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This year, when checking in with my New Year's resolutions, I changed one way I'd been thinking. It might make all the difference for your business.

How are you doing with this year's goals and resolutions? Remember those?

The things you committed to back in fourth quarter and on New Year's Eve? Here we are, mid-second quarter already; it's a good time to assess your progress--or, to try something different altogether.

There's something about that final quarter of the year that gives us new hope. We see a lot of wonderful, inspirational posts and articles on creating new and next-level goals for the New Year. Being a coach, I'm a sucker for that sort of thing and, like you, I have my annual process and in place. In past years I mapped out what I called my 10 Most-Wanted List. Naturally, I would aim for the sky. Needless to say, disappointment often set in when all of those wishes didn't come to fruition. So this year, I did something a little different, and it's working!

Instead of my 10 Most-Wanted list I created a Who Do I Have to Be? list. First, I listed my dream goals. Then, I asked "how does this goal fit in to my life and business plan?" Does it take me off path? Will it enhance my life or add to the bottom line in my business? Many of my goals did not fit my big picture vision; they were just things that I thought I should do. Did I really have to take on another volunteer position? Did I really have to attend three networking events a month? No, I didn't.

Now I had a list of crucial goals that serve me well. As I examined each goal I then asked, "Who do I have to be to make this happen?" This question opened the door to exploration, imagination, and new hope. I explored the reasons that some of my important goals remained undone. When I explored the one thing on my list that was most important to me I learned that I had to become a person who will ask for help, share my dream, and expand upon this already sizeable goal. That's right. I had to make my incomplete goal even bigger!

Beginning each goal statement with "Who do I have to be to _________" gave me a different perspective on my aspirations. Here's how it worked for me.

For the last two years I have dreamed about launching a series of women's conferences. I even had a name and logo, but that's as far as I had gotten. This year, instead of bullying myself into a commitment to make it happen, I asked "who do I need to be in order to create this conference in 2013?" This question opened the door to exploration and honest communication between my left, logical brain and my right, creative brain. After writing, thinking, and a bit of talking to myself, I realized what I was missing. I faced the fact that I simply didn't want to do this alone. It's an exciting process and I wanted to share it with someone.

Prior to asking my magic question I thought I was just making excuses about not having enough time and energy to do the conference. But the deeper I looked, the more I understood. This conference is bigger than I am. The idea needed to be set free to grow and reshape itself. It was time to collaborate with someone who could lend her expertise and talents to expand upon the vision. This idea was no longer my own. It was time to find a "Make It Happen" partner and set my idea free!

Reframing this huge goal to a question about change helped me to look the problem right in the eye and find a solution.

Problem: I felt alone and overwhelmed at the thought of producing and presenting this conference on my own.

Solution: Find someone who has an equal passion and talent for helping people succeed and share the journey.

And that's exactly what I did. Today we are on track to Make It Happen on September 20, 2013! (You are invited! If you are a woman with a dream, please join Deb DiSandro and me on September 20.)

I feel a weight off my shoulders because my dream is coming true and it's filled with fun, creativity and collaboration. How can you reframe your goals and turn them into something that excites you and will not lead to disappointment in a year from now?

Who do you have to be to make it happen? Please share!

Here's why your company's Twitter, Facebook, LinkedIn, YouTube, and other social media campaigns aren't performing as well as they could be.

Over the past five years, social media has become an increasingly important part of many companies' marketing strategies. But there are still some misconceptions about how to use social media to drive sales and which services are worth the investment of company time and resources. Here are the six myths I hear most often:

Myth No. 1: If it doesn't go viral, it wasn't worth the effort.

When people think of social media success stories, they usually think of giant campaigns with millions of views, such as the Old Spice campaign or Blendtec’s Will It Blend. Yes, those campaigns were very successful, but that's the wrong way to think about social media. Social media marketing isn't about a big one-time hit. It's about adding value over time. The best campaigns are interesting and unique, disseminate content that passes the litmus test of "would you bother sharing this yourself", and help you organically grow your audience over time.

Myth No. 2: My customers are older, so social media won’t work for my company.

A whopping 56% of Internet users 50 years or older use Facebook. Your clients and future clients are absolutely waiting for you to find them on Facebook--as well as Twitter, LinkedIn, Pinterest, Instagram and other social tools.

Myth No. 3: Google+ is a waste of time.

If you define Google+ as a social network, then, no, it's not a force to be reckoned with. But that’s not really what Google+ is. In actuality, it's a social layer on top of Google’s other services, such as search, Gmail, and even YouTube. When someone uses Google to search for anything from restaurants to pet food, the results include social endorsements generated from those ubiquitous +1 clicks made by the user's Gmail contacts. And those social endorsements get way more clicks than regular search results. Having a solid Google+ profile for your business and an ecosystem of customers that have given your company or products a +1 has a measurable impact on both searches for your brand and conversion rate on visits to your site.

Myth No. 4: Twitter only works for celebrities and big brands.

Sure, the Ashton Kutchers of the world command huge followings, but Twitter can be relevant and valuable even for local businesses that have a small but targeted following. However, to make Twitter matter, you need to make your tweets timely, relevant to your customers, and not entirely self-promotional. Also, make sure that you use Twitter to monitor and engage with Twitter users who reach out to you or mention your company or products. (We search for mentions of #wpromote daily.)

Myth No. 5: Facebook advertising drives "likes" but not customers.

Several years ago, a lot of big advertisers jumped on the Facebook bandwagon. They spent money on ads to increase their fan bases without really understanding the value of a like or fan--and without even thinking about their return on investment. But when done correctly, advertising on Facebook can help your company increase its online footprint, fans, and customer engagement--for the express purpose of attracting new customers and bringing back current customers more often. It's also an incredibly powerful tool for encouraging existing customers to refer new ones and to build loyalty to your brand.

Myth No. 6: The more often you post to Facebook, the better your campaign will perform.

More than one post a day is probably too many. Posting too often can lower your overall average of likes, comments, and shares per post. And since Facebook's EdgeRank algorithm tends to favor posts from companies that have higher engagement rates, posting too often may mean that fewer people will see your future posts. For a truly successful Facebook campaign, make sure your posts are unique, interesting, and engaging. And always include pictures or links, since these sorts of posts have much higher engagement rates than static text.

Hiring the best and brightest can be surprisingly tricky. These things are catnip to young talent.

The recent news that America has one of the highest rates of youth unemployment in the developed world may be horribly discouraging, but it's hardly surprising. For years we've been bombarded with stories of young people--even college educated ones--languishing in parents' spare bedrooms or menial jobs.

It shouldn't be hard to hire the best and brightest, but paradoxically many business owners report it is.

"The biggest single challenge will be recruitment, as the world's population ages and companies seek specialists in fields such as technology," concluded a survey from Odgers Berndtson and Cass Business School cited by CNN. Meanwhile, plenty of entrepreneurs have shared stories of their heroic efforts to attract the cream of the crop, particularly grads with in-demand tech skills.

But while unemployed young people may seen like a dime a dozen, highly talented Gen Y job candidates willing to come work for you can be a rare commodity. How can you attract more of them?

