Entrepreneurial You: Monetize Your Expertise, Create Multiple Income Streams, and Thrive

About the Author

Dorie Clark is a marketing strategy consultant and professional speaker. She started her career as a journalist at the newsweekly The Boston Phoenix. Clark now teaches at Duke University’s Fuqua School of Business and is a Wall Street Journal bestselling author. Some of her books include The Long Game, Entrepreneurial You, Reinventing You, and Stand Out, which was named the #1 Leadership Book of the Year by Inc. magazine. Clark was named one of the Top 50 business thinkers in the world by Thinkers 50, and was recognized as the #1 Communication Coach in the world by the Marshall Goldsmith Leading Global Coaches Awards.

Sources: dorieclark.com, Wikipedia, and “About the Author” section of the book

Our one-sentence summary

In this ever-changing world, having one source of income is risky, as you can lose your job unexpectedly at any given moment – yet the same phenomenon provides you with the opportunity to monetize your expertise and have several sources of revenue. 

Publisher’s Summary

“It’s no secret that the world of work has changed, and we’re shifting toward an ever more entrepreneurial, self-reliant, work-from-wherever-you-are economy. That can be a liberating force, and many professionals dream of becoming independent, whether by starting their own businesses, becoming consultants or freelancers, or developing a sideline. But there’s a major obstacle professionals face when they contemplate taking the leap: how to actually make money doing what they love. You may have incredible talent and novel ideas, but figuring out how to get started, building your reputation in a new realm, developing multiple revenue streams, and bringing in a steady flow of new clients can be a daunting prospect.

Dorie Clark, a successful entrepreneur and author, has done it all. And in Entrepreneurial You she provides a blueprint for professional independence, with insights and advice on building your brand, monetizing your expertise, and extending your reach and impact online. In short, engaging chapters she outlines the necessary elements and concrete tactics for entrepreneurial success. She shares the stories of entrepreneurs of all kinds – from consultants and coaches to podcasters, bloggers, and online marketers – who have generated six- and seven-figure incomes.

This book will be your hands-on guide to building a portfolio of revenue streams, both traditional and online, so that you can liberate yourself financially and shape your own career destiny.”

Source: Book Jacket

Detailed Summary

Prologue

• Upon noticing a trend where excellence did not equal success and recognition didn’t always lead to money, Clark interviewed over 55 entrepreneurs to find out how to best become an entrepreneur in today’s era. This book offers advice based on her findings.
• Clark has written two other books: Reinventing You andStand Out. Each book helps readers transition fields and become known, respectively. But, a key point these books didn’t cover is learning how to make money.
• Entrepreneurial You, Clark argues, is the conclusion to a trilogy that covers how to create sustainable businesses that reward you financially, emotionally, and intellectually.

Part I – Build Your Brand

Chapter 1: The Entrepreneurial Opportunity

• The most effective way to increase income is to minimize risk by diversifying revenue. Just like we diversify investment portfolios because we don’t want to put all our money in one basket, we should not rely on one employer for our entire life’s financial plan.
  • If you only have one source of income, it can be taken away at any moment. And in today’s economy, traditional job opportunities aren’t easy to obtain. Competition is now global, and shorter job tenure and rapid turnover are now norms.
  • Developing a portfolio career, having several freelance works, and even your own business with different revenue streams is less risky than relying on a traditional job model where you receive one paycheck each month from one employer.
• Technology is one of the main drivers of change in the modern work environment. It is also significant in your ability to diversify and develop a portfolio career.
  • You need to think creatively to monetize ideas, shifting the mindset of making money “with something” to “because of something.” E.g., Clark went from being a journalist who got paid for writing to writing to attract speaking opportunities.
  • To diversify, think about how you can provide value to others. Then, choose different revenue streams that can help you do that.
• To make the monetization of a diversified business model work, you need a three-step process: build a brand (part one of this book), monetize your expertise (part two of this book), and extend your reach and impact online (part three of this book).
• As they go through the book, Clark urges readers to keep in mind that there is no specific right way of monetization. Some might feel more attracted to some strategies than others.
  • The essential aspect to understand is that the risk of not diversifying is greater than working under the idea that a job gives you a guaranteed salary (as the moment you lose the job, you lose all of your income).
• Relying on the strategies presented in this book will help you connect with new audiences, reach people through different channels, and capture value through multiple platforms.

