Overcoming The ‘WHY ME?’ Feeling

Have you ever experienced the aching emotion of feeling wronged by life? When your suffering seems unjustified? When others seem to be living a perfectly normal life? And you wonder,’why is this happening to me alone?’

We invariably experience setbacks that make us question the fairness of life-from being overlooked for a promotion to losing a job, from a disturbed relationship to a separation or divorce, from a chronic illness to loosing a loved one. Agonising over feeling singled out,we are overcome by crippling thoughts of self-doubt, self-blame and self pity.

Here are four keys for overcoming such despair:

1. GRATITUDE: When tennis icon Arthur Ashe was dying of AIDS , a fan questioned him for such a nasty disease. He responded that of the millions who play tennis, only few fortunate ones get to Wimbledon and when he was holding the champion’s trophy, he never asked God ‘why me?’

While we are quick to blame our circumstances during moments of distress, we take our blessings for granted. Making a list of reasons you are grateful for would help you appreciate how fortunate you are. Reminding yourself of the key points in the list on a daily basis can help you keep negative emotions at bay.

2. FAITH: Our pain becomes unbearable because we take all our circumstances personally. Judging every troubling situation only from the perspective of it’s impact on us, we don’t recognise that it is an integral part of life’s evolution. The sun rises and sets; plants are born, some to become trees and others to die early. Likewise, the universe is unfolding in our life, as it needs to. It is we who resist it.

We need to cultivate faith that whatever is manifesting is for our highest good- even if we can’t always see it that way. It is darkest before dawn and a mental breakthrough of building a meaningful relationship with our suffering is always within reach. Aligning our journey with that of the universe allows us to not only accept our current reality, but also accelerate our personal growth.

3. LESSONS: Cultivating faith in the laws of the universe removes overwhelming anxiety and opens us up to learning new lessons. To appreciate potential lessons, focus on your state of being; ask yourself the following two questions:

Who are you being in the current situation- intolerant, over-ambitious, judgemental, egoistic? Who do do you need to be to experience a different reality- open-minded, balanced, accepting and calmer? The more attention you can pay to the new way, the quicker your emotional and spiritual recovery would be.

4. WHOLENESS: What paralyses us most is fear that whatever is happening is going to scar us forever – job loss would lead to a ruined career and falling-out of a relationship a confirmation of a loveless life. Seeming real during those trying moments,these thoughts are far from the truth.

These setbacks are merely an experience of our senses and can’t affect the deepest part of us. You are and remain pure, whole and complete there. Sufi mystic Rumi said, “The wound is the place where the light enters you.” These situations arise in our life so we can look inwards and start journeying towards touching the sacred within. Building that relationship with our suffering empowers us to effectively work through it.



Do Startups Need Funding Anymore?


The Oxford University Blue Boat crew (FromL: M...


The short answer is “No. Startups these days can usually get going without investors.” The longer, more nuanced answer is “But if you can get funding, it is probably a good idea.” Now, more than ever, startups can start-up without investor funding, but taking on investors may be the difference that makes the difference. There is more to building a startup (and surviving) than simply starting up. In my early startups, I always very strongly preferred to run without any external financing – and it worked, for the most part. Even when server RAM was $1,000 per GB and cloud computing was still a decade or more in the future, it was possible to start a successful software-based tech business and exit without taking on formal investors. Fast-forward to today, and the technical side of the startup process is cheaper and easier than ever. Between open source software and cloud-based services, a web startup these days does not face many huge hard costs in the beginning. And most importantly, when you don’t take on investors you get to keep control and all of the upside if you are successful. Even so, there is a very strong case to be made for formal funding.

Why to Seek External Financing

Marketing budget: Once you have built your product, what are you going to do with it? Connecting your product with a large audience takes money and careful planning. Having a marketing budget behind you makes this more likely to work.

Speed to market: How much time do you have to hit your window of opportunity? How much more likely are you to hit that window if you have the capital to attract and hire great talent to build your idea with you?

Visibility: A startup with a big name backer gets the visibility and reputational benefits that a self-funded group can only get by actually becoming successful. This can have significant upsides including access to talent, access to advisors, access to more money, and access to free PR. Funding in itself can make you “somebody,” even before you even ship your core product.

Smart money: The best investors will join as partners, not simply check writers. Having motivated, smart, and connected partners on your team comes with obvious benefits beyond the bank account. Active VC investors will likely be guides that help you to make your critical business decisions. They may not always be right, but they will be interested in guiding you to the best possible return on their money.