A good place to start is your job ad, Jason Dorsey, a self-described Gen Y expert, told the blog SmartRecruiters. Sure, you're probably working your network, using social media and perhaps reaching out to local colleges, but you're almost bound to put out a good, old fashioned notice when you begin hiring. Do it poorly, and the best of Gen Y will ignore it. Do it well, and you'll reap the rewards.

Here are three things that draw Gen Y to a job ad, according to Dorsey:

Real pictures: "Everybody shows fake pictures. It’s a total turn off."

Stories: "Interview your ACTUAL employees of different ages talking about what it’s like to work there and what they really like," he says.

Challenges: "In your job descriptions, talk about the challenges candidates will face in the first year," says Dorsey. "Everybody talks about responsibilities, or they talk about pay or all this stuff. Gen Y is very challenge-driven, so they want to know when they show up what kind of challenges they’ll have to face."

It may sound counter-intuitive to put the good and the bad on display, but Dorsey insists that by telegraphing accessibility and authenticity, you'll end up with a younger--and awesome--pool of talent.

Do you buy his ideas?

T-shirt mogul Johnny Earle explains how he went from a teenager selling gag gifts and candy to launching a multimillion-dollar "baking" business.

Your mother knew you wanted to be successful, so she taught you these timeless rules.

Yesterday was Mother's Day, so I thought it would be useful to review the timeless lessons about business (and life) that your mom shared with you, probably more than once. I wrote something like this a while back, but I like this list better:

1. Look both ways before crossing the street.

Taking risks is a big part of life, but it's always a good idea to think twice before you take them.

2. If you can't say something nice, don't say anything at all.

Never badmouth your competitors, your customer's competitors and especially your other customers.

3. Anything worthwhile takes effort.

While opportunities may drop in your lap, taking advantage of them always requires hard work.

4. Treat people the way you want to be treated.

Most workplace hassles are the result of people NOT following this simple but universal rule.

5. Eat your vegetables, they're good for you.

What's the point of having money if you don't have your health? Eating healthy foods should be part of every success plan.

6. Go play outside! It's a beautiful day!

Whenever possible, spend at least some of your workday out of your office and breathing the fresh air.

7. Turn off that light. Do you think we own the electric company?

It's all too easy to ignore the small expenses that, when added up, can destroy your profitability.

8. Don't sit so close to the TV, it'll ruin your eyes.

Most of us spend WAY too much time glued to our computer screens, our tablets and our cell phones. Take break!

9. Are you going out dressed like that?

Like it or not, people judge you by what you're wearing and how you wear it. Be mindful of the effect you're having.

10. Life isn't fair.

The world does not owe you a living and you'll have to play the cards that you get dealt, so make the most of it.

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Helping others isn't just nice--it's good for overall productivity. Here are three easy ways to make teamwork central to your culture.

Think a little rivalry never hurt anyone? When it comes to in-house competition between employees, you may want to reconsider.

According to a recent white paper from McKinsey & Company, “giver” cultures--where employees help each other, share knowledge, and offer mentorship without expectation of anything in return--produce higher quality work than cultures that encourage competition and duplicity between employees.

Here are a few tips on how to foster a “giver” culture in your workplace from Wharton Business School professor Adam Grant, author of the book Give and Take: Revolutionary Approach to Success.

Let them cry, “Help!”

The first step in eliminating unhealthy competition is creating an atmosphere that allows employees to feel safe admitting that they don’t know it all.

“Giver cultures depend on employees making requests; otherwise, it’s difficult to figure out who needs help and what to give,” writes Grant in the paper. He explains that creating a question-friendly atmosphere requires some proactive coaching from those in leadership positions.

Grant cites the consulting firm Humax Networks’ “reciprocity ring” exercise as an example of the kind of tools leaders can use to encourage their employees to seek collaborative help. Humax Network, which is run by husband-and-wife team Wayne and Cheryl Baker, conducts an exercise in which employees are gathered into a group where each member must make a request, while their colleagues use combined skills and expertise to grant those requests.

Ditch the selfish creeps.

When it comes to your office talent, it's true that one bad apple can spoil the bunch. “Takers often do more harm than givers do good,” writes Grant, citing additional research conducted by Patrick Dunlop and Kibeom Lee.

So how do you weed out job candidates who are more likely to help themselves than others? Listen to how they speak, Grant suggests.

“Takers tend to claim personal credit for successes,” he writes, “Takers were substantially more likely to use pronouns like I and me instead of us and we.” Grant advises interviewers to ask questions about successes and screen for self-glorifying responses. Pay particular attention to those who “describe accomplishments in collective rather than personal terms.”

Follow the golden rule.

The final and most crucial step in establishing a giver culture, Grant writes, is to put your money where your mouth is. He cites an anecdote from the film company Pixar’s early days as an example of what “giver” employees expect from their bosses.

In an effort to cut costs, the president of the Pixar’s parent company demanded that the managers conduct layoffs within their division. The division heads resisted, and the president gave them a hard deadline: A list of names on his desk by the next morning.

When he received the list, it only contained two names--those of the managers themselves. No layoffs were conducted, and the employees were grateful that their bosses would put their own jobs on the line for the good of the team.

“When it comes to giver cultures,” Grant writes, “the role-modeling lesson here is a powerful one: If you want it, go and give it.”

One of tech's fastest growing minorities--black women--is uniquely positioned to provide an endless pool of talent, innovation, and insight to start-ups in the United States.

By Lisa Nicole Bell, the founder and CEO of Inspired Life Media Group.

Silicon Valley has long been lauded as a meritocracy that values achievement and hard work. In many ways, tech has been seen as a place of inclusion, where cool is determined by what you do instead of how you look.

But the tech space has a long way to go in creating a truly inclusive environment. And one of tech's fastest growing minorities--black women--is uniquely positioned to provide an endless pool of talent, innovation, and insight.

Black women consume significant amounts of digital media. We're frequently the early adopters for new software and hardware. Essence Magazine's 2008 research found that five times as many black women--36 percent--use cell phones for three or more hours per day. The study asserts that black women are more likely than other female consumers to spend time using technology and the Internet as tools of empowerment and self-expression. This level of usage creates a familiarity and understanding of technology and its many use cases that can be ideal for all kinds of businesses.

A recent Pew study revealed that blacks "over-index" on Twitter and Instagram. Couple our consumption of digital media and use of technology with our growing interest in the business of tech and start-ups, and you have a unique opportunity for businesses that value innovation and diversity.

Still, the challenges of creating space for black women in tech run deeper than just changing hiring practices. Here are a few key areas thought leaders have identified:

Education: The Pipeline Problem

Education seems to be the most promising means of both increasing the number of black women active in tech. With a paucity of black women choosing to major in computer science and related studies, there has to be more done to encourage black girls to see themselves as producers in addition to being consumers.

Sian Morson, the CEO and founder of Kollective Mobile, an Oakland-based premiere mobile agency, says black girls need to see examples of careers in tech to expand their concept of what's possible.

"It's important for those of us who are in tech to reach back and encourage and mentor young girls," she says. "If they don't see successful women of color in technology, then they won't consider it to be a viable career option."

