• Entrepreneurship doesn't come with a rule book.
• These guides will help first-time founders launch a startup, raise capital, and dominate the market.
• They include tips from successful founders like Liz Wessel of WayUp, and seasoned VCs like Patrick McGinnis of Dirigo Advisors.
• Business Insider regularly interviews entrepreneurship experts about the different stages of building a company. You can read them all by subscribing to BI Prime.

Below is a list of guides to help first-time founders through every stage of building a startup, featuring advice from successful founders and investors.

• Deciding to become an entrepreneur: The ultimate guide to figuring out how (and if) you should start your own company
• Crafting your startup's story: The first-time founder's ultimate guide to building a winning pitch deck
• Persuading VCs to back you: The first-time founder's ultimate guide to pitching a VC
• Nailing the investor meeting: Top VCs reveal what they want to hear in a startup pitch — and what you should avoid saying
• Proving the integrity of your pitch: The VC's ultimate guide to sniffing out risky healthcare startups — and not getting tricked into backing them
• Closing the deal: The first-time founder's ultimate guide to navigating a term sheet and avoiding common pitfalls, according to founders, lawyers, and investors
• Winning over new hires with equity:The first-time founder's ultimate guide to understanding stock options
• Transitioning to leadership:The ultimate guide to becoming a better boss in 30 days
• Making difficult staffing decisions:The startup founder's guide to letting people go efficiently and compassionately
• Growing your startup: Founders and investors reveal the ultimate guide to scaling a startup — and common pitfalls to avoid

SEE ALSO: PITCH-DECK LIBRARY: The pitch decks that helped hot startups raise millions

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NOW WATCH: Jay-Z is hip-hop's first billionaire. See how he and Beyoncé make and spend their money.

• Ray Dalio is the founder and co-CIO of Bridgewater Associates, the world's largest hedge fund, with $150 billion in assets under management.
• In an interview for Business Insider's podcast, "This Is Success," Dalio said that the succession plan he began in 2010 taught him to be a better leader.
• There were multiple people who had to be moved in and out of roles, and Dalio had to learn how to step back and prepare a co-CEO successor who was already familiar with the requirements.
• He's learned that a leader cannot be stretched too thin, and that trying an approach is more effective than over-planning.
• Visit Business Insider's homepage for more stories.

The following is a transcript of the video.

Ray Dalio: A lot of learning comes from having the same mistake over and over again until you learn it.

Richard Feloni: I notice that you had said that in 2016, when you had to move your chosen successor, Greg Jensen, out of a co-CEO role to be just co-CIO, that that was the biggest regret that you had had at Bridgewater.

And what I found interesting about that is that essentially the problem there, and correct me if I'm wrong, was that he had two jobs, running both the management and the investment side of things. But what I found interesting is that a decade prior to that you said that you had found that same problem for yourself in 2008. That you had two full-time jobs and that you couldn't do both. How did you not see that you were kind of passing on the same thing that you had gone through?

Dalio: First of all, I would say a lot of learning comes from having the same mistake over and over again, and until you learn it. So, in my particular case, you know, the company grew up under me, and there I was, and I was handling too many things, and I was getting by, and I was figuring out how to get those things by, but not adequately. And then I figured, OK, now that's my situation, my dilemma, and I should pass along both my dilemma and my circumstances to him, and we should try to figure out how to deal with that together.

But, in other words, I can't not pass it along, and yet we don't have a solution yet, and so we will try to deal with that together.

And that's the path that we went down, and we found out that we couldn't do that together because it was just too much for him, too much for me.

So I guess I would say, you know, you form a theory, and the theory doesn't work, and then you try again, and you form another theory, and that's part of the learning process.

SEE ALSO: 'Pain is a great teacher': How Ray Dalio, the world's most successful (and mysterious) hedge-fund founder, came back from financial ruin

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• Danny Meyer, the creator of Shake Shack, has a knack for creating successful restaurants and hiring strong staffers.
• But as his roster of restaurants grew, he found himself torn between the different establishments.
• He worked with Susan Salgado, a doctoral student at New York University's business school, to craft a systematized process that made him a better manager and increased productivity company-wide.
• Author Neil Irwin describes their management tips below in this excerpt from his book, "How to Win in a Winner-Take-All World."
• Visit Business Insider's homepage for more stories.

When a young restaurateur named Danny Meyer opened Union Square Cafe in New York City in 1985, it was an instant success, combining refined but unstuffy service with soulful food.