Less Personal Risk: When you have investors contributing significant funding, it frees you from the risk of draining your bank account while trying to get off the ground. Self-financed companies know no bounds in terms of how much money they may demand–which can take a heavy toll on founders. Imagine running a business 18 hours a day AND not knowing where your next rent payment is going to come from. Better to separate your personal finances, and company finances as soon as you can. Also, having a great relationship with good investors can give you a soft landing – they might have other projects for you to roll into if your startup doesn’t succeed.

Water Displacement: This might be the most important difference between self-financing, and formal financing. In shipbuilding terms, “Water Displacement” is how you categorize the difference between small boats and big ones. Small boats will float and can carry you toward a destination, but can be swamped when waves come or the weather turns even a little bit bad. Imagine a canoe on the open ocean. It works, but common sense tells us its not such a good idea. Larger boats, (those with a great deal of water displacement), are inherently more stable. Waves and weather rarely swamp or sink large vessels. Startups can be the same way. I have been a partner in a couple of different un-financed startups where events ended up causing a major pivot in one case, and a complete cessation of operations in the second. In both cases, more money in the bank would have solved the problem. The solution in both cases did not even require the spending of much money–just having it in the bank would have been sufficient. Money in the bank is just like the displacement of a vessel–it gives you stability and the ability to survive a wide variety of unexpected startup events that would likely sink a self-financed startup.

So Which Approach is Best?

Even when you intend to get financing, a “blended approach”  between self-funding and formal funding makes a lot of sense in many cases. The fact of the matter is that a blended approach is  most often the only option. The objective is to hit the ground running and get started with your own cash on hand with the goal to get as far down the track as possible as quick as possible within the constraints of your financial situation. In doing so you will learn more about your funding requirements, you will learn more about your market (which makes funding easier to get), and you will position yourself to keep more of your equity should you actually take on investment. Real progress in product development and market penetration mitigates risk for investors, and increases the valuation of your startup–both good things that will get you more dollars for less of a percentage.


things to consider when selecting a start up business coach -Rebekah Welch

Having a start-up business mentor or coach is valuable in numerous ways. They won’t simply provide you advice on the very best method to start your business, they will probably prove to be your best listener and support you whenever you come up against a brick wall. With the best start-up company coach or mentor standing beside you, there’s no where to go but up for your business!

There are two methods for a start-up company coach to qualify as someone who can help you with your business. Obviously, a start-up company coach can be considered skilled if they have been practicing their line of work or have had their own company for a good number of years already.  Also, if they have been functioning as a mentor to other people, they might be well-qualified to help you. They could have actually not been in business themselves for a long time times, however if they were continuously working as start-up business coach and have stayed up to date with trends and business, that’s all that matters.

Experience and/or education are the crucial factors in selecting a start-up mentor or coach since it keeps you from having to deal with mistakes that might easily be steered clear of but are sometimes made by newbie business coaches.

Startup company coaches can have the exact same degree of experience and yet not the same level of skills. You really must consider level of expertise and skill when choosing a start-up company mentor or coach.

If you have special requirements then you need an equally unique start-up company coach capable of fulfilling those demands. Ensure, however, you confirm the expected specialist abilities your prospective start-up company trainer has. Ask for proof of their qualifications and credentials. At the very least you should ask for recommendations from previous clients!

Exceptional Interaction Abilities
It might not look like it, yet training is truly a two-way street. Sure, your start-up business coach may do the majority of the chatting as he or she offers you the insight you require. However you’ll have to be able to communicate well, also, in order for them to identify exactly what your wants and needs are. If communication lines aren’t open between you and your coach, they may not be able to fulfill your needs totally.

Creating a good communication is ultimately the responsibility of the coach. If they can’t help you to communicate with them effectively, it might not be a good fit. If that’s the case, you may want to consider finding another mentor or coach where the communication can be better.

Naturally, you want a start-up company coach that’s knowledgeable about the ethical considerations of your business. If you intend to set up a legit business then you need a start-up business coach that won’t cross the line and urge you to make money by playing with fire. If your start-up business coach recommends use of manipulation, deceptiveness, or any other unethical methods of working, what’s to say he won’t treat you the same way when your back is turned?