Mira Lowe, senior editor for features at CNN Digital, agrees that education is imperative. "More girls and women need to be encouraged to pursue interests and careers in digital," she says. "If women are not engaging in the technology world, they will ultimately not be contributing to the world at large."

This need is the driving force behind Black Girls CODE, an organization founded by Kimberly Bryant, a technical project manager based in San Francisco. She acknowledges the issue of visibility and agrees that girls need the appropriate training and exposure to develop a passion for technology as well as its possibilities.

"There is definitely a very serious pipeline issue. The K-12 infrastructure does not currently provide adequate access to training in computer science," she says. "Once we can better feed the tech pipeline with women and other diverse candidates, we can begin to move the needle and change the face of tech as these students move on to attend college, pursue careers in tech, and eventually become the tech leaders, builders, and mentors for the next generation."

Visibility: The Unicorn Problem

While grooming black girls to take their rightful roles in tech addresses the future, there's also the present issue of expanding the visibility of the women who are already making waves in technology fields. Morson points out the perception issue for black women in tech.

"Although we exist, and there are more of us than ever before, I think that we're not seen because it's a perception problem," she says. "We're perceived as 'unicorns.'"

Instead of being perceived as anomalies, black women should be seen as any other minority in tech: an individual interested in using pixels and code to make the world a better place.

Bryant encourages women to not be afraid of standing out: "We have to let folks know we are in the room. This means finding opportunities to highlight your skills and abilities, become a thought leader in your field, step out and build your own company, and get involved in the open source community."

Peer Mentorship: Making the Right Connections

Bryant's assessment also highlights the need for more connections and visibility among women working in the digital space. For black women interested in pursuing a career in tech, Lowe recommends surrounding yourself with people who are as passionate about technology as you are.

"Don't be afraid to be 'the only.' Don't be afraid to fail. Immerse yourself in digital and learn as much as you can. Network with people in the field. Develop and preserve your digital footprint. Believe that you can make a digital difference."

Morson encourages black women to pursue their dreams with urgency. "Go for it! Now is the time. We're really at a critical time in history, I believe. This is a time of tremendous opportunity, and that includes black women."

What We, as Founders, Can Bring to the Table

So how can your company contribute to a more diverse workforce and enjoy the benefits of diversity?

Make diversity a priority, not a buzz word. The Center for American Progress notes that businesses that recruit from a diverse workforce are better able to find the best and the brightest talent needed to compete in an increasingly competitive economy. As businesses integrate a blend of various experiences and backgrounds, they yield the creativity necessary for competing in a global economy. Inclusion is not just a word to toss around in an annual report; it's a way of doing business that produces tangible benefits.

Avoid classifications based solely on race or gender. As ironic as it may seem given the topic of this article, it's important to avoid creating an environment that singles black women out as "the only." Instead, they, like other team members, should be acknowledged and rewarded based on the company's performance standards. As black women are considered valuable contributors in the tech, the awkwardness of being one of few in the room slowly dissipates.

Support organizations that contribute to the growing presence of black women in tech. Organizations like Black Girls CODE, NewMe Accelerator, and CODE2040 are providing opportunities for black women (and men, too!) of varying ages to fulfill their potential as future tech leaders. From volunteering your time as a mentor to sponsoring events, there are many ways to contribute. Reach out to their directors with a description of your strengths and offer your support.

Lisa Nicole Bell is an entrepreneur, executive producer, and media personality. Lisa is the founder and CEO of Inspired Life Media Group where she and her team meld art, social change, and commerce to create economically viable media properties.

Small business support for mandatory employment-eligibility verification, such as E-Verify, may be short-lived. Here's why.

As the immigration bill makes its way through the Senate, some proposed amendments are setting off heated scrimmages between civil liberties advocates and conservatives. One such proposal calls for the nationwide expansion of an electronic employment eligibility verification system called E-Verify.

E-Verify, an internet-based program, helps employers determine if the name and social security on an I-9 form and other documents provided by an employee match the information in the Social Security Administration's (SSA) database.

Already implemented in handful of states, mandatory participation in E-Verify is supported by the majority of small businesses, according to a recent study by National Small Business Association (NSBA). Currently, a quarter of small businesses use E-Verify, while 57 percent of small businesses support use of E-Verify. Even more of them, 67 percent, support the use of an improved E-Verify system "with certain safe harbors for small business." The safe harbor provision protects employers who followed E-Verify instructions, but still end up employing an undocumented worker.

However, the program, which Washington hopes will apply some pressure on employers to refrain from hiring undocumented immigrants, may have the adverse affect of costing some eligible workers their shot at employment. According to NSBA, 17 percent of small businesses employ immigrant workers.

Currently, four states--Alabama, Arizona, Mississippi and South Carolina--require that all state agencies, private, and public businesses use E-Verify to confirm the legal status of their employees. In Utah, all businesses with more than 15 employees are required to use E-Verify. Additionally, a number of states such as Colorado and Louisiana require contractors to use the program in order to receive government contracts. Only California and Indiana prohibit municipalities from passing mandatory E-Verify ordinances.

One of the crucial points blocking E-Verify's from nationwide implementation are erroneous tentative non-confirmations (TNC). Erroneous TNC can occur when potential eligible employees do not update their naturalization status with SSA or do not inform SSA of changes in name. Data entry errors, either on part of the employer, employee, or SSA can also be responsible for mistaken TNCs.

Such erroneous TNCs can cost eligible workers their shot at employment. And "because such TNCs are more likely to affect foreign-born employees, they can lead to the appearance of discrimination," noted a 2010 Government Accountability Office (GAO) report.

Eligible employees are given an opportunity to contest the TNC and have the chance to correct the mistake if one was made. In the last fiscal year, only 0.26 percent of TNCs--52,500 cases--were corrected after being contested, reports USCIS. GAO report found that the E-Verify system has a 98 percent accuracy rate.

The devil is in the details, Molly Brogan, vice president of public affairs at NSBA, told Inc. According to her, the percentage of erroneous TNCs might be low, but if the use of E-Verify is mandated nationally and is required of all employers, that small percentage will come to represent a significant number of employees.

According to USCIS, more than 409,000 employers, seven percent of all businesses, including public and private sector businesses, used E-Verify in the last fiscal year. Overall, out of the 20.2 million cases that were processed, 221,155 cases were found "not work authorized."

In states, where use of E-Verify is required, noncompliance penalties help shift responsibility onto the employer by forcing them to verify potential employees' eligibility. For instance, Alabama businesses that do not use E-Verify to confirm their new hires risk suspension of their businesses. Previously, employers were not held accountable for hiring employees whose documentation did not match or was obtained through illegal channels.

Todd McCracken, NSBA president, said in a statement that with many leading proposals containing "penalties of up to $75,000 and 10 years in prison," small business support for nation wide expansion and implementation of the existing program is likely to decrease.

The world's biggest video site will start charging viewers to watch some premium content. Here's what it could mean for your business.

For some content on the world's biggest video website, the era of freemium is over.

On Thursday, YouTube started charging viewers a monthly fee ranging from $2 to $7 to access "premium" channels like HD Net and National Geographic.