A positive review in The New York Times in early 1986 by itself triggered a 60% jump in business. Meyer soon had to learn the power of a complimentary glass of dessert wine to calm a guest irritated at the wait for a table.

He was very much a hands-on boss as the restaurant became more popular, interviewing each potential new employee — down to the lowest-level busboy — personally, and trusting only himself to judge whether they had the emotional intelligence to, for example, read whether the mood at a table was joyous or somber.

Meyer and his team created systematic processes for the kitchen and technical elements of service. The chefs wrote out their recipes rather than storing them in cooks' memories. They crafted a manual spelling-out how a place setting should look, and the proper timing of when guests' cocktail orders would be taken.

But Meyer didn't want waiters and hosts to act like robots. He wanted them to improvise, to give customers a warm, memorable experience, which is why he kept such an iron grip on hiring.

"It was my way of saying, 'I'm casting the play here, and I know what kinds of people I want to hire and what kind of skills I'm looking for," he told me in 2018. "At that point it was only an intuitive feeling … I was hiring people based on how they made me feel."

Nine years later, he opened a second restaurant a few blocks away, to yet more buzz and attention. It was called Gramercy Tavern.

Meyer was only operating two restaurants, but he could tell something was wrong. 

"Even though the restaurants were only four blocks apart from one another, I was like a whirling dervish," he said. "Every time I went back to one restaurant, it had gotten off center. It was fine while I was there, and then when I would go to the other one, I would have to correct things that had gone wrong. The things that bothered me that slipped were how people were treating each other, the approach they were taking to guests."

A unique approach

One night in 1999, at which point Union Square Hospitality Group, Meyer and his partners' firm, had four restaurants, a woman named Susan Salgado approached him in one of them.

She was a doctoral student at New York University's business school, studying organizational behavior. She wanted to do a field study of how service organizations can provide consistent experiences to their customers. She was a fan of Meyer's restaurants. Would he consider letting her study Union Square Hospitality Group?

He agreed, but insisted she fully embed to learn how things worked. She went to work as a reservationist at Union Square Cafe and eventually produced a 161-word dissertation titled "Fine Restaurants: Creating Inimitable Advantages in a Competitive Industry."

That might have been the end of it. Salgado could have gone on to teach management at a business school. But she had fallen in love with the restaurant industry and the way things worked at Union Square Hospitality. And the company was on the precipice of a huge expansion — Meyer had signed a contract to open a restaurant in the Museum of Modern Art, was starting a catering operation, and had opened a hot dog stand in Madison Square Park that, though no one knew it then, would become bigger than any of his other ventures.

It was called Shake Shack.

Salgado proposed that she come on board to help grow the restaurant group. The organization, she had seen, was not so much a system that could be replicated, but a reflection of Meyer's own individual approach. She became the company's first director of culture and learning.

Essentially, her job was to formalize a lot of elements of how the organization worked so that they could be replicated far beyond the limits of Meyer's personal ability to meet with people. A big part of the job was figuring out and formalizing what Meyer would not do.

"When I joined, Danny had to be part of every decision," Salgado said. "The menu price was changing by 50 cents on brisket at Blue Smoke" — a barbecue restaurant that Union Square Hospitality opened in 2002 — "and the general manager had to ask Danny first. At a point that is disabling, because he doesn't have the bandwidth."

They sat down and made a list of business decisions, divided into three categories: those Meyer would always be involved with, those he would be informed of but not asked to weigh in on, and those that would be completely delegated.

Meyer had to learn to discipline himself not to micromanage, especially on aesthetic details. Whenever he went into one of the restaurants, his immediate temptation was to point out small problems to staff so they might get fixed — a framed picture slightly askew, a light fixture set too bright.

But this was an operational mess. When he would mention these things to line-level staff, all other work in the restaurant would halt as they tried to fix the problem to please the big boss, and the authority of that restaurant's manager would be undermined. He learned to point out these problems only to the manager, who could perform triage and direct resources to fixing only the most important problems.

Management training

And Salgado began a program of operating training sessions for middle managers at the restaurants, turning what had been a philosophy embedded in Meyer's gut into a formal curriculum. They simulated delicate situations, such as reprimanding an employee who keeps making mistakes, noticing a customer who is frustrated, or mediating disputes between front-of-house service staff and back-of-house kitchen staff.

When economists talk about productivity, they mean something a little different than most civilians. When you or I say we had a productive day, we often mean that we got a lot of work done. To economists, labor productivity means something a little more precise: The amount of economic output achieved for each hour of work.

