OK, let me admit. I am not sure if you can call anything a fringe benefit of being an entrepreneur, simply because entrepreneurship is so very different from the destination-after-a-long-journey model that you cannot classify the benefits as principal and fringe.

I, however, would persist with the word to signify that this set of benefits is distinct from what we typically imagine as the benefits of entrepreneurship to the entrepreneur.

Also, some of what follows might talk about stereotypes. This, in no way implies that all Chopra Jis or all government officials are what the stereotypes describe.

Now, getting down to the business:

a) Every now and then, you get to pamper the geek in you:

Whenever you have to explore a new technology to customize it to bring maximum benefit to your customers at minimum effort on their part, you have to delve deep into it. One week you are racking your brains hard over PHP-MySql code snippets while the other, you might be sweating over new VoIP tools or rich media technology.

Not that that’s a requirement, not that you don’t have a team to do that - just that you have a hardcore nerd somewhere in you who doesn’t want to let go of the opportunity to deal with something tech; hands-on, yes but if that energizes you and helps enhance the value to the customer, so be it.

b) Negotiating with Chopra Ji for reduction in the advance for his for-rent office premises

Chopra Ji is a generic name. He could be any of the Kalra Jis, Malhotra Jis or Kaul Sahibs. Bottomline is, he is a hardnosed business man who earned his spurs either in real estate deals or with government officials over a government building electrification tender or Karol Bagh traders. He would typically be noisy though sweet talking and loves the sight of cash more than anything. Not one to give any quarters, its a thrill to get him to agree for a less than the norm upfront security amount.

c) Dealing with the government Sahibs

Yes. He would be an official in a government agency to promote entrepreneurship in IT/ITeS or a Director with a government backed finance corporation. With all the trappings of a something-important-happens-here office, what with the AC (instead of the ubiquitous noisy cooler you would associate with a government department), the visitor tag and three layers of solemn looking security guards to be satisfied before you get to see the god once, the ambience of serious business is right there.

The god would be a gutkha chewing middle aged man with a huge drawl and a somnolent demeanor. He is authorized to judge the merits of your business projections not because he is an expert in technology business, or an experienced hat but because some 10 years back, the government decided it had to promote entrepreneurship in IT/ITes so there had to be a department and a slew of officials and by some twist of events, he happens to be sitting on the chair which is somehow believed to bestow the power of discernment and the authority of decision making on to its occupant.

Typically however, they are well meaning people and as long as they believe they are getting the respect they deserve by the virtue of being a government babu, they will not create serious hindrances and may even facilitate a couple things for you. Nevertheless, its a pleasure you know only when you experience it.

d) Playing Big Brother to your team

This could range from developing their career plans with them, helping out in a personal crisis to playing angry young Amitabh Bachchan to get the critically ailing new born of your office staff member admitted to the only speciality government hospital with the equipment necessary to treat him. Of course, the real payout in the last example is when the kid returns from the hospital hail and hearty. All smiles.

e) Thinking like a navigator

Here is the map and here is where we want to go. We will take this route, reach the hills there, cross the jungle to the left, swim across the river and reach the destination. Strategic thinking, if you will.

Only, in entrepreneurship, the hills, jungles, rivers, brooks and planes keep changing their locations as well as their forms. So, if you plan for a river, followed by a hill followed by a tunnel and then, let go of the sight of the map, you might realize that the river has actually become a jungle by the time you reached there. Therefore, you need to keep refreshing the map continuously.

Now, wouldn’t being an explorer in a land which keeps changing every so often that you just cannot “plan and forget” be great fun?

f) Thinking like a mechanic

Lets switch the analogy now. Instead of crossing rivers and jungles, lets now be sailors in the high seas. Also lets assume being a Captain, you are doing a good job of navigating the ship and keeping track of the changing map.

However, you need to make sure that all engines, levers, hulls even the nuts and bolts are working fine. So, while you need to keep an eye on the map and the road (err, water) ahead, you also need to keep your ears open to any unnatural humming which may indicate your machinery is not working as it should.

g) Picking yourself and rebuilding piece by piece

Some days would be frustrating. Things might take longer to happen, a big customer would take longer to close or it would just be one of those blue-days. No worries, just grit your teeth, clench your fists and plough on.

Rock on. That’s the mantra.

It gives me great pleasure to share that eTutelage has been nominated in TATA NEN Hottest Startups Awards, link here, but more than that, the support of our friends and well wishers has been overwhelming.

We are getting good wishes and congratulatory messages from far off friends, peers, old classmates, friends of friends, eTutelage team mates, site visitors and customers. It is an overwhelming feeling and we are savoring every moment of it - more so because entrepreneurship can be painfully lonely at times.

Thanks everyone for your support. It means a lot to us all and it gives us the strength and conviction to plough along when the going gets tough.

For those of you who haven’t already voted, voting is on, you can either go online and vote or send HOT 374 to 56767 through your mobile phones.

Was having a little post dinner chit chat on motivation and focus. The discussion moved on to why some people are able to sustain their motivation and focus while certain others, though fully determined at start lose momentum as they go along.

It is no-body’s case that the people who finally succeed are, by some chemical composition or circumstantial programming, predisposed to persevere with focus for long enough to achieve what they set as a target. The moot question is why do some people find it difficult to sustain the momentum while some people are able to keep at it.

Let’s take two identically talented persons A and B and let this sameness extend to all possible connotations of the word talent. Let’s also assume that both A and B set out to accomplish a certain goal, a significant one. Chances are, their achievement levels will be different depending upon their ability to persevere and continue with sustained motivation and focus. Infact, the achievement levels could be on the extreme ends of the spectrum - one a resounding success, the other, an utter failure.

Both A and B start with the same motivation levels. A, consciously or subconsciously, breaks down the task in small, workable steps; the goal in small sub-goals spread over time leading to the final target, revels in the little successes along the way and keeps on. B, on the other hand, keeps his eyes at the big, ultimate goal and gets down working. Things go on well for a while but somewhere down the road, B’s motivation level slips, he develops doubts whether this goal is achievable or even worthy enough. The result is confusion, divided attention, loss of focus and ultimate failure to reach the destination. No prizes for guessing as to who finally touches the finishing line.

I propose that a very interesting characteristic of “motivation” is at play here. Both start out with the same levels of motivation, however, motivation levels start falling after a while at a rate depending varyingly on the complexity of the goal, perceived difficulty of accomplishment, timelines involved etc. However, motivation feeds on success. Person A, knowingly or otherwise, keeps recharging his motivation level by acheiving small successes on the small subgoals he has strewn along the road. In this sense, motivation is more like a cell phone battery - the process of discharging starts as soon as you disconnect it from the charger. It is important to keep recharging it periodically. Person B not realizing that his batteries need a recharge, tries to run the full course in one go which, with goals sufficiently complex and difficult, becomes more and more a losing battle as time goes on.

This, of course, is very well reflected in the standard project management methodology of contemporary management thought. A business task needs to be broken into periodic milestones which continously need to be monitored. While it is important due to several other factors not necessarily limited to motivation levels of individuals in acheivement of a business goals, for individual and personal goals the idea of breaking a task in smaller sub-goals becomes extremely crucial from a motivation perspective. It’s important to remember here that sustaining the motivation may be the single most critical parameter determining the success or failure of an individual endeavor.

There of course, is a lot of depth in what the wise old men of yore said about eating an elephant - you eat it one piece at a time.