For the last two years YouTube, which is owned by Google, has offered many Hollywood movies for rent (usually for about $4.99 each). This latest move clearly will put it more squarely in competition with Netflix, Hulu, and Amazon Instant to become an online source of high-quality content. But I find it interesting for another reason: What kind of business opportunities will paid channels offer savvy entrepreneurs?

What's In It for Brands

With the paid subscriptions, content creators will split the revenue with Google, although the details of this arrangement are still unclear and channels must be approved first. To be sure, YouTube isn't the only video site offering such a deal. Vimeo announced revenue-generating plans for video publishers last fall, including a tip jar (viewers can submit donations) and a pay-to-view option where creators get 90 percent of revenue after transaction costs. But at about 160 million viewers per month, YouTube wins the popularity contest hands down--Vimeo says it has over 70 million unique visitors monthly.

The question is, if you're not a Hollywood entertainment company, do you stand a chance of generating revenue with your content?

Some companies plan to try their luck with how-to videos.

"As a developer of instructional video content we have found that our enthusiasts aligned with what we produce are quite willing to pay for targeted quality content," says Neil Rice, the vice president of TN Marketing, which now operates a golf channel and one on woodworking on YouTube.

Cars.tv has created a paid channel to watch live car races. Another start-up, iAmplify.com, already sells yoga and fitness videos on its own site, so YouTube provides another potential revenue source, and one that offers the ability to include its own branding.

Try, Try, and Try Again

In the beginning anyway, your best bet is to keep your expectations low and try to learn as you go. In fact, you can learn a lot about how to approach the video platform from Google itself.

Roslyn Layton, a Ph.D. Fellow at Aalborg University, Center for Communication, Media and Information Technologies in Denmark, studies business strategy models. She notes that Google itself is like a vast research project that can pivot at will based on the data it gleans from users.

As with any marketing strategy, you should do the same.

"Small businesses can take advantage of free and low-cost analytics and multivariate tools [like Google Analytics]," she says, to create content around a channel that will resonate with viewers.

Know What You're Getting Into

YouTube hasn't yet spelled out the details of the revenue split, but you can count on one thing: You may make money, but YouTube will make more.

Dennis Duty, who runs the video marketing company CastleForge Media, described the new paid channels are another form of content curation for the video site.

"By allowing [its] audience and customers to create the content, [YouTube] can profit massively by hosting the venue," says Duty. "Youtube allows others to create content and they get to make money off of it. Privatizing your membership/paid subscription is a better practice than relying on a massive third party to jump in and take a cut."

The Bottom Line

Will a paid channel work for you? The financial arrangement will matter, for sure, but so will your content. One thing I've noticed already is that many of the paid videos from brands such as Comedy.tv and TYT Plus, aren't that different from what viewers can get for free on YouTube. To get a critical mass of viewers, you're going to have to offer something more, so that they appreciate why it comes with a fee.

You can experiment for yourself. The application to start a channel is right here.

Stop thinking so much--you're just procrastinating, says Jessica Herrin, founder of WeddingChannel.com and Stella and Dot.

You have to fail your way to success. In entrepreneurship, "there is no easy. There is no shortcut. Never," said Jessica Herrin, founder of jewelry company Stella and Dot, speaking at the Women Entrepreneurs Rock the World Conference in New York on Thursday.

Herrin, who was named female entrepreneur of the year by Savor the Success, the organization responsible for organizing the conference, told the 500 women in attendance that if starting a company was easy, it wouldn't be as fulfilling and anyone could do it.

"You are not supposed to pursue something that's supposed to fall into place over night. If there weren't hard parts, there would be no value to creating. You have to fail more often if you are going to be successful," said Herrin, adding that entrepreneurs must fail their way to success through effort and passion.

That means conquering your fears--fears that often manifest in the form of obsessive thinking and planning. In order to really launch a business, entrepreneurs must stop over thinking their ideas and business plans and rather do business, even if it means failing and getting up in the process.

"It's the doing that makes the business, not the contemplating, the fighting, the thinking, the wondering. Do more. Think less. Not because you don't think, but because the doing really outweighs it," Herrin told the audience.

"You can waste a tremendous amount of time doing things that are superfluous to success. That is not business building, that is procrastination, because you are afraid to go do what really matters. How do you get started? Go sell something. Go market something."

Instead of focusing energy on the obstacles such as raising money and increasing sales, entrepreneurs should focus on how amazing it will be once they scale the obstacles. The key is to avoid becoming jaded, insisted Herrin.

"I will always make sure that life never makes me too jaded, too tired to try," she said.

Baratunde Thurston's series of short online episodes about crowdfunding explores a new breed of entrepreneurship. But a celebrity show, this is not. "The main point is hearing people and their story," says co-writer Brian Janosch.

Utter the word "crowdfunding" to most people, and Garden State 2 comes to mind. But when Brian Janosch hears it, he doesn't think of Zach Braff and his recent effort to raise millions on Kickstarter. He sees a single mother in Idaho hoping to finance her clever idea.

The desire to tell stories of entrepreneurship, especially the ones outside of Silicon Valley, is what inspired Janosch, an editor-at-large at The Onion, and his partner in crime, Baratunde Thurston, another Onion vet who wrote the bestseller How to Be Black, to develop the AOL Web series Funded. The five-to-seven-minute long shows, which track real entrepreneurs as they jump-start their dreams by raising money online, begin being filmed this summer.

"The main point of it, to me, is hearing the people and their story. It will be a success if each episode gets you in the head of the entrepreneur," he says. Thurston and Janosch also hope to convey how crowdfunding has become a powerful tool for entrepreneurs in a time when banks have tight lending standards.

Crowdfunding sites such as Kickstarter (which helped Braff raise $2.5 million for his film), and Indiegogo, an international platform for artists, have set a new standard, he says. "People can take the reigns a little bit and say, 'I'm not going to be denied. If they have to go out to the public and just ask, they're going to do that." In researching the series, Janosch says he's come across 41 or 42 crowdfunding platforms, so "the fact that you can put a number that big on it means there has to be hundreds, if not thousands, of people crowdfunding on each platform."

Janosch, Thurston, and product director Craig Cannon, are the minds behind Cultivated Wit, the digital media company they founded after leaving The Onion. Alhough they've mostly worked on social media campaigns, when AOL approached them about a crowdfunding show, they jumped on the opportunity.

"Comedy--and on a larger level, good storytelling--Is really changing" says Janosch. "Here are people who have a passion or have an idea, and they need to tell a story, and to tell it really well. That's what's going to get them started and make their business idea a reality."

The series of short episodes will also offer a glimpse of how the Web works on a broader scale.

"One episode might be tech, one might be a restaurant, one might be an artist, one might be a film," he says. "We're touching on all these different worlds."

Should you go to your school, company, or family reunion? If you're an entrepreneur, the answer is undoubtedly yes.

It's the time of year for reunions--class reunions, family reunions, corporate reunions, military reunions. I asked a group of entrepreneurs recently for their reunion stories, and I was awfully impressed.