Meyer maturing as a manager enabled him to increase the productivity, in the economic sense, of hundreds of workers. He was able to spread his gift for making restaurants that people like to visit across more and more restaurants — 16 in Union Square Hospitality, not counting Shake Shack, which was spun off as a separate, publicly traded company, now with 218 locations.

A manager in the economic sense

In effect, a waiter or line cook in any of those establishments is, by virtue of the training and systems and processes that Salgado helped develop, more productive in the economic sense than they would be at a worse-run restaurant that achieves lower sales per person-hour worked.

We tend to think of being a manager as being all about the act of overseeing workers. And obviously that's what the job actually consists of in the day to day sense. But what it's really about, in the economic sense, is to create that capacity to systematize and replicate something valuable, making one's workforce more productive.

If you are a manager yourself, that's the thing you can most learn from Meyer's evolution: He became a better manager by learning what not to do, and setting up systems to replicate valuable behavior rather than just trying to do more himself.

And if you're not a manager, there's an even more crucial lesson: The path to higher compensation and more opportunity is in becoming more productive in the economic sense. So seek out managers who will do exactly that.

This was excerpted from "How to Win in a Winner-Take-All World," by Neil Irwin.

SEE ALSO: Google spent 10 years researching what makes the 'perfect' manager — here are the top 10 traits they found

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NOW WATCH: Stewart Butterfield, co-founder of Slack and Flickr, says 2 beliefs have brought him the greatest success in life

Only one in eight businesses can be classified as "'sustainable" in 2019, according to new research from distributed energy company Centrica Business Solutions. 

The research, based on a global survey of more than 1,500 businesses, suggests that while the vast majority of respondents don't yet meet their sustainability criteria, doing so should be a major priority. 

In fact, being "socially and environmentally responsible" is now a top three business priority for a large proportion of surveyed businesses, ahead of innovation.

This is a big change from a similar survey conducted two years ago by Centrica Business Solutions, where environmental responsibility ranked a low sixth on respondents' priorities. 

Why the shift?

According to the research, businesses are reporting increased pressure from customers and stakeholders to be more sustainable and environmentally responsible. Customers are exercising their power through their purchasing habits, and organizations are responding by developing products and services that are demonstrably more environmentally-friendly, and also looking for low-carbon energy solutions.

Simultaneously, the challenges and risks facing today's businesses are increasing. Current business models are under threat, natural disasters continue to grow in frequency, and impact and compliance breaches are escalating. To safeguard against these risks, businesses are pursuing a range of digitalization and business transformation efforts. These initiatives are increasing businesses' reliance upon energy, necessitating the search for more sustainable, affordable, and resilient options.

What does it take to be sustainable?

Working with influential analysts and business leaders, Centrica Business Solutions has compiled a Sustainable Business Model, which defines eight distinct characteristics of businesses that are successfully balancing their economic and environmental priorities.

Although many businesses are making good progress in some areas, the research indicates only a small number are meeting all of these characteristics, and suggests much more can be done.

What can be done?

According to Centrica Business Solutions, the way organizations generate and consume energy can have a significant impact on their overall sustainability profile. By choosing more efficient, resilient, and flexible energy options, businesses can be more agile, customer focused and innovative. They can also actively work toward improving the environment, and show evidence of sound, long-term thinking.

Interestingly, this smart approach to energy is already on the radar for 70% of businesses, which recognize they need to be more flexible in terms of how they generate and use energy. Changing views are also leading to a 10% increase in businesses choosing energy efficient solutions. This is paving the way for investment in smart, technology-led energy.

What steps should businesses take next?

Many organisations need to re-think their strategies to reflect these market changes and their attitude to energy to make a direct link between their business and energy strategies. The most successful businesses give a member of the leadership team responsibility for their energy strategy, roadmap and plan, including specific/measurable targets and budget. The most sustainable businesses are energy leaders with a mature approach to energy, viewing it as a strategic asset and an opportunity, not just a cost.

Contact us or read the full research report to find out where your company is on its sustainability journey.

This post was created by Centrica Business Solutions with Insider Studios.

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• Amazon turns 25 years old on July 5. The company started as an online bookstore run inside CEO Jeff Bezos' garage. Now, the company has divisions for e-commerce, cloud computing, digital streaming and more.
• But Jeff Bezos says the most successful companies are the ones that take bold risks. Bezos describes trying new things as going down "blind alleys" that could open into "broad avenues" if successful.
• Mark Zuckerberg's new cryptocurrency plans are a venture into a reputationally risky industry: Goldman Sachs thought about opening a trading desk for cryptocurrencies but ultimately backed out of near-term plans.
• Visit Business Insider's homepage for more stories.

