, Raj? What are the top five reasons why company fail? Any guesses, any idea, anything that you would like to share? I'm on my headphones, so feel free to share anything that comes to you. What are like top two or three reasons why company fail?


Now, I'll be giving you a data which will really shock you. Any guesses, Raj? What are the top five reasons why company fail? Any guesses, any idea, anything that you would like to share? I'm on my headphones, so feel free to share anything that comes to you. What are like top two or three reasons why company fail? Now, we will decode it together, okay? So, I will just share.


Any guesses, Raj? What are the top five reasons why company fail? Any guesses, any idea, anything that you would like to share? I'm on my headphones, so feel free to share anything that comes to you. What are like top two or three reasons why company fail? Now, we will decode it together, okay? So, I will just share. Number one reason is no market need.


Now, we will decode it together, okay? So, I will just share. Number one reason is no market need. Number two reason is ran out of cash. Number three reason is not the right team. Just hear me carefully, okay? Number three reason is not the right team. Number four reason is getting out-competed. Number five is pricing. Number six...


Number one reason is no market need. Number two reason is ran out of cash. Number three reason is not the right team. Just hear me carefully, okay? Number three reason is not the right team. Number four reason is getting out-competed. Number five is pricing. Number six... unfriendly product number seven product without a business model number eight poor marketing number nine ignoring customers number 10 product mismatched number 11 lose focus number 12 disharmony amongst team and investors number next


Number two reason is ran out of cash. Number three reason is not the right team. Just hear me carefully, okay? Number three reason is not the right team. Number four reason is getting out-competed. Number five is pricing. Number six... unfriendly product number seven product without a business model number eight poor marketing number nine ignoring customers number 10 product mismatched number 11 lose focus number 12 disharmony amongst team and investors number next spirit gone bad, next one is lack of passion, next one is failed geographical expansion,


unfriendly product number seven product without a business model number eight poor marketing number nine ignoring customers number 10 product mismatched number 11 lose focus number 12 disharmony amongst team and investors number next spirit gone bad, next one is lack of passion, next one is failed geographical expansion, The other one is no finance or investor interest. Next one is legal challenges. The next one is didn't use network. Next one is burnout. And the next one is failure to pivot. Okay, now I read these 20 reasons. I am telling you out of these 20 reasons.


spirit gone bad, next one is lack of passion, next one is failed geographical expansion, The other one is no finance or investor interest. Next one is legal challenges. The next one is didn't use network. Next one is burnout. And the next one is failure to pivot. Okay, now I read these 20 reasons. I am telling you out of these 20 reasons. 17 reasons are human behavior based. Only 3 reasons are your whatever you call education, MBA, non-MBA, IT, whatever you call it is the logical way. 17 you and me can directly control. I'll tell you how.


The other one is no finance or investor interest. Next one is legal challenges. The next one is didn't use network. Next one is burnout. And the next one is failure to pivot. Okay, now I read these 20 reasons. I am telling you out of these 20 reasons. 17 reasons are human behavior based. Only 3 reasons are your whatever you call education, MBA, non-MBA, IT, whatever you call it is the logical way. 17 you and me can directly control. I'll tell you how. Now, when we say unfriendly product, what does it mean? It means that we haven't heard our customers, okay? When we say ignoring customers, that is the worst thing to do. As an entrepreneur, if you're ignoring your customers, then you must not become an entrepreneur. Number three, losing focus. Our parents, our friends, family say that you don't lose focus, don't lose focus. Now, that is a very important, again, that is human behavior based, okay? Next one is, don't use network. If you are an entrepreneur and not using your network, then you are doing disservice to the entrepreneurship itself.


17 reasons are human behavior based. Only 3 reasons are your whatever you call education, MBA, non-MBA, IT, whatever you call it is the logical way. 17 you and me can directly control. I'll tell you how. Now, when we say unfriendly product, what does it mean? It means that we haven't heard our customers, okay? When we say ignoring customers, that is the worst thing to do. As an entrepreneur, if you're ignoring your customers, then you must not become an entrepreneur. Number three, losing focus. Our parents, our friends, family say that you don't lose focus, don't lose focus. Now, that is a very important, again, that is human behavior based, okay? Next one is, don't use network. If you are an entrepreneur and not using your network, then you are doing disservice to the entrepreneurship itself. Again, it's a human behavior based. Next one is burnout. You can't burn. Burnout should not be the reason to fail. Like how this can be? I'm surprised that out of 2017 reasons, when we say disharmony amongst investors or getting uncompeted, which means that you're not listening. Which means that you have a fundamental...