You'll have to forgive me for being a bit biased when we talk about reunions. Last June, I set aside my shock at how fast time had flown and went to my 20th college reunion at Fairfield University. The trip changed my life because I reconnected with my college girlfriend, Karen. We hadn't seen each other in more than a decade, but things just clicked, and we're getting married next month.

Now, I can't promise you'll rekindle an old flame, but I can tell you that truly great entrepreneurs will always find a way to attend their reunions. Even if going makes you feel a little old, you'll always find something new to get excited about in that atmosphere. That's because reunions are full of opportunities for entrepreneurs. Here are a few of them.

1. New business ideas.

You'll have a conversation and suddenly you recognize new opportunity. That's what entrepreneurship is all about.

Jeremy Merrin graduated from Bronx High School of Science in New York City in 1976, and he ran into an old friend at his 25th reunion in 2001. They got to talking about food, and eventually she invited Merrin to taste some "real" Cuban food at her mother's house.

That dinner changed his life. He liked the food so much that he launched Havana Central, a chain of four successful Cuban restaurants with aspirations to become the "Cheesecake Factory of Cuban food."

"At a reunion, you automatically have a connection with these people even though you may not have seen them in years," Merrin said. "[They are] more likely help you than people you have never met before."

2. New clients.

You'll reconnect. You walk into reunion, see someone you haven't thought of in years, and 45 minutes pass without realizing it.

David W. McCombie III is a lawyer and former McKinsey & Co. consultant who now runs a private equity advisory firm in Miami. For him, a recent McKinsey reunion event proved to be a great call.

McCombie told me that while he enjoyed seeing old colleagues, it was his introduction to some older alumni that really paid off. Several of the conversations resulted in "actual client engagements," he said. "One in particular has become a very substantial client almost overnight."

He credits the setting and the sense of belonging with adding up to new opportunities.

"I actually have a similar story from my college reunion," he said, "where they also lump together classes in five year increments--allowing for great networking with older, more established professionals."

3. New chances to learn.

You'll suddenly realize that someone you knew years ago is now an expert in a field you want to learn about.

Entrepreneur Colin Grussing graduated from Yale University in 2007, and went to his 5-year reunion last summer. There, he ran into a college friend who now worked in media.

They got to talking about Grussing's various businesses--among them an online venture selling motorcycle sidecars, and another called RootSuit, specializing in those spandex coverall bodysuits that you see rabid fans wearing at sporting events.

We "went pretty in-depth about how the whole media system works," Grussing recalled.

Afterward, he thought about his friend's advice, and used it to pitch the television show Shark Tank. He made it on the show, and while it didn't lead to further investment, the experience raised RootSuit's profile and led to even more media opportunities.

4. New career opportunities.

You'll realize that you can help other people as well.

Logan Beam's story is a bit different. His mother graduated from high school in 1986, but she couldn't go to her 25th reunion two years ago because she and his father had just moved to Florida. So Beam, who was studying marketing and playing football at Wittenberg University at the time, went in her place.

"I wore a nametag with her maiden/high school name," he explained, and met many of her classmates.

Among them was Elizabeth Nickol, whose father and brother had founded All-American Clothing, an Ohio company specializing in 100-percent American-made goods. The conversation led to an interview, then an internship, and eventually a job. Beam is now the company's director of marketing and communications.

"Working for and supporting 'USA-made' companies helps keep and create jobs right here in America. My job is to ultimately create American jobs. I really enjoy having that responsibility," he said.

5. New perspective on the choices you've made.

You'll have a conversation, or listen to what others have done since you left, and realize just how proud you should be of the path you've chosen.

Maybe you've put on a pound or two, or you notice some lines in your face that weren't there the last time you saw these people. Everybody else probably has, as well.

Statistics show that entrepreneurs generally have happier lives. You're an entrepreneur. Probably 90 percent of your old classmates aren't. You'll be happy you went.

Still, keep the gloating to yourself. You want to make sure you're invited to the next reunion, too.

Don't get so caught up in the idea for your start-up that you fail to think about the basics.

Starting a business is a daunting task. As a serial entrepreneur, I can relate with the late-night number crunching, garage-based shoestringing and general uncertainty that comes with launching a new venture.

A 2012 study from Statistic Brain puts the first year failure rate for businesses at 25 percent, with more than 44 percent failing by year three. I've had my share of successes and failures, the latter of which provided the best opportunity for learning. I've found that there are a few basic things to ask yourself before you launch a new business that can provide a bit of clarity and set you up with a better chance for success:

1. What do you want?

The answer shouldn't be business-centric. Think about what you really want out of life--your personal ambitions--then decide how your business venture can facilitate that. Do you actually want to start and grow a company or do you just have a product or idea to sell for someone else to develop and market? Maybe your goal in life is to make $1 billion--that's okay. I think about what I would want people to say about me after I'm gone. That becomes my "center line."

2. What are the fundamentals needed to get started?

I refer to E-Myth to answer this one. There is fundamental blocking-and-tackling needed for business success. A garage start-up won't have all of these fine tuned or even in place, but awareness of the these elements (leadership, marketing fundamentals, fulfillment, lead conversion, etc.) will make for a smooth transition from start-up to small business.

3. Where do I fit in?

At the beginning, you'll be wearing all of the hats--entrepreneur, manager, and technician--but eventually you'll be able to bring in experts to develop and grow your business. Going back to question No. 1, knowing who you are as a person will tell you where you should focus your efforts in the company as it grows and what types of people you need to bring into the company first. An entrepreneurial type that is spending more time in operations is probably starting as many fires as he or she is putting out. Know your strengths and own them.

If there was a tried-and-true recipe for success, we would never have failures. Every venture will have its own tribulations to overcome, but having a clear idea of why you're doing it, what you need to do and how you can best facilitate that will at least lessen the roadblocks and speed bumps you're sure to face.

Everyone has insecurities when doing something new. Here are three ways to build strength and be self-confident.

New challenges and opportunities can be exciting, but they can also test your self-esteem. Whether you are launching a new business, stepping into a bigger management role or even representing a new product, you likely lack the day-in-day-out experience that makes you knowledgeable and relaxed for that first big meeting or presentation.

A little nervous energy can make your delivery dynamic and productive. Too much and you will come off insecure, unsure, and amateurish. That's not a particularly good image to convey when trying to impress an audience or close a big deal. Some can fake it 'til they make it, but most people need to feel confident to convey confidence in a high-pressure situation.

You can find your confidence even in scenarios where you have little or no experience. Here are three techniques I combine to be confident in new situations.

1. Identify Three Points of Credibility

Confidence comes when you can comfortably be authoritative. If you lack credibility in your own mind, you'll convey weakness to others. People are desperately looking for experts and leaders, but are naturally skeptical in today's over-marketed world. It takes more than one or two references these days to assure a cynical buyer. Think of it this way: First time's a fluke, second time's a coincidence and third time's a trend. Find three known people or entities to support your expertise or point of view before you present and you'll feel like there is an entire army behind you. As an example, my three credibility points include being a For Dummies author, building an Inc. 500 company, and having authored four Amazon No. 1 best-selling books.