Jeff Bezos launched Amazon 25 years ago as an online book publisher.

Now, due to a series of bold acquisitions and innovations, the company runs divisions in e-commerce, cloud computing, online streaming, consumer electronics, and more.

Jeff Bezos said the best leaders are those that innovate in sometimes risky spaces, instead of solely following what competitors do. The Jeff Bezos-innovation tactic has been so successful for the past quarter-century, Mark Zuckerberg took a page out of his book.

Facebook just announced it would release its own cryptocurrency, Libra, to provide cheap, accessible financial services to those without bank accounts. Facebook hopes to bring in more ad revenue from businesses that sell goods to customers using the currency.

If successful, the tech company's bold step into the financial sector could shake up the world's banking system. It may prove especially valuable to "unbanked" people in the developing world, the democratic presidential candidate Andrew Yang said, where so much of Facebook's growth as a platform is already occurring. 

Cryptocurrency, however, is notoriously risky. Goldman Sachs thought about opening a trading desk for cryptocurrencies but ultimately backed out of near-term plans.

For Facebook, a tech giant mired in scandal after scandal in recent years, voyaging into a whole new industry means taking on a risk that could cost the company handsomely if it fails. Jeff Bezos, however, would say that's exactly what the best companies should do.

Read more:Leadership experts say Jeff Bezos' comfort with failure should be a model for all managers

Bezos has launched bold, risky innovations multiple times at Amazon. For example, the e-commerce giant tried usurping the smartphone throne by releasing the Amazon Fire phone in 2014. Unfortunately for Bezos, the phone got killed just one year in, and the company lost out on $170 million.

But these big bets have also proved transformational. Amazon Web Services, the company's cloud-computing platform, was launched in 2006. It made more than $25 billion in 2018, delivering most of the company's operating income. Amazon Prime Video and Alexa are other innovations that may appear obvious with hindsight but were not without risk at the time of their launches. 

"While the Fire phone was a failure," Bezos wrote in his annual shareholder letter this year, "we were able to take our learnings (as well as the developers) and accelerate our efforts building Echo and Alexa." 

Embracing 'blind alleys'

Bezos describes trying new things as going down "blind alleys." When ideas fail, you reach a dead end of the alley; when customers embrace the innovation, the alley opens up into a "huge, broad avenue."

Amazon's culture of constantly trying new things — even if it means failure or running into dead ends — is at odds with companies that focus on what competitors are doing. Companies that pay too much attention to competitors lose sight of what customers want, according to Bezos. 

SEE ALSO: The Magic Johnson-Lakers fiasco is a case study in how not to be a transformational leader

Join the conversation about this story »

NOW WATCH: Stewart Butterfield, co-founder of Slack and Flickr, says 2 beliefs have brought him the greatest success in life

• What's the boldest thing you've done to get a job?
• Five business leaders were asked this question, and their answers (some more extreme than others) reveal daring approaches to landing that dream career.
• For instance, CEO Sharran Srivatsaa interviewed for a position 39 times before he finally got it.
• Visit Business Insider's homepage for more stories. 

Applying for a competitive job? Sometimes it pays to take risks. Here are the boldest things these business leaders and advisors in The Oracles did to land a job or client.

SEE ALSO: 7 highly successful leaders share the top advice they wish they could go back and tell their younger selves

1. I wrote a $25,000 check

Years ago, I was already established and wanted to work with a famous business icon. When I learned that he occasionally offered mentoring, I decided this was my chance. I emailed his assistant, who told me it would be $25,000 to get started. I sent the money as soon as I could scrounge it together. He called the next day and said he couldn't believe that I sent the money without meeting or speaking with him. 

I flew to meet him a week later. He told me to write a sales letter and call him the next afternoon if I finished it. I called him an hour later, and he rushed over. He reviewed my work and asked why I paid him so much when I already knew how to do the work. I explained that I just wanted to work with him on a business deal. He told me that I was crazy, and we went on to do many deals and make a lot of money together. When someone creates a paid channel to access them, seize the opportunity. You never know what might happen!

—Roland Frasier, principal of 30 businesses, including War Room Mastermind and Traffic & Conversion Summit; host of the "Business Lunch" podcast; connect with Roland on Facebook, LinkedIn, and Instagram

2. I showed up at the HR office unannounced

When I graduated from college, I decided I wanted to work in New York City, Los Angeles, or Chicago. I bought three plane tickets and had 90 interviews. When I say interviews, I mean I was also interviewing the companies. Ultimately, I decided I was into journalism and Time Inc. was the place to begin my career. 