Wide Range of Knowledge and Services
It’s more practical and helpful if you can find one start-up coach for all your needss. Make sure your coach is capable of supplying all kinds of solutions you currently need and could need in the future.

Fairly Priced
Last but not least, decide on a start-up business coach that s affordable. There’s no point hiring one if that simple act will deplete all your resources, is there?

Having the right start-up business mentor or coach standing next to you can make all the difference for your business.Things-to-Consider-When-Selecting-a-Start-up-Business-Coach-300x300 (1)

Chicken &Egg story -Smarter is the chicken or egg

Every one , when an entrepreneur wakes up , his or her 1st thought occurs , where we would go to hunt today and how does hunting becomes farming . then farming will churn to regular business , but to continue this we need Working capital constantly. Some business owners forget that one needs working capital to grow

You spend working capital on initiatives such as product development and new market penetration. Integral to business growth, these initiatives often take time before they return significant revenues. It’s easier to determine how much working capital you need if your business is established, and you can review revenues and expenses over a 12-24 month period.

However, new businesses may have to use industry benchmarks and develop detailed projections to create a target for their working capital. Once you have established your target amount, you need to get your bank account to match that number.

Here are three tips to help reduce expenses, increase cash flow and avoid surprises.

Just-in-Time Inventory

Maintaining a large inventory can tie up a significant portion of your working capital. Rather than stockpiling supplies and products or even Manpower , shift your business to the just-in-time model. Under this system, you time supplies and new products to arrive right when you need them. This lets you avoid overbuying or paying to store large quantities of items.


While just-in-time inventory schedules can free up working capital, there is also an inherent risk in waiting for something to arrive at the last minute. Have a back-up plan in case there are any disruptions in your supply line.

Reevaluate Invoicing, Collection and Payment Procedures

Reducing expenses is one way to free up working capital; the other is to increase revenues and streamline your cash flow. While increasing revenues takes time, you can ramp up your cash flow in relatively short order.

If you wait weeks to send out invoices, you may be waiting too long. Bill clients and customers as soon as possible after services are rendered and reconsider how long you can wait for payment. In the past, 30 days may have been the norm, but in many industries, it is not unreasonable to request payment within 15 days. At the same time, try to stagger your payments to vendors or negotiate more favorable payment terms on your end.

Keep a Close Eye on the Future

Finally, strategic planning is critical to maintaining a healthy store of working capital. You should carefully consider your capital needs for the next year or even longer. For example, if you own a franchise, understand when and what type of upgrades your franchisee requires. Likewise, if you have seasonal slowdowns, these shouldn’t be a surprise. Map out your businesses future and plan to set aside or obtain working capital to meet your current goals and prepare for future growth.

Managing your working capital takes time and effort, but it is a critical component if you want to grow your business and take advantage of opportunities as they arise.


30 Under 30 Who Are Changing The World 2014


bean stalk

30 Under 30 Who Are Changing The World 2014


It’s been a great inspiration for me as I also want to achieve something like them till my 30..

Presenting our third annual 30 Under 30, a tally of the brightest stars in 15 different fields under the age of 30. This is an exhilarating time to be young and ambitious. Never before has youth been such an advantage. These founders and funders, brand builders and do-gooders aren’t waiting around for a proper career bump up the establishment ladder. Their ambitions are way bigger — and perfectly suited to the dynamic, entrepreneurial, and impatient digital world they grew up in. Meet the 450 prodigies reinventing the world right now.

30 Under 30: 15 Standouts

1 of 15

« Previous Next » Jamel Toppin 30 Under 30: Finance

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The business of sustainability: McKinsey Global Survey results


More companies are managing sustainability to improve processes, pursue growth, and add value to their companies rather than focusing on reputation alone.


Many companies are actively integrating sustainability principles into their businesses, according to a recent McKinsey survey,1 1. The online survey was in the field from July 12 to July 22, 2011, and received responses from 3,203 executives representing the full range of regions, industries, tenures, company sizes, and functional specialties. and they are doing so by pursuing goals that go far beyond earlier concern for reputation management—for example, saving energy, developing green products, and retaining and motivating employees, all of which help companies capture value through growth and return on capital. In our sixth survey of executives on how their companies understand and manage issues related to sustainability,2 2. Defined as a combination of environmental, social, and governance issues also known as corporate social responsibility (CSR) or corporate responsibility. this year’s results show that, since last year, larger shares of executives say sustainability programs make a positive contribution to their companies’ short- and long-term value.