Chapter 2: First, Become a Trusted Source

• To obtain the trust of our audience, we need to find the balance between annoying salespeople who offer too many things with little substance and substantive professionals who can’t find a way for their messages to get through and can’t sell.
• To cultivate a strong relationship with your audience,
  1. Create Valuable Online Content. You can display your expertise through the content you create to eventually become a trustworthy source of information. You can also create content for sites that people already trust, know and respect.
     • Publishing in outlets that people already know is like being vetted and approved by institutions that make it easier for people to evaluate someone’s merits.
     • Working for a prominent outlet may seem too challenging, but through persistence and effort, it is doable. Keep in mind that these sources are constantly searching for high-quality content.
     • Consider that you may have to write for free in the beginning or count on little payment.
     • As you think about the content you want to create, think about the outlets your target audience frequents, ideas you can pitch them, and who you know who can put you in contact with others.
  2. Write a Book. If you enjoy writing, a book is among the most effective tools to demonstrate your expertise and increase credibility. Once you publish a book, people will want to hire you for events because you’re now an expert worth listening to.
     • Publishing a book is difficult if you don’t have a big platform (being known enough for people to become willing to buy the book). To address this, work on gaining an audience and then assess with what content they engage the most.
     • If you write a book, determine if you want to self-publish or commercially publish the book. The first works when your audience is a niche. It is faster, and you have more control and revenue. The second takes more time, but it boosts credibility a lot more.
     • When you have decided on a topic, create a list of competitive work and find what makes you different or unique. In the process, think about your marketing plan too.
  3. Network and Build Social Proof. In psychology, social proof refers to the fact that people judge others based on their affiliations. Networking can help build a trusted reputation as you surround yourself with people you respect and share audiences.
     • Think about what organizations, institutions, and people you can leverage. Then think about what resources you can offer to help more experienced people in the field of interest. In this process, remember to provide value first.
  4. Maintain a Connection with Your Audience. To deepen the level of trust, you must keep in touch with your audience. Repeated exposure is essential. But relying on social media and its algorithms isn’t a good idea. The best approach is through email (being careful not to send too many emails, overwhelming your audience).
     • It’s ok to send one email asking people to subscribe to your list, but don’t email people without their permission. Instead, have the opt-in to receive more emails.
  5. Build Your Email List. People are not likely to simply subscribe to an email list. You have to offer something valuable in return: a workbook, access to a video or webinar, a mini-course, tip sheets, etc.
     • To create this type of giveaway, think about what people ask you frequently and how you can present this information to an audience. Then, figure out how you’re going to advertise the product you are giving away.
     • James Clear is a blogger who writes about improving habits. He has an impressive subscribers list and relies on four main strategies:
       1. Clear publishes an article every Monday and Thursday. There are two main advantages of doing this. First, every article you write has the potential to be shared and drive people to your site. Second, the more articles you write, the more likely you will have an article that strikes a chord with people.
       2. Try not to overwhelm readers with excessive call-to-action options. Include only one main focus per email.
       3. Great headlines. Identifying a good headline increases the chances that people will open and read an article or post.
       4. Publish on your accounts but also on other popular sites. Allow others to repost. While you gain access to sites like Entrepreneur or Business Insider, use LinkedIn or Medium.
• If you have several interests, you may not know how to focus your content. As you work on deciding, keep in mind that you don’t need to stay married to your first idea. Make sure it is something people want. Then, understand what makes your perspective unique.
• Don’t rush to quit your job. Instead, build your competencies. Work on your entrepreneurial endeavors as a side job, focusing on one channel at a time. 

