Our sixth episode that aired this week continues our discussion about values and about how we build our financial plans to match those values. As Bill points out, there’s a lot of people who have an idea how they WANT their lives to unfold, but aren’t sure HOW to make it happen.
I’m noticing among my friends that things, financially, are starting get serious. In 8-10 years, I’ll have three kids in college. Five years ago that seemed like an eternity. Now, at 37, my financial future and obligations feel much more real and immediate.
Two things trip us up:
- Whether it’s retirement or education, we get confused with the vehicle versus the trip.
- “I don’t know what to do. It’s overwhelming.”
Some times there’s so much anxiety, stress, and tension around setting financial goals. Either sticker shock or the fear of change shouldn’t stop you from creating an awareness of what’s really important to you. We need to approach our financial goal setting with the knowledge that change will be involved.
If you’re interested, the financial tool Bill mentioned in the show is called Torrid Technologies.
I’m also pleased to announce that we’ve set up a site, behaviorgapradio.com. It will include the recorded shows and any links mentioned in the show as soon as the show complete. As always, if you have any questions, email me at carl{at}behaviorgap{dot}com.
Programming Note: Bill and I have changed the name of the show to Behavior Gap Radio.
You need a lot of things to be a successful venture capital investor. You need to understand the market you invest in. You need great networking skills. You need to be able to add value to your investments. You need an understanding of financial markets and how companies are valued. Those skills are necessary but not sufficient. Because most of all you need to be able to make leaps of faith. And the right ones, of course.
How to Not Hummer Your Business
To not fall into the Hummer trap, think constructively — how will you build a better tomorrow? If Detroit had asked itself: “how will we build a better tomorrow?”, it might have understood the economics behind the numbers. It might have striven to innovate instead of unnovate, by creating authentic, meaningful value.
But Detroit never asked itself that question. The result? Like most industries (hi, Wall Street), Detroit saw only numbers. That’s how it was seduced into unnovation — all the way into oblivion.
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