This survey explored why and how companies are addressing sustainability and to what extent executives believe it affects their companies’ bottom line, now and over the next five years. In a related opinion piece, “Putting it into practice,” at the end of this survey, the authors argue that more businesses will have to take a long-term strategic view of the issue by identifying and pursuing sustainability opportunities that hold the highest value potential.

On the whole, respondents report a more well-rounded understanding of sustainability and its expected benefits than in prior surveys. As in the past, they see the potential for supporting corporate reputation. But they also expect operational and growth-oriented benefits in the areas of cutting costs and pursuing opportunities in new markets and products. Furthermore, respondents in certain industries—energy, the extractive industries,3 3. In these survey results, this group includes respondents from the coal, metal, oil and gas extraction, petroleum and natural gas distribution, petroleum refining, and other mining subindustries. and transportation—report that their companies are taking a more active approach than those in other sectors, probably as a result of those industries’ potential regulatory and natural-resource constraints.

A more active agenda

There are some noteworthy changes since our 2010 survey4 4. The online survey was in the field in February 2010 and received responses from 1,946 executives representing a wide range of industries and regions. in the actions executives report their companies are taking on sustainability, their reasons for doing so, and the extent to which they have integrated sustainability into their business. For instance, the share of respondents saying their companies’ top reasons for addressing sustainability include improving operational efficiency and lowering costs jumped 14 percentage points since last year, to 33 percent. This concern for costs replaces corporate reputation as the most frequently chosen reason; at 32 percent, reputation5 5. In 2011, the answer choice was, “building, maintaining, or improving our corporate reputation”; in 2010, the answer choice was, “maintaining or improving corporate reputation.” is the second most cited reason, followed by alignment with the company’s business goals, mission, or values6 6. In 2010, the answer choice was, “alignment with company’s business goals.” (31 percent) and new growth opportunities (27 percent), which climbed 10 percentage points since last year.

Therefore, it’s not surprising that the areas where most executives say their companies are taking action are reducing energy usage and reducing waste in operations, ahead of reputation management (Exhibit 1). Fewer respondents report that their companies are leveraging the sustainability of existing products to find new growth or committing R&D resources to bring sustainable products to market. Yet both of these are important ways sustainability can drive growth: organizations that act in these areas are the likeliest to say they’re more effective than their competitors at managing any other sustainability initiatives. These results suggest that companies may be better able to find a competitive advantage when pursuing growth activities than operational activit

30 Under 30 Who Are Changing The World 2014

30 Under 30 Who Are Changing The World 2014


It’s been a great inspiration for me as I also want to achieve something like them till my 30..

Presenting our third annual 30 Under 30, a tally of the brightest stars in 15 different fields under the age of 30. This is an exhilarating time to be young and ambitious. Never before has youth been such an advantage. These founders and funders, brand builders and do-gooders aren’t waiting around for a proper career bump up the establishment ladder. Their ambitions are way bigger — and perfectly suited to the dynamic, entrepreneurial, and impatient digital world they grew up in. Meet the 450 prodigies reinventing the world right now.

30 Under 30: 15 Standouts

1 of 15

« Previous Next » Jamel Toppin 30 Under 30: Finance

+show more

30 Under 30: Finance

Lucas Duplan, 22
Just over a year after receiving his undergrad computer science degree from Stanford, Duplan is running one of the most hyped and controversial startups in the nation, Clinkle, which seeks to disrupt the way financial transactions are done—with a digital wallet used on mobile phones. He has shocked Silicon Valley with his ability to raise $30 million from the likes of Richard Branson, Peter Thiel and Andreessen Horowitz for an unreleased secret product and attract talent like former Netflix CFO Barry McCarthy, who is now Clinkle’s COO. At the same time Duplan has been slammed by tech bloggers, who have pointed to the large number of departing employees—one of whom anonymously posted a harsh criticism of Duplan—and made fun of some of his decisions, like the over-the-top video ad Clinkle produced. “At the end of the day only one thing will matter: Do people like and use our product?” says Duplan. “Our focus is not on the press or who is backing it. Our focus is on product.”


