In addition to my passion for entrepreneurship, I also have a great deal of interest in management, especially team leading. In fact, besides my regular activities, I also advise a bunch of managers.
I use the word "advise", but in reality every single conversation or workshop is always very beneficial for me as well.
Among other things, I often recommend to first-time managers, something that seems so obvious, nevertheless it needs to be enunciated: Create and learn your story.
In their specific cases, I'm talking about their team's story. For you, it could either be your company's story if you already know exactly what you're building or your entrepreneurship story.
But let's get back to managers for a while.
The perception people have of a situation depends both on the facts and the way you put them forward. The more underpinned and coated the explanation, the less space you leave for personal interpretation.
This is as true for the people inside your team as it is for people outside of it (your management for instance).
For people inside, spending time to craft a great team story will reinforce their feeling of membership. It will help them find the famous "sense" that pushes us to outperform. When facing a difficult situation, great stories inspire us to keep going forward.
For people outside, for example, your own management, telling a great story will contribute to giving your team and your work the attention it deserves.
Whatever our job position or what we try to achieve in our work and personal lives, promotion is an important matter.
The story you tell has much more impact on you as it has on the listener.
Sharing an entertaining and positive story pumps us up. It motivates and influences us. It reminds us of what we are trying to achieve, what we value and why it's an exciting project. Or, depending on the story we decide to tell, it makes us relive successes we were once proud of.
It also modifies the appreciation the listener has for us. As entrepreneurs, opportunities can come from anywhere. When you're telling someone about your current situation, always keep in mind that you might end up doing business with this person or someone she knows. She might introduce you to one of her connections who needs the kind of services you're providing.
Being honest is fine but sharing only your fears and doubts about your current situation can do no good. The outcome of our work doesn't always depend solely on us, but the way we choose to present.
Spontaneously, it tends to be easier to express the negative aspects of a situation and divert attention from the positive.
When you begin a new company or project, failures can be numerous. You are not quite sure of your offer. Additionally, your prices might be too high and your product still buggy. You thought you would sign this first contract "by next week", yet you haven't weeks later.
But if you are not sure of your offer, it means you have one. If your product is still buggy, then it means you have a product. And, if you thought you'd be signing a contract next week, it means you started to find leads and opportunities!
I'm not advocating a naive positivism. I just want you to realise there's a positive spin on everything that can occur on your entrepreneurship journey. You should learn how to put the spotlights on the good and reduce your focus on fears and negativity.
Before leaving you to craft your own story, here's a tip you can use when people ask you about your venture: Always have at least two positive things to tell.
The story will probably remain for a while, but I recommend you add some fresh material either at the beginning or the end of it. Every other week, spend time refreshing this part of your story with new achievements and successes.