Part II – Monetize Your Expertise

Chapter 3: The Courage to Monetize

• Often, thinking about monetizing becomes a challenge as fears of our products not being liked or people complaining about prices occupy our minds. But charging what you’re worth is essential if you want to impact and help others with your product or service.
• To begin monetizing your business, your need to consider the following four elements:
  1. Understand the value you offer. Once you are clear about your value to others, you’ll feel comfortable charging a price – even if people complain.
     • In the early stages of your business, you will likely be willing to do some work at a very low price as you gain experience, build a list of clients and, through testimonials and referrals, grow into higher-paying customers.
     • As you move up the market, you can increase your prices, even if that means losing a few low-paying clients.
     • Two main reasons will make you feel confident raising rates. First, as you upgrade your skills and reputation, you’ll be perceived as more of an expert. Second, as you connect with others in your industry, you’ll learn what others are charging. You can compare notes and make sure you’re not over or undercharging.
  2. Focus on the metrics that count. There are two distinct forms of income-generating activities: direct and indirect. Most of the time, working on our online presence gives us the illusion that we’re working hard, but this is an indirect form of income generation that will pay off long term. Direct activities you should focus on include your email list and offering strategies.
  3. Overcome resistance. When you do meaningful things, some people will dislike you and disagree with you. That shouldn’t be an indication that you’re on the wrong track.
     • As you start monetizing, get clear on what it costs you to get the product ready (e.g., are there editing expenses or website fees? Are you considering your time?).
     • Consider various pricing models. What material can you still offer for free? What is exclusively paid content?
     • Prepare for criticism. If 90% of your audience is upset, reconsider your strategies. But try not to let a few negative comments keep you from progressing.
  4. Find the right balance. Michael Bungay Stanier told Clark that someone once said to him, “Our going rate should be fear plus 10%” (p. 60), meaning that if you are comfortable saying your price is $1,000, then you should charge $1,100.
     • You should gradually increase your prices until you feel like you’re earning what you deserve. Once clients start resisting, you know you can freeze or reduce rates for a moment while your reputation continues to grow.
     • If you have over a thousand people on your email list and you’re not selling anything, you’re losing a key point in the process.
     • While many people understand that you can’t charge exorbitant fees from the start and that you need to show your audience your value before increasing prices, most people err on the side of extra caution and are too slow to sell.

Chapter 4: Become a Coach or a Consultant

• Coaching or consulting offers an opportunity to supplement your income with little cost to launch your business and almost immediate revenue.
• The first step is developing your initial market. Many entrepreneurs are afraid, but you need to seek out clients and deals. Start by tapping into your network – this is usually where the first deals come from.
• You can write a list of potential clients from your network and personally email them, offering a meeting and your value. Include people you have worked or studied with in the past who are in a position where they can hire you.
• If you lack such a network, ask friends for introductions. Be as specific as possible about who you would like to meet (if not by name, by position). You can also use LinkedIn to see to whom in their contact list they can introduce you.
• If you lack friends or contacts that are helpful to your business, start by speaking for free wherever possible. The first few talks might be for free, but your reward is exposure and gathering contact information.
  • Make a list of nonprofits, associations, and organizations where you can volunteer to speak. If the audience is not compromised of potential buyers, be clear on how you can indirectly reach those buyers.
• It takes a while to “find your voice.” With time and practice, you will find what makes you unique. Remember that when someone hires you, they need your honest opinion. They are most likely hiring you because they need an outside perspective.
  • Your commitment is not to please clients but to help them. Smart clients will appreciate it when you’re straight with them.
• To expand your practice, proactively seek referrals (even if some happen organically). Define, too, ways to leverage relationships into something more.
  • As you expand your client list, consider directly asking satisfied customers if they can think of someone who could benefit from your help.
• Systematizing your approach or practice can help you scale your business. You can sell such a system instead of on-demand, one-off consulting.
• It may feel less risky to start selling small. But low-price and high-volume sales won’t support you when you start. Clearly define your value proposition and what your audience desires so that you can aim higher.
• Licensingis when others pay you to use your intellectual property. Consider licensing your coaching or consulting materials. You can sell the certification annually or forever. But keep in mind that the program is likely to change over time.
  • Pilot your licensing program. Make sure you’re creating a product the market wants.
• Once a coaching or consulting program is fully developed and you start generating income, you can expand to other realms, such as public speaking.

Chapter 5: Build a Speaking Practice

• Based on her personal experience, Clark developed a law of professional speaking: at first, no one will be interested in hiring you, then they’ll be interested if you do it for free. Eventually, they’ll be interested if they get you cheap until finally, they pay your worth.
  • To build a successful speaking practice, you need to understand where you fall among these stages to calibrate your activities accordingly and progress through them.
• When starting off, many people want to seek a speakers’ bureau to book engagements. But until you can bring in engagements on your own, your listing in one of those databases won’t be helpful, as people won’t be interested until you reach a threshold of popularity.
• Your main concern should be on finding opportunities yourself. Ask contacts you already know and who like you to recommend you. With that, create content that can attract clients to you (e.g., posts or articles).
• At first, you can and should speak for free. It’s a reasonable strategy that will also help you practice and hone your speaking skills. However, you can ask for non-monetary things that will help you in the future, e.g., permission to record you and share a video.
• It will take time to find opportunities and build your brand. But through referrals, you will eventually become recognized and will be able to charge a fee.
• To know how much to charge for a talk, a general rule of thumb is:
  • Newbie speakers: $500 – $2,500
  • Beginning speakers: $500 – $10,000
  • Those with books or another form of social proof: $10,000- $20,000
  • Those very known in their field: $20,000 – $35,000
• To know how much to charge, ask how many people will go to the event, who will attend (title of most attendees), where the event will take place, what type of event it is, and what type of talk it will be.
  • Depending on the event, you can monetize through means other than the talk itself. First, make sure it is appropriate, but if it is, you can pitch your products or services, provide samples, share a self-published workbook, etc.
• When you start charging, make sure you have two main credibility tools: a website and a demo video.