Now, when we say unfriendly product, what does it mean? It means that we haven't heard our customers, okay? When we say ignoring customers, that is the worst thing to do. As an entrepreneur, if you're ignoring your customers, then you must not become an entrepreneur. Number three, losing focus. Our parents, our friends, family say that you don't lose focus, don't lose focus. Now, that is a very important, again, that is human behavior based, okay? Next one is, don't use network. If you are an entrepreneur and not using your network, then you are doing disservice to the entrepreneurship itself. Again, it's a human behavior based. Next one is burnout. You can't burn. Burnout should not be the reason to fail. Like how this can be? I'm surprised that out of 2017 reasons, when we say disharmony amongst investors or getting uncompeted, which means that you're not listening. Which means that you have a fundamental... character issues you have to get it sorted you have to be less emotional and be practical this is what it shows only two reasons okay not the right team not the right team which means that you know either your ego is too high or your leadership is requires a reboot see


Again, it's a human behavior based. Next one is burnout. You can't burn. Burnout should not be the reason to fail. Like how this can be? I'm surprised that out of 2017 reasons, when we say disharmony amongst investors or getting uncompeted, which means that you're not listening. Which means that you have a fundamental... character issues you have to get it sorted you have to be less emotional and be practical this is what it shows only two reasons okay not the right team not the right team which means that you know either your ego is too high or your leadership is requires a reboot see I'm not here to complain about a person A and person B. My point is that this should not be the reason why business should fail. You have to work on... 17 reasons is where you have to work on human skills. No market need. Maybe yes, understandable that, you know what, we tried to be more creative and we created a new product, but there is no market need. It's okay. We'll figure out a way. Ran out of cash. Maybe this can happen. If you... Maybe I would say even this should not happen. Planning should solve for this. But see, the central part is very clear that the reasons for failure are not external. The reasons of failure is where we have to look within. This was the central point.


character issues you have to get it sorted you have to be less emotional and be practical this is what it shows only two reasons okay not the right team not the right team which means that you know either your ego is too high or your leadership is requires a reboot see I'm not here to complain about a person A and person B. My point is that this should not be the reason why business should fail. You have to work on... 17 reasons is where you have to work on human skills. No market need. Maybe yes, understandable that, you know what, we tried to be more creative and we created a new product, but there is no market need. It's okay. We'll figure out a way. Ran out of cash. Maybe this can happen. If you... Maybe I would say even this should not happen. Planning should solve for this. But see, the central part is very clear that the reasons for failure are not external. The reasons of failure is where we have to look within. This was the central point. Now, Raj, what are some of the action steps that we can take so that we avoid these 17 things? And the best part is, you know what? This also has its role if you're not even an entrepreneur, which means even if you are a...


I'm not here to complain about a person A and person B. My point is that this should not be the reason why business should fail. You have to work on... 17 reasons is where you have to work on human skills. No market need. Maybe yes, understandable that, you know what, we tried to be more creative and we created a new product, but there is no market need. It's okay. We'll figure out a way. Ran out of cash. Maybe this can happen. If you... Maybe I would say even this should not happen. Planning should solve for this. But see, the central part is very clear that the reasons for failure are not external. The reasons of failure is where we have to look within. This was the central point. Now, Raj, what are some of the action steps that we can take so that we avoid these 17 things? And the best part is, you know what? This also has its role if you're not even an entrepreneur, which means even if you are a... employee of a company or if you are a senior leader in an organization these skills can help there as well


Now, Raj, what are some of the action steps that we can take so that we avoid these 17 things? And the best part is, you know what? This also has its role if you're not even an entrepreneur, which means even if you are a... employee of a company or if you are a senior leader in an organization these skills can help there as well Now, some of the action steps. Very simple. Listening. Now, listening is not just giving ears. Listening is understanding the meaning and the context.


employee of a company or if you are a senior leader in an organization these skills can help there as well Now, some of the action steps. Very simple. Listening. Now, listening is not just giving ears. Listening is understanding the meaning and the context. of what the other person is trying to say


Now, some of the action steps. Very simple. Listening. Now, listening is not just giving ears. Listening is understanding the meaning and the context. of what the other person is trying to say The next one is ability to separate problem from people. Now.


of what the other person is trying to say The next one is ability to separate problem from people. Now. Usually what we end up doing is when we see that there is an issue, we always point to the person.


The next one is ability to separate problem from people. Now. Usually what we end up doing is when we see that there is an issue, we always point to the person. That is the biggest mistake as an entrepreneur you can do. And I'll tell you why. Because when you start your business,