5 Steps That Took Pratham Waghmare From $0 to Making $200,000 a year in India
Pratham Waghmare is a 21-year-old entrepreneur from Pune, India. Leading the space of enormous knowledge and specific talent in this particular niche. He is perhaps the best representation to exemplify to the youth of this generation. We recently reached out to him for having a quick conversation to know how was he able to obtain such heights at this age, he was gracious enough to let us know some insights of his principles of achievement.
While having a talk with Pratham we came to know many things about him along with his ideology and notions in which he believes and tries to make every day the best as he could be. When we asked him about his business elevation in a short span then he said it’s just the matter of consistency and the notches that one needs to keep in mind like he did to elevate his company from 0 to $200,000 a year.
Step 1. Become fearless.
It’s most important for one to execute without having any kind of fear in his/her mind because that’s what matters the most. He says-
“Never ever have fear in your mind about leaving your education to pursue your ultimate goal. Vastly it works the way you want it to do. You do not have ample expenses, neither you’re espoused so this is the best time to take such risks and make it happen.”
Step 2. Use time efficiently
After getting this ear-pleasing answer we asked him about the next step that one should follow then he said that one should know how to use time efficiently. He says-
“Make sure to merely do things that are going to have an impact in your life. Put two-three hours of focused work everyday towards that specific thing which will make you successful. Rest of the day do whatever you want but that 2-3 hours of work will ultimately add up resulting in making your life better than it was before”.
Step 3. Do not listen to 99% of people‘s advice.
Thirdly, he told that it’s better to ignore advice of 99% of people and try to be the part of that one percent club he says that-
“Only heed and act upon the suggestion of people whom you admire a lot. Do not pay attention to advices from folks like your neighbors, family members, or friends because if they are not someone who you want to become like, you should not listen to their advice. Just listen and follow those people who have already done what you want to achieve “
Step 4. Think the impossible
“Always think what no one is thinking” will lead you to unleash the doors of opportunities. He says-
“The fact is 90% of the people will never reckon they’ll become very prosperous or have an extraordinary life. As a result, they don’t end up having that kind of life. One of the best books I would recommend on this subject would be Think and Grow Rich by Napoleon Hill which really played a huge role on my mindset when I started”
Step 5. Money is not Everything
Once you realize the fact that “Money is not Everything” your life becomes more complete and happy.
“Do not chase money, money once you have enough will no longer matter much in your life to you. Focus on creating experiences in your life rather than gaining materialistic things. Your first priority however should be chasing money, but if you cross the point that money no longer will have a drastic impact on you, just live life and help others. Don’t stress about growing your business, most wealthy people do not have hair on their heads for a reason”
Thus it was phenomenal to talk and have such an interactive session with Pratham who knows pretty well how to achieve the extraordinary with such steps that can lead you on the right path of achievements and make you a better version of yourself.
The Ultimate Guide to the Essential Social Skills in Business
Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).
Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.
In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.
According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.
There are several key components of EQ that are particularly important for success in the workplace. These include:
Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.
Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.
Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.
Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.
Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.
A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.
Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.
And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.
In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.
Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.
Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.
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