Chapter 6: Build a Following through Podcasting

• The two main factors that impact podcasting success are frequency and longevity. Many people give up before they build listenership as they get discouraged, but most successful podcasts have discovered “a disproportionate reward for sticking around long enough to break through” (p. 107).
• When you reach about ten thousand downloads per podcast episode, your show might become of interest to advertisers and sponsors. But you can monetize through other ways, such as affiliate deals, in-person training, and memberships.
• Podcasts can also help you make money if you use them as a business development tool to bring in leads.
  • Once you are far along in your podcast, consider bringing on special guests. Some guests might even become clients.

Chapter 7: Develop Your Audience by Blogging or Vlogging

• Building a reputation through blogging takes time. To be consistent and break through the threshold, enjoy small wins.
• To start your blog, think of publishing names for which you’d like to write. Think big and work backward until you reach a starting point. Then map out a ladder strategy.
• You can begin by looking for corporate sponsorship, even if the process is slow. Contact your network and look for people in PR. Otherwise, start your own blog and develop an organic following.
  • If you develop your own blog, be careful about relying on advertisements to monetize. Ads tend to result in consumer overload, their effectiveness will then die down, and with it, so will your earning potential.
  • Try to find sponsorships for your posts. (E.g., a blogger would create a recipe and post a blog featuring a brand of specific ingredients, disclosing sponsorship).
  • Another option is affiliate income or referral fees from recommendations you make.
• Video blogging (Vlog) is also an option. The disadvantage is that you must rely on social media to build your base. Once you have a good following, you can encourage them to join your email list or some other form of platform you can own.
  • As you consider vlogging, make a list of others who vlog in your field and find their most popular videos. What elements would you imitate, and what would you do differently? Write an editorial calendar with twenty entries and topics. Then define what will make you stand out.

 Chapter 8: Bring Your Followers Together                               

• Once you have built a following, you can start to bring them together in person. In-person gatherings are great ways to earn revenue and build a community.
• One way to bring your followers together is to create a mastermind experience. These are get-togethers of small groups of professionals where they share ideas and advice. To host such an event, however, you need to have subject-matter expertise.
  • Unlike one-on-one meetings, group events are risky in that you might lose some money if no one shows up. You have to establish demand early on. To do so, you can ask for a refundable deposit. If not enough people are interested, then you can return it.
• To launch an effective mastermind group, focus on:
  • The right size: they shouldn’t be very big. Liz Scully recommends up to six people.
  • The right frequency: it depends on the needs of the group. Some types of groups benefit from regular meetings (e.g., biweekly) if the goal is progressive such as writing a book or losing weight. For senior professionals, monthly meetings might be more appropriate.
  • The right price: Liz Scully says professionally run groups should charge between $500 and $2,000 a month. As you start, you can have discounts, but too low of a price point can harm your business.
  • The right people: widely disparate groups with incompatible goals or personalities are difficult to manage. Make sure the goals are similar and that you can build camaraderie among the group.
  • The right dynamic: sometimes, circumstances change, and people start to miss meetings or show up late. Other times, a new member (or even an old one) might not fit in. As the leader, you have to make sure that things run smoothly. At times, you might have to tell someone they’re not the right fit for the group.
  • Before building your group, experience others yourself.
• Another way to bring followers together is to organize a conference. Clark uses Jayson Gaignard’s experience as an example of how to organize conferences and how to decipher how much to charge for the event. He learned that the higher the price, the more exclusive the conference.
  • To get started, Clark recommends making a list of the best and worst conferences you have attended. Then figure out why you liked or disliked them. With that input, decide how to create an event that works, reflects your preference, and adheres to your values. Determine what makes your conferences different.
  • She also suggests you start by mapping out specific visions. Where, when, and at what times would you hold the conferences? How are you different? How many people do you envision attending? What’s the overarching conference theme?
  • Then, start scoping out the pricing. The more details you know, the easier it is to make decisions.
• Another way to monetize in-person gatherings is by hosting workshops. Clark uses Michael Port’s experience as an example of how, from his book, a demand for public speaking workshops organically appeared.
  • To plan and host a workshop or training event, start by thinking about the topics most people ask you about. Can you teach about them in a live event?

