3 Ways to Appear Older than you Really Are

A couple of weeks ago Penelope and I went to a meeting in Milwaukee with a group of potential investors. After the meeting, we went upstairs to grab a drink while the group discussed a few things. One of the guys came upstairs to shake our hands and say goodbye. He said to Penelope, "You were great. You remind me exactly of my 25-year-old daughter!"

Needless to say, I was doing everything I could to keep from bursting out in laughter, and Penelope had a look of shock on her face. We later came to find out that the group thought Penelope and I were roughly the same age, and some even thought I was older than her! (I'm actually 23 and she is 41.)

While most women love to hear they look much younger than they are, it's not necessarily a good thing when you're trying to get people to invest in your start-up company. People seem to think that if you're older you have a better chance of being successful. I don't think it's true, but it's something you have to deal with as a young professional.

Here are 3 ways to make people think you're older than you actually are.

Dress up, but don't blend in

When I gave my first speech I wore a blue collared shirt and black slacks. The point was to dress up and look like the group of Human Resource professionals I was talking to. It totally backfired.

First, I don't really feel comfortable in slacks and a shirt, it's not me. And by trying to blend in with the rest of the group, it was obvious that I was much younger than they were. My pants were a little baggier, my shirt was kind of flashy, and I had my patented 5 o'clock shadow. Something was obviously off.

Since then I've come up with my own look. I dress up, but I do it in my own way by wearing nice jeans, a button down shirt and a blazer. I feel totally comfortable in this outfit and it lets people know that I'm comfortable standing out, while still dressing up. Wear what makes you most comfortable and your confidence will be unmistakable.

Answer questions with confidence, even if you're lying

Older business folks love to ask tough questions to see what kind of answer you're going to give. It's kind of like an interview every time you meet with a new group. So think of it like an interview and give an answer.The actual answer you give, whether in front of a group or talking one on one, is much less important than how you say it. Make something up if you have to.

One of the most common questions I get is, "What's your role in the company?" The truth is that in a three-person company, everyone does everything, but that answer can only get you in trouble. So one day I will say I manage finances and day to day operations and the next day I will say that I manage production. Both answers are right, but I'm much better off giving one simple answer and saying it with confidence.

Avoid "kid conversations" at all costs!

Unless you have children, it's imperative that you avoid the conversation about children. Older people love to talk about their children. I know I will do the same when I have kids, but these conversations can only get you into trouble if you are young. This was my downfall at IBM.

Every time my co-workers at IBM brought up their kids' little league tournament or basketball practice, all I could think to say was something like "my little league team almost won the state title." Or "I used to hate basketball practice!" I mean, I was playing little league ten years ago, so it makes sense that I remember it well. But it always alienated me from the conversation.

The best thing you can do in a "kid conversation" is stay quiet, laugh and nod your head. Your time will come; don't try to join the kid conversation too early.

Five Common Mistakes Young Adults Make When Starting Up a Small Business

College campuses are becoming a fertile breeding ground for up-and-coming business owners.

A recent study by The Global Entrepreneurship Monitor shows that 18- to 24-year-olds in the United States are starting businesses at a faster rate than 35- to 44-year-olds. Now is your prime time to consider opening up that tattoo parlor, bed and breakfast, or wilderness expedition center you've dreamed about.

So whether you've established a small business, are in the midst of launching one, or simply considering it for the future, it's certain you want at least one thing out of this investment: success.

But it won't be a cakewalk. It's hard to believe, but over 50 percent of small businesses fail in their first year and 95 percent fail within the first five years, according to the U.S. Small Business Association. Starting a business is risky for most, but success can come for those who proceed with logic and discipline.

Here are five common mistakes people tend to make when starting up a small business – and how you can avoid them:

1. Business owners don't create documented procedures for the day-to-day operation. It's a simple equation: Systems = freedom. A "working procedure" is a documented description of how to perform a task. Having it prevents random problems and ensures the task is performed exactly and consistently. Procedures help you delegate, improve your scheduling ability, and allow you to work smarter and accomplish more with less effort. Thus, work less and make more. It's ironic, but by implementing documented system procedures, your employees are free to be creative because they don't have to "wing it" each time they perform their job duties; everyone operates at a smoother pace because there is a proven, working process. Everyone knows what to do and what to expect. Your people don't have to be mind-readers or fortune tellers.

2. Owners don't delegate – they are "doing the work." The reason a business owner can work a few hours a week, or take an extended vacation without stress, is because they have created systems, implemented written procedures with supporting documentation, and have learned to delegate. I know, I know. You're zealous, dreamy-eyed, and proficient at what you do, and as the leader of an organization, you're committed to doing whatever it takes to get your new business off the ground. Successful people don't work harder; they work smarter. This means focusing on what you do best, and delegating the rest. Ask yourself what you enjoy doing least for your business. Perhaps that's bookkeeping or making phone calls to potential clients. Then, imagine literally giving away these tasks. Get rid of the "I am Superman" attitude and hire people who are trustworthy and qualified to take much of the weight off your shoulders.

3. Owners don't use time wisely. Biological Prime Time is when your brainpower is at peak capacity. People function at maximum effectiveness about six hours out of a 24-hour day. It is important to understand this interesting facet of human performance, determine precisely when your prime time occurs, and then use it wisely. Six hours out of a 24-hour day is not much. Presuming you wish to reach your goals sooner rather than later, it is best the tasks that contribute most to your primary goals are performed during your prime time hours and you protect those hours from interruption. Also, don't start your day without a to-do list. Make a list of tasks and categorize them into business-building activities, client activities, and personal items. Then, prioritize, remove distractions, delegate, and stick to your plan.

4. Owners see their job, life, and business as "holistic." You must change your fundamental perspective to see the elements of your world as separate, linear systems. See that these systems can be perfected, one-by-one. Understand that by perfecting a primary system's sub-systems, the primary system will be perfected – and, although you are taking a non-holistic approach, your end product – your business – will be a highly efficient, entirely holistic, "Primary System."

5. Owners don't have a strategic objective or set of operating principles. A strategic objective is short, usually a single page in length. It defines overall goals, describes methodology, and prescribes action. It gives direction for making major and minor decisions. It's an essential instrument for a business and for personal life. General operating principles are a two to three page collection of "guidelines for decision making" that are congruent with the strategic objective. Essential for the work environment and in a simplified and shorter format, they also guide one's personal life. Two examples of simple operating principles are "Do it now," and, "choose the simplest solution."