2. Document Your Expertise

Chances are you didn't get this opportunity by accident. Everything you have done to this point has led to this moment. Now you need to share what's in your brain in a methodical and organized manner. So write it down. Make a list of the 10 insights you have about this situation. Just the act of organizing your thoughts into simple bullet points in a document will remind you of why you are the right person to make this happen. If you come up short on credible statements, take it as a signal to bone up and do a little more research. Your ability to quickly gain expertise in your new scenario will give you as much confidence as having all that information in your brain in the first place.

3. Rehearse the Role Required

Professionals make communication and presentation look easy. That's because there is a lot of rigorous rehearsal behind that performance. If the documentation is solid and well constructed (See No. 2) you can trust the material, and focus on how you present yourself and the information. Don't just leave your delivery to chance or improvisation. Take the time to think through your delivery and practice it several times out loud. Race car drivers mentally drive the track hundreds of times before actually racing live on the course. This allows them to deal with the unexpected without losing control or their confidence. If you are not well rehearsed, you'll be grasping for ideas. Better that everything important is natural and automatic so you can concentrate on your body language, and most importantly, the people in the room listening to your communication.

A little preparation can go a long way to make you feel secure even in the unknown. Build on the strengths you have so people can see you address the unfamiliar with positive energy and inner confidence.

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Studies show that having dogs in the workplace reduce stress and increase satisfaction. Here are three things that workplaces that allow dogs do well.

In this dog eat dog corporate world of deadlines, stress and non-stop meetings I got thinking about the effect it has when I bring my pup Dwight to work. The minute he trots in the door people light up. They relax, they smile, they play. And Dwight loves every minute of it. Does this mean we should let the dogs out?

An article from CNN cites a recent study that says, "According to a preliminary investigation published in March in the International Journal of Workplace Health Management by researchers at Virginia Commonwealth University's School of Business, employees who bring their dog to the office can cap the amount of stress experienced during the day, and improve job satisfaction for all." Less stress and increased satisfaction? Seems like a no-brainer and some pretty successful companies including TRX, ModCloth, Yammer and Google here in San Francisco seem to have found a way to do it by doing the following:

Have a Solid Policy In Place

Google for instance, has a dog policy that outlines a basic set of guidelines including picking up after your furry friend and being respectful of allergic co-workers. And Google is clearly a dog's world as their code of conduct forbids cats under the notion that because Google is a dog place, any visiting felines would feel less than secure. Your policy should also spell out specifics of any breeds not allowed, as well as damages and personal injury issues. Covering your bases and being respectful to all employees will help ensure a good experience for everyone. Also consider that not all buildings and landlords are pet friendly which is a bummer, but if yours is, you may want to try it.

A recent Inc. article discussed how One Call Now even goes beyond dogs. The company has several dogs, fish, birds, turtles and other caged animals that hang out with their humans during the workday. The company worked with their HR team to develop a pet policy, "There's nothing that's not common sense," CEO Lieb Lurie, says of the policy. "So if you have common sense, your pet is welcome. Simple and straightforward.

Take It For a Walk Before You Go Full Force

Take Your Dog to Work Day is just around the corner and is a great chance to "test drive" having dogs, or other pets in your office. Pet Sitter International has a great action pack with all the details to keep tails wagging during the event.

Make Them Part of Your Culture

Modcloth has been one of the fastest growing companies in San Francisco and are known for their mascot Winston who shows up throughout their site. They've incorporated Winston and other pups in their blog and even have a Facebook page called ModDogs which according to their About section is, "meant to showcase our most loved pups and give you a chance to submit your own puppy photos once you join the club!" And judging by the 4,000-plus likes they've got on the page they're creating some great engagement with their customers and fans! This is a great example of taking a positive thing for your employees and expanding the reach to your customers.

What do you think of having dogs in the workplace? Are you a fan?

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Everything doesn't need to be equal, but it does need to be fair.

Dear Evil HR Lady,

I have two exempt employees, who currently have the same benefits (vacation pay, sick pay, retirement). One employee is requesting the ability to buy an additional week of vacation.

I'm happy to allow her to do this, but this then brought up a question for me if it wouldn't simply make more sense moving forward to offer her an additional week of vacation and reduce her salary in general to offset that cost. This would then make the benefits no longer equal (note: Both employees became full time and eligible for vacation at the same time).

So the question is: Do I need to offer the exact same benefits to all salaried employees that are at the same level in company hierarchy?

--Fair Manager

Fortunately, everything does not have to be equal. People negotiate different salaries and benefits all the time. And I agree with you that simply reducing the overall salary and adding on a week of vacation is the best way to go about it.

I'm guessing you're concerned that this drop in salary will affect other areas, such as the amount contributed towards retirement. Well, that's fine. You just need to explain what the consequences of this deal are.

What you cannot do is offer different salaries and benefits based on things such as race or gender. You can do them differently based on performance, experience, or just being willing to ask. After all, not everybody prefers a lower salary in exchange for more vacation, just as some people like to telecommute and other people do not.

What I do recommend, however, is that you make this an official policy that is available to all similarly situated employees. That is, if Jane is allowed to purchase an extra week of vacation, John should be allowed to as well. Then it becomes all about the employee's choice and there are no worries about fairness.

Personally, I'd like to see more companies offer such things. Vacation can be a valuable negotiating tool when hiring. Vacation also allows people much needed downtime that can make them better workers when they are at work. But some people prefer money over time off.

In fact, some companies offer vacation plans in which employees can either buy or sell vacation days. That is, your policy allows for two weeks vacation, standard. An employee then has the option to use the two weeks vacation, buy a third week of vacation, or sell some of the two weeks in exchange for an increased paycheck. Flexibility is an awesome retention and recruitment tool.

These seven timeless but useless strategies pop up with annoying regularity.

In some companies it's like clockwork. Every couple of years or so, somebody in the executive suite decides that what's needed to make the organization really productive is a new approach to managing people.

Contrary to what you might think, management fads aren't fads because they're something new. Quite the contrary, what makes them fads is that companies glom onto these decades-old ideas as panaceas... one after the other after the other.

Here's how to ensure that you can still get work done and build your career, even when your company falls under the spell.

Fad 1. Best Practices

For decades, management pundits have insisted it's possible to become successful by imitating the strategies and tactics of existing firms that are already successful. There's only one problem with this strategy: it doesn't work.

The most highly successful companies--Apple, Coke, IBM, P&G, etc.--tend to be one-of-a-kind. The strategies that work (or worked) for them aren't likely to work in a different industry or for a smaller firm.

What's worse, the "successful" firms featured in such books are often past their prime anyway. The seminal "best practices" book In Search of Excellence is a case in point. Most of the companies featured in the book did terribly after the book came out.

Fad 2. Six Sigma

Six Sigma is more like a cartoon cult than a real attempt to improve things. It involves awarding people different colored "belts" (like in a karate class) based upon their expertise in the Six Sigma methodology.

The result is a hierarchy of "belted" experts who run around the company pretending that they know how to do other people's work better than the people who actually do the work. Endless meetings ensue, with little or no effect.