Part III – Extend Your Reach and Impact Online

Chapter 9: Leverage your Platform by Creating an Online Course

• Taking from her personal experience and those of others, Clark dedicates this chapter to exemplifying lessons about creating online courses successfully.
  1. Understand what your customers want. Jared Kleinert was too fast in creating an online course in an attempt to monetize his expertise. After launching, no one signed up. His main mistake was not interviewing potential customers. But something he did right was that he kept costs down and didn’t lose that much money in investment.
     • Build your service over time, asking your customers what they want. You have to build something of value for them.
  2. Test your assumptions. Danny Iny launched his online course, and only one person bought it. So for six months, he dedicated time and resources to creating lessons for just one participant.
     • When launching for a second time, he started with a pilot program. He emailed potential customers and offered a reduced price for the course in exchange for detailed feedback as he developed the material.
  3. Listen to your audience. Scott Oldford was exhorted to build an online course, but he was skeptical. He sent an email to his list asking if they would be interested in a digital marketing course, and in three hours ended up with a 24 slot sale at $1,200 each.
  4. Craft a compelling narrative. Once you know what your audience wants, you need to market your product through a compelling narrative. Jeff Walker realized that what made marketing sales letters so compelling was their narrative. So he used the same strategy to develop a series of videos.
     • In the first three videos, he supplied inspirational, aspirational, and educational content. He delivered value before asking for the sale in his fourth video. He provided a deadline to make sure people felt compelled to purchase and not linger on a decision indefinitely.
  5. Survey your audience. Ryan Levesque recommends surveying your audience before selling them anything. Find what topics are of most interest among your following.
     • To determine how interested your audience is, ask for their phone number on the survey. You’re most likely not going to call, but whether they put their phone number in tells you how invested they are in your product or expertise.
  6. Launch a pilot. Like Iny, launching a pilot course can help you gather input and feedback. Offer the opportunity at a discounted price and ask people for quick feedback.
  7. Price your course right. Price your course right. Iny argues that all prices exist on a spectrum. On one end, you have the top the market can bear. On the other, you have the least you can afford to charge before losing money. Everything in between is positioning. You have to differentiate based on your level of depth, your experience, your competition, your level of support, etc.
     • To price your pilot, consider what percentage of the complete course you will be offering and how much of it will be shaped by participants. Consider your time and the personal attention you will give each participant – some might be willing to pay extra for it.
     • Premium pricing is also an option for your online course. Selena Soo discovered that, based on her meticulous work on her course and her demand, she could charge a premium price for her program.
• As you work on structuring your course, think about the results that clients will get. How long will it take for them to see any results? Is what you’re teaching something they can learn at their own pace, or do you need to be involved?

Chapter 10: Create Digital Products and Online Communities

• After building an economic base with high-level offerings, you can consider lower-priced alternatives such as eBooks and virtual summits. As your audience grows, it becomes increasingly possible to make a decent profit out of $10 products.
• Creating an eBook is a good strategy to make lower-priced products that increase your profit, especially through Amazon’s self-publishing option. With a good following and readership (though your blog or similar), eBooks can drive significant revenue. But there are some disadvantages to consider.
  • Amazon doesn’t release buyer information, so you have to be creative to connect with your readers. E.g., Steve Scott includes links in his eBooks to additional information that takes people to his website where they are encouraged to join his email list.
  • Amazon sets typical pricing for eBooks at around $10 or $15. For premium pricing, you will need to consider other services. E-Junkie and Gumroad, for instance, let you sell through your website and help you process the sale.
• Organizing virtual summits is also a good strategy. Before organizing your own, register for a few and see how they promote themselves, conduct interviews, and run the event.
  • Then, define your topic of choice and create a list of people you’d like to interview. Build relationships and when the time is right, approach them. After scheduling them, begin creating your marketing materials.
• Two other strategies worth considering are building a subscription service or developing an online community. Membership sites provide recurring revenue.
  • Remember, it is easier to keep an existing customer than it is to win a new one. That’s why membership sites with recurring subscriptions work so well.
  • In online communities, people are paying for active curation of information that they could otherwise find for free on the internet. They’re also looking for active moderators that manage discussions, making them useful and civil.
  • Once your social and professional networks merge with the online community you belong to, membership becomes a need. That’s why you need to invest in making a community that sticks.
  • Make sure you have at least 50 members and keep the conversation stimulating.