See Full Coverage of the FORBES 30 Under 30 2014

Some are household names like Lena Dunham, LeBron James, Tumblr’s David Karp, and Maria Sharapova. Others like Lucas Duplan, Meg Gill, and Divya Nag are superstars in their own realms. Clinkle founder Duplan, 22, has shocked Silicon Valley with his ability to raise $30 million from the likes of Richard Branson, Peter Thiel and Andreessen Horowitz for an unreleased secret product. Gill, 28, is cofounder of Golden Road Brewing, one of the fastest growing breweries in the U.S.: it produced 15,000 barrels last year and expects to double output this year. Nag, 22, a Stanford University dropout, is working with a $20 million grant to create heart cells in a petri dish to test new cardiac drugs.

How good are we at picking tomorrow’s superstars? Pretty solid. Evan Spiegel and Bobby Murphy, cofounders of Snapchat, our 2014 cover profile, raised $50 million at a near $2 billion valuation in December and is reported to have turned down a $3 billion acquisition offer from Facebook. Karp, 27, 2013’s cover, sold his company to Yahoo! for $1.1 billion in May. Instagram cofounder Kevin Systrom, now 30, on 2012′s list in social media, netted $1 billion after a sale to Facebook in April 2012. Power producer Megan Ellison, 27, developed a blockbuster portfolio of 2013 films, including American Hustle and Her, both Academy Award favorites this year. These two films box officed some $83 million to date, in addition to over $130 million for her 2012 Oscar-nominated Zero Dark Thirty.

A walk through of the process: There are 15 categories of 30. The categories are Art & Style, Education, Energy & Industry (new this year), Finance, Food & Drink, Hollywood & Entertainment, Law & Policy, Marketing & Advertising, Media, Music, Science & Health Care, Social Entrepreneurs, Sports and Tech. Each list was vetted by a panel of three expert judges in the field. Accel Partners’ Jim Breyer, Harvard Professor George Church, ex-Disney CEO Michael Eisner, Flickr cofounder Caterina Fake, and Chef Alice Waters are among the many notables that assisted FORBES reporters in determining the final 30 for each category out of field of nominations that in some cases hit triple digits.

The class of 2014 of 30 Under 30s is in, too. Bruno Mars’ exclusive playlist on Peter Asbill and Elliott Breece’s Songza is a perfect example of this. As is much sought-after marketing animator Khoa Phan, who created a special Vine video. Two-time 30 Under 30 alumnus Ronan Farrow returned as a judge for this year’s class in law and policy.

In each category, there are short bios of each of the 30, along with links to Twitter, Facebook and LinkedIn for those who want to share. Also check out the videos: We interviewed 15 of some of the most fascinating members of the list and walk readers through the selection process.

Editors: Caroline Howard, Michael Noer

Editorial Assistants: Lauren Gensler, Emily Inverso, Kate Pierce, Mehrunnisa Wani

Product/Design: Nina Gould, Kai Hecker, Johnny McCampbell, Audrea Soong, Andrea Spiegel, Christian Wolan

Video: Travis Collins, Cara Cosentino, Jonathan Hall, Brian Petchers, Tim Pierson, Will Sanderson, Taylor Soppe

Photo: Merrilee Barton, Jane Colihan, Michele Hadlow, Meredith Nicholson, Gail Toivanen

Reporters: ART & STYLE: Susan Adams, Hannah Elliott; EDUCATION: Caroline Howard; ENERGY & INDUSTRY: Christopher Helman, Joann Muller, Aaron Tilley; FINANCE: Nathan Vardi, Agustino Fontevecchia, Halah Touryalai; FOOD & DRINK: Randall Lane, Vanna Le, Mehrunnisa Wani, Jennifer Eum; GAMES: David M. Ewalt; HOLLYWOOD & ENTERTAINMENT: Dorothy Pomerantz, Kate Pierce; LAW & POLICY: Daniel Fisher, Miguel Morales; MARKETING & ADVERTISING: Jennifer Rooney; MEDIA: Jeff Bercovici, Emily Inverso; MUSIC: Zack O’Malley Greenburg; SCIENCE & HEALTH CARE: Matthew Herper, Andrea Navarro; SOCIAL ENTREPRENEURS: Erin Carlyle, Prerna Sinha; SPORTS: Tom Van Riper, Alex Morrell; TECH: Steven Bertoni, JJ Colao, Andy Greenberg, Connie Guglielmo, Kashmir Hill, Alex Knapp, Alex Konrad, Ryan Mac, Parmy Olson, Bruce Upbin

Photographer: Jamel Toppin; Creative Style Director: Joseph DeAcetis; Producer: Robyn Selman