Companies that implement Six Sigma typically do worse than their competitors and it's not hard to see why. What do you expect from potbellied managers running around with little colored belts like a Bruce Lee movie on Bizarro world?

Fad 3. Business Process Reengineering

The theory of BRP makes sense: 1) set up cross-functional teams in order to re-engineer separate functional tasks into complete cross-functional processes, 2) integrate and rationalize a wide number of business functions, 3) Ooops.

Gee, did I say that the theory of BRP makes sense? My bad. I meant to say that the theory is pure bullsh*t dressed in a tutu.

Changing the basic processes of a corporation while those processes are taking place is exactly like trying to redesign and retool an automobile while you're driving down the highway. That's why "reengineering" turned into a euphemism for "layoffs."

Fad 4. Matrix Management

The idea here is that people with similar skills should be "pooled" for work assignments. For example, the engineers should report to an engineering manager, but also report to a project manager while they're working on that project.

The result is predictable: an endless, debilitating turf war, where each manager fights to be considered the "real" manager, by finding extra hoops to jump through and extra rocks to fetch, in order to prove that they're the ones who are really in charge.

Because the system creates more managers, the organization quickly becomes top heavy. Management becomes completely consumed in arguments over who will do what and when.

Fad 5. Management by Consensus

Consensus management is usually seen as an alternative to "top-down" decision making common inside hierarchical organizations. In theory, important decisions are to be made with the agreement of everybody in the group.

Since everybody has a say in the decision, anybody can effectively veto any decision. As a result, only decisions that are completely innocuous and support the status quo are ever made. Difficult decisions--ones that might ruffle feathers--tend to get shunted aside.

When tough decisions are made, they're subject to what's called "the Abilene paradox," where a group will unanimously agree on a course of action that no individual member of the group desires because no one is willing to go against the perceived will of the group.

Fad 6. Core Competence

It sounds like good advice: Focus on the single thing that your firm does better than anyone else. That will make your strategy difficult for competitors to imitate and keep your organization from wasting time doing things that they're lousy at doing.

Unfortunately, organizations, like the people inside them, tend to be as self aware as a turnip. As a result, they seldom know what they're really good at and often believe they're wonderful in areas that, in fact, they're startlingly mediocre.

More importantly, core competence keeps a company locked into doing what it was successful at doing in the past, thereby making it more difficult to adapt to changing circumstances.

Fad 7. Management By Objective

With MBO, you define objectives within an organization so that management and employees agree to the objectives. Then you compare the employee's actual performance with the agreed-upon objectives.

On the surface, there's nothing wrong with this idea. However, it becomes a fad when people turn what should be a fairly simple exercise into a paperwork nightmare. In this case, the process of planning and evaluating work takes more effort than the work itself.

What's worse, the explicit laying out of objectives--and basing compensation on them--makes it difficult for organizations and individuals to change gears when something unexpected happens.

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You already know you need a robust Web presence for your business. What other tech steps do you need to take to get established? Read this handy list.

I asked a number of entrepreneurs and experts for the essential things every new start-up must do to establish its Web presence. Here's the digital to-do list they came up with:

1. Register the domain.
If you've seen the GoDaddy.com commercials, you know you shouldn't wait long to register a domain. Someone might swoop in and steal the perfect dotcom. Just about every expert listed this first, knowing the domain is one of the easiest things to do, but also the one that can get you into a bind if you don't get the one you want.

2. Create your LinkedIn company page.
You may already have a personal page on LinkedIn, but you'll also want a LinkedIn company page. Start-up coach Anna Colibri says a company page lets you use a corporate logo on your resume. Bonus points if you add tons of links to your company page--to your own profile, to your company site, and to other social nets.

3. Google-ize.
It's critical to start using Google Analytics and Google Webmaster tools right away. Serial entrepreneur Ryan Alovis, the CEO and founder of interactive agency ArkNet Media, says these tools form the foundation of online marketing. You can analyze your new domain for traffic, SEO, bounce rates (how long someone sticks around), and much more.

4. Claim your Google+ business page.
Speaking of Google, you'll also want to create a Google+ business page. You'll get exposure on this more technically minded social network, but more importantly your customers will see a well-organized summary of your company (one you control) at the top of search results.

5. Round out your social networking.
For a new business, experts say LinkedIn is critical (it connects you with other businesses) and Google+ helps with search engine optimization. You'll also want to establish your company on Facebook and Twitter. One trick I tell people: Go to Klout.com and register for all of the accounts they list, including Instagram and Foursquare.

6. Fill out local citations.
You not only own a company, you own an address. Jennifer Stagner, who does SEO for office supplier Tops, says you should always use the same format, spelling, and syntax for your physical address (e.g., 101 Main Street not Main St). Claim your citations at Yelp, Google Places, UrbanSpoon, and other local search sites. She says you can also use a local search service like Whitespark or Yext to speed up the process.

7. Start using MailChimp.
Most experts specifically called out MailChimp, the e-newsletter and mass email distribution service, as a critical step. For starters, Stagner says MailChimp is a great way to manage contacts and keeps your company compliant with spam laws. You'll also start out with a professional image for email blasts and can track the success of these campaigns.

8. Pick an anti-virus tool.
Sure, it might seem boring--why would a hacker come after your new company anyway? But tools for protecting against malware and viruses such as the ones from companies like McAfee and Symantec are important right from the get-go (especially since some spambots check for recently registered domains). Sameep Shah, who runs a Web design company, says it's also important to make sure your anti-virus software is always running the latest signature files and is installed on all computers.

9. Start blogging.
An extra step that could help with marketing? Yes, but early on it serves other useful purposes. Colibri says blogging is critical for search engine optimization and generating buzz. You claim your authority on a topic and add credibility to your presence on the Web. But the best reason is to create links back to that domain you registered.

10. Choose how to collaborate.
In-person collaboration is easy: Just walk over to the desk of an employee. For a distributed company with remote workers, or to connect better with customers and partners, you'll need to pick a collaborative online environment. Michelle Lam, co-founder of RecoverORS, recommends tools like Teambox, Teamlab, and Basecamp. They help you keep up on overall company progress so you don't rely only on email.

11. Install a router.
Some small companies can get by without a router, but not for long. Many new laptops like the Chromebook Pixel do offer a built-in 4G connection, but you'll want to start thinking about network storage in the office, connecting a printer, and sharing files. The latest models like the NETGEAR R6300 use a wireless standard called 802.11ac, which runs at a speedy 1750Mbps. (Keep in mind that connected gadgets might not run at that speed... yet.)

12. Choose a cloud storage provider.
This is a tough one, because there are so many options. I've been testing a business-oriented storage service called Soonr, which is geared more for teams. Dropbox, Google Cloud Storage, and Carbonite are also good options. Shah says one of the key benefits to a cloud storage service, other than the easy remote access, is low-cost disaster recovery.

13. Think like a SurveyMonkey.
Several experts also called out SurveyMonkey.com as a critical tool for any new company. The site lets you create questionnaires you can send out to customers. But the reason this step is important is to create a feedback loop. By asking for feedback from customers, you can keep innovating and change direction as needed. Surveys also serve a different purpose: They're a marketing tool. You can even ask current customers for referrals.

