Do you feel like you have entrepreneurial skills? Have you ever wanted to start or run your own business? Are you in management? Are you responsible for hiring and firing people? Do you have a product that you market? Do you work with contracts? Are you responsible for a budget in your workplace?

If you answered yes to any of these questions, this book is for you. Entreleadership could be the Entrepreneur’s greatest resource. Dave Ramsey teaches you how he built his business from a few people sitting around his coffee table in the living room to a business that is known around the world, has over 300 employees, and is just getting started helping millions of people become better stewards of their finances.

I am telling you, if you are interested in leadership, entrepreneurship, managing people, growing a business, marketing, budgeting, and pretty much anything else related to running a successful business, get this book. You won’t regret it.

For more information and resources on Entreleadership, go to this website: http://www.daveramsey.com/entreleadership


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A few highlights:

  • Seth Godin says, “Instead of wondering when your next vacation is, maybe you should set up a life you don’t need to escape from.”
  • Your progress as an EntreLeader will ultimately be tied to your ability to make the call.
  • I’ve spent twenty years building this business; I’m not going to risk the whole thing on any one decision, idea, or product line. We never go all in.
  • J. C. Penney once said, “Give me a stock clerk with a goal, and I will give you a man who will make history. Give me a man without a goal and I will give you a stock clerk.”
  • You cannot work on my team if you are simply looking for a J-O-B.
  • You want to know what is holding back your dreams from becoming a reality? Go look in your mirror.
  • The big deal here is to remember that the very things you want from a leader are the very things the people you are leading expect from you.
  • Making mistakes and learning from them is crucial to winning. Learning from the mistakes of others is less painful. Henry Ford said, “Those who never make mistakes work for those of us who do.”
  • if you hire somebody just because they need a job (the what), they’ll work for your money. But if you hire someone who believes what you believe (the why), they’ll give you their blood, sweat, and tears.
  • My human resources director has a great saying. He says we have a 95 percent turnover, before we hire them.
  • I never hired another team member, after that day, without first getting a budget from them to make sure that they could live on what we were paying for that position.
  • The larger the delegation, the more your inspection methods change, but you never sur render 100 percent of the oversight. That type of surrender is leadership laziness and will cause your organization to stray from its vision.
  • You can’t delegate to someone until you trust their competency. And there is no better way to trust their competency than to walk with them as they display their knowledge and abilities.
  • The longer you work with someone and observe consistency in their life and their work, the more you can delegate to them. To the extent you give big tasks to unproven people, you will have drama and problems. Don’t delegate too quickly.

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