ance, the goal of building a company that will truly make a difference in the people’s lives that it serves can motivate not only the founder, but employees in both the short and long-term. However, the More and more corporate workers are leaving their jobs to start new ventures. When taking this leap, it is important that the goals of these entrepreneurs are solid, as these goals may ultimately determine the success of the new venture.

Unfortunately, many new entrepreneurs have goals that don’t naturally lead to long-term success. Some of these goals include 1) being sick and tired of the same old corporate routine, 2) dissatisfaction with the way their corporation is run (think bureaucracy), and 3) feeling they are underpaid or underappreciated in their current jobs.

While these goals will be fulfilled when launching a new venture, they should not be the core reason to start one. Core goals should deeply engrained ambitions that will drive you to succeed in the face of adversity. For instance, the goal of building a company that will truly make a difference in the people’s lives that it serves can motivate not only the founder, but employees in both the short and long-term. However, the c

ne the success of the new venture.

Unfortunately, many new entrepreneurs have goals that don’t naturally lead to long-term success. Some of these goals include 1) being sick and tired of the same old corporate routine, 2) dissatisfaction with the way their corporation is run (think bureaucracy), and 3) feeling they are underpaid or underappreciated in their current jobs.

While these goals will be fulfilled when launching a new venture, they should not be the core reason to start one. Core goals should deeply engrained ambitions that will drive you to succeed in the face of adversity. For instance, the goal of building a company that will truly make a difference in the people’s lives that it serves can motivate not only the founder, but employees in both the short and long-term. However, the

d corporate routine, 2) dissatisfaction with the way their corporation is run (think bureaucracy), and 3) feeling they are underpaid or underappreciated in their current jobs.

While these goals will be fulfilled when launching a new venture, they should not be the core reason to start one. Core goals should deeply engrained ambitions that will drive you to succeed in the face of adversity. For instance, the goal of building a company that will truly make a difference in the people’s lives that it serves can motivate not only the founder, but employees in both the short and long-term. However, the

l be fulfilled when launching a new venture, they should not be the core reason to start one. Core goals should deeply engrained ambitions that will drive you to succeed in the face of adversity. For instance, the goal of building a company that will truly make a difference in the people’s lives that it serves can motivate not only the founder, but employees in both the short and long-term. However, the ance, the goal of building a company that will truly make a difference in the people’s lives that it serves can motivate not only the founder, but employees in both the short and long-term. However, the core goal need not be so ambitious or wholesome. Having goal such as 1) to do things better than they are currently done, 2) to prove that you have what it takes to launch a new business or 3) to become wealthy are all goals which will motivate you in the long-term to succeed. Moreover, it is this extra motivation that often is a determining factor between success and failure.

When considering leaving a corporate position to launch a new venture, it is important to review your personal goals and make sure they merit taking the leap to entrepreneurship. If your goals are not worthy, you might find yourself in a position down the road where your needs are not fulfilled and your venture is faltering. However, if your goals are such that they are fully engrained within you body, soul and mind, you will