14. Get a virtual phone number.
You'll need a way for people to contact you beyond email. In lieu of a cell phone or a business line, consider a virtual phone number from companies like RingCentral or Twilio. Mikhail Malamud, who started a cloud auditing company called CloudAware, says these services offer advanced call routing features and can provide a 1-800 number.

15. Choose your SEO keywords.
Early on, you'll want to start thinking about SEO keywords--the search terms people will use to find your new business. You'll add these to your site when you get one developed, and you might use them if you start buying Google ads. Kelsey McBride, a PR representative, says you should think about SEO before you pick your company name. She recently started a new company called Book Publicity Services because it is so Google-friendly.

16. Make YouTube videos.
Malamud also mentioned that a critical first step is to make YouTube videos, because these can help explain your company to the uninitiated and generate site traffic. (I know of one friend who generated almost all of his initial sales from a YouTube video.) Google, who owns YouTube, will analyze and associate your video keywords with your new company domain, helping people find your new company.

17. Create a back-up system.
Even if you do most of your business online or use cloud services, you'll probably end up with some local files storage. Most of the experts said a back-up system--even if it is a simple USB thumbdrive or an external disk connected to your mac--is critical as a first step. I also like the Pogoplug for cloud back-ups.

18. Go online for CRM.
Choosing a Customer Relationship Management tool like Salesforce.com is a critical first step, even though it may not seem like a critical item for a tech to-do list. Most of the experts said CRM is a business process that has become more technical than ever. You'll need to pick a tool that can communicate with the other services you use, like MailChimp. And, if you choose an open source tool like SugarCRM, you might need to hire a programmer to help.

19. Pick an email platform.
Before you click "activate" on your new company, you'll need to pick a real email platform--unless you plan to stick with Gmail. Outlook.com is one good option, since it doesn't have as many ads. But a full-on business email platform like BlackBerry Enterprise Server 10 or Microsoft Exchange online provide admin tools, password resets, and better security.

20. Create a way to accept payments.
Oh, and one last technical step: People will need a way to pay you. You can sign up for a service like PayPal.com or use one of those nifty iPad credit card scanners like Square. Make sure whatever service you use fits in with your overall gameplan for tech. For example, if you use Square, make sure it will work on the tablets you're using.

An advertising executive and a rock-and-roll musician figure out how to make money in publishing by using an old-school business model.

Attend an online media conference and you're bound to meet a lot of depressed people. Rates, driven by an effectively infinite supply of inventory, have politely obeyed the law of supply and demand and fallen into the pits. Even major outlets like the New York Times can get clobbered by "struggles in both print and online advertising."

In that atmosphere, a newcomer like Joel Babbit, CEO of Mother Nature Network, would likely do well to stay mum. Because Babbit's baby, an environmental news site, is doing well, thank you very much. Finally having hit 10 million visits in April, according to Google Analytics, the four-year-old site is also in the black--between $300,000 and $500,000 in profit last year--and expects between $5 million and $6 million in revenue in 2013.

What did Babbit and his partner Chuck Leavell, keyboard player for the Rolling Stones, do to merit the money? They focused on quality of content and a business model that didn't assume a broken form of advertising as its foundation.

The Environmental Missing Link

Babbit may have been new to publishing, but he was well versed in media, having spent decades in advertising agencies. Over time, he saw a growing interest in environmental information. "Clients would be talking about allocating more money to environmental messages and creating campaigns about their environmental responsibility, he says. "At times I would have no idea what they would be talking about."

He'd try to research what was clearly becoming a mainstream topic, but found that most everything was written for scientists, policy wonks, or political partisans. He met Leavell, who was deeply into environmental issues, and started to see that a site with news and clear information on the environment could be a hit. Babbit was well connected and, after conversations with a former head of the ad agency Young & Rubicam, the CEO of Georgia Pacific, and a childhood friend who was part owner of the Atlanta Falcons, he literally had $6 million in start-up money within 24 hours.

That money would help fuel development and a staff of 32--28 of which are staff journalists updating the site multiple times a day. But, as too many start-up examples have shown, initial capital is nothing without a way to ultimately make money. Eventually all the good intentions and stories posted, no matter what quality, would fall apart because there would be no money to keep the operation going.

The media business was already over-populated when it came to getting ad dollars. "It's just so ineffective," he says. "It has to be at its all-time low. [You also] have an overwhelming majority of Internet publishers where there's no way in the world they're going to make enough money putting out a product with the traditional CPM [cost per mille, or thousand views] product."

Hello Past, Meet the Present

So instead of the current state of ad models, Babbit looked back to an older period of media, when companies would be the single sponsor for entire radio and television programs.

As television production became more advanced, and more costly, companies could no longer routinely sponsor an entire program, so the model moved to the commercial segments we know today. But that doesn't mean it continues to be the most sensible approach as media moves online. The newest direction seems to be so-called content marketing. But there's a problem.

"Almost no corporate site, none of them, gets any traffic at all," Babbit says. "They do these great articles, they have people do tremendous videos for them. The quality is exceptional, but nobody goes to corporate sites. The question is not whether they need content and good content; they know that, but they can't just put it on their site. They need to create sites or buy sites that are lifestyle oriented and not Microsoft.com and Loreal.com or Cocacola.com." Or they can sponsor sites like MNN.com.

Babbit put together the past and present and settled on sponsorships. Companies could become the sole sponsor of a given section for $300,000 for a year, though they would get no veto power over material, even if it covered them unfavorably.

"I bet I have not ever had a sponsor presentation where I'm trying to sell the sponsorship and someone says, 'Let's just assume some disaster happens. Is it possible that would be reported on the same page we're sponsoring?'" Babbit says. "My answer is it's not possible, it's definite. And if we didn't do that, you wouldn't want to be our sponsor because we'd have no traffic and no credibility."

Apparently the whole approach works. The site sees a 90 percent sponsor renewal rate.

Has your business graduated from those crazy early days? Congratulations! Now make sure your business and personal finances are firmly separated.

No one checks their hair when fleeing a burning house, and no one worries too much about legal niceties in the early months of launching a startup. When you're fighting for survival, survival is the only thing that matters.

But just as you'd call your mother as soon as you're safely away from that fire, it's important for start-ups leaving that first frantic stage to sort out their personal and professional finances, warned attorney Emily Chase Smith on Under30CEO.

As part of her business helping start-ups clear up their legal issues, Smith has seen just what can happen if you delay disentangling those personal and professional assets.

Specifically, it breaks her heart when she meets founders who "are facing a personal lawsuit for a commercial space that’s multiple six figures and their homes, their assets and their family’s savings is [sic] on the line," she writes.

So what sort of messes do these founders often make? Chase Smith outlines a few, from putting business expenses on a personal credit card to guaranteeing a lease and borrowing money from family and friends.

If you used your personal cash to help bootstrap the business, that was bold and probably necessary. But even if things go well, those financial ties could stop the sale of your business--or take you down financially if something goes terribly wrong.

So how should you proceed sorting out those questions? Check Chase Smith's post to see her helpful advice.

Are your business and personal finances entangled?