Chapter 11: Leverage Intellectual Property – Affiliate Marketing and Joint Ventures

• With a big enough following, especially if you don’t have a product to sell and your audience is loyal, you can make money by sending customers to a vendor and receiving a share of the revenue in exchange.
• Amazon offers one of the most popular affiliate programs. If you post links that send people to Amazon’s site and they purchase anything, you can get up to 8 percent. Amazon is a good starting point because it is a known brand that sells a variety of products. But its payout is low. You can do this type of affiliate relationships with other companies as well.
• Affiliate marketing can also help you with networking and relationship building, as you can even serve as an affiliate for other entrepreneurs in joint venture partnerships. To find your partner, start by reaching out and introducing yourself. Then offer assistance. As you develop rapport, people might reach out to you.
• By promoting someone’s launch, you might activate a sense of reciprocity in which others will offer to help and become an affiliate for your products or courses. If that’s the case, you will need to provide them with the resources they need to promote your work.
  • The most important of these resources is the swipe copy – sample emails they can use as templates, explaining who you are and what you offer.
  • Sometimes, partners might bail on their commitment to promote your product (they might be too busy), which is usually very costly. You have to employ strategies to keep them motivated, e.g., you can have the partner who promotes the most sales win a prize.
• As you engage in the process of affiliate marketing and partnerships, you need to be extra careful you maintain your reputation. There are all sorts of imitators, and at the far end of the spectrum, you might encounter a charlatan with whom you don’t want to be associated.
  • Agree to do joint venture webinars and promote products of people and brands you know, so you can make certain their material and products are great.

Chapter 12: Live the Life You Want

• As a monetized entrepreneur, you gain a certain degree of freedom that will allow you to live the life you want to live. But you still have to make certain decisions regarding growth, assistance, traveling, managing time, and freedom of choice.
• There are pros and cons to growth. Entrepreneurship appears risky to those who believe in getting a steady paycheck. But it is less risky, as it allows you to have several sources of income, and it frees you from the stress and responsibility of having to worry about employees and payroll, whose stakes are higher each time you make a decision.
• As your business grows, however, you will reach a point at which you will need assistance. Clark explains that after the release of her first book, more speaking opportunities emerged. She couldn’t keep up, so she hired a part-time and foreign virtual assistant.
  • To get the help you need, Clark recommends you start thinking about it before it becomes an emergency, as happened to her. Take the time to determine which of your day-to-day activities take the most time and which can be outsourced. With that in mind, think of what qualities and skills you need your assistant to have.
  • Once you have a job description, you can start looking for candidates.
• Clark argues that following the steps and advice presented in this book can facilitate a life that allows frequent travel. With multiple income streams, it becomes easier to operate from any place in the world. However, a location-independent lifestyle isn’t for everyone.
  • To determine if the travel life suits you, try a traveling pilot. Determine how much structure you need and how flexible you are. E.g., how comfortable are you with flight cancelations, unsteady Wi-Fi, hotel reservations going awry, etc.?
• Entrepreneurship lets you define your own version of freedom. Start thinking about your priorities, aims, goals, and what matters the most. Is it the freedom to spend time with your family? Having time to exercise daily? Or is it growing a seven-figure business?
• With your version of freedom also comes decisions about time management. Sometimes, work might overflow your available time. You will have to learn to say no, disappoint others, and turn down revenue. With a clear set of priorities, doing so becomes easier. Just ask yourself if the opportunity will help you achieve your life goals.
  • You will also need to develop the discipline to focus on the tasks that really matter in advancing your business or career.
  • Antonio Centeno of Real Men, Real Style argues that it’s ok to work up to 80 hours a week in your first year. But after that, the healthiest thing to do is to scale it back to 40 hours a week, because that’s what’s going to be sustainable over the long term.
  • We tend to overestimate what we can accomplish in a day and underestimate what we can accomplish in a year. Choosing two major goals at a time can help you concentrate your efforts to make progress.
• Clark clarifies that the point of this book is not to push people to try all the strategies she covered. The point is to provide options so that you can find the activities that interest you and that allow you to leverage the work you’re already doing.
  • Figuring out how to monetize your expertise in multiple, different ways will give you the freedom to determine what your life should look like. “Monetizing your ideas and embracing entrepreneurship means, quite simply, that you have more options” (p. 236).