I looked up the head of human resources and showed up at his office. I now realize how crazy that sounds; but at the time, I just thought I was being proactive. His assistant asked me if I had an appointment and I politely said no, but I really had to speak with him. Against all odds, he invited me into his office, and I had my first job working at Time magazine soon after.

—Kara Goldin, founder and CEO of  Hint Inc.; creator of The Kara Network, a digital resource for entrepreneurs; and host of the "Unstoppable" podcast; follow Kara on Twitter and Instagram

3. I visualized getting the job

When I first read about visualization in the book "The Secret," I thought it was nonsense. However, after visualizing myself drinking a cup of coffee and getting a free lunch when I was homeless, and both of my visions materialized, I became a believer in the technique. So, I aimed for a job. I visualized how good it would feel to get paid, have a bed to sleep in, and shower daily. But I didn't just sit around and wait — I took action. I started asking around town about job openings. On the second day, I landed a job as a marketing executive.

I realized that there is a connection between what we visualize in our minds and the reality we create with our actions. Through visualization, we can strengthen our brainwaves and connect what we desire with our physical ability to achieve it. This may sound unrealistic and even a little crazy. I thought so too at first. However, once I understood the power of visualization, I couldn't stop myself from dreaming in full color.

—Andres Pira, real estate developer, founder, and CEO of Blue Horizon Developments, and author of "Homeless to Billionaire: The 18 Principles of Wealth Attraction and Creating Unlimited Opportunity" (available on Amazon and Kindle); follow Andres on Facebook, Instagram, and YouTube 

4. I interviewed for the position 39 times

After I earned my master's degree, I wanted to work on Wall Street. Almost everyone I spoke with told me two things about getting a Wall Street gig. First, get ready for a grueling and stressful process. Second, it is nearly impossible to get a job with Goldman Sachs, so don't even bother. 

So, naturally, I set my sights on Goldman Sachs. I had no idea what was in store. It took 39 one-on-one interviews in multiple cities to get the job. That doesn't include phone calls, coffee meetings, lunches, dinners, and my favorite: being thrown out of a managing director's office. There were times I thought they were doing this just to see how long I could stay in the game. That was a pivotal experience that taught me endurance and has helped me become a better entrepreneur.

—Sharran Srivatsaa, CEO of Kingston Lane and mentor to top entrepreneurs; grew Teles Properties 10x to $3.4 billion in five years; follow Sharran on Instagram

5. I gave away $20,000 of my time

Always lead with value. A few years ago, I wanted to get to know a particular real estate influencer I admired and take over his marketing. So I sent him an awkward Facebook message. My offer was simple: I would give him $20,000 of marketing and related services for free. My goal was to get results and earn an endorsement from him. 

I helped him transition to the right kind of deals and taught him how to buy directly from homeowners in a competitive market the correct way. He profited over six figures, invited me on his podcast, and emailed his followers about me. We are still friends today, and his encouragement is one of the big reasons I started mentoring. Talk about a win-win!

—Ryan Dossey, real estate broker and investor who owns more than 125 rental units across the Midwest; founder ofCall Porter and Ballpoint Marketing, and partner atStewardship Properties 

Want to share your insights in a future article? Join The Oracles, a mastermind group of the world's leading entrepreneurs who share their success strategies to help others grow their businesses and build better lives. Apply here. 

For more free business insider advice, follow The Oracles on Facebook, Twitter, and LinkedIn.

• Positano, a colorful town on Italy's Amalfi Coast, has become a trendy spot for budding social media influencers to visit.
• Its kaleidoscopic, terraced houses make for a great photo, but is the town itself actually worth going to?
• I traveled all the way to southern Italy to find out.
• Positano is not quite what it seems in the photos — you'll have to deal with inflated prices and hordes of tourists if you want to see it for yourself.
• Typically, I bumped into some influencers — Christian LeBlanc and Katy Esquivel— while in the town, and they told me why it has such a big draw.
• Visit Business Insider's homepage for more stories.

Positano is a lot like the "Kingsman" and "Rocketman" star Taron Egerton.

"Oh, that guy!"

They're not household names (yet), but I'd wager pretty much anyone would recognize them in a photo. That's because, over the last few years, Positano has become a trendy spot for budding social media influencers to visit. It has even welcomed celebrities like Bradley Cooper and Irina Shayk (all good things must come to an end).

Read more:I visited Pompeii in the middle of Europe's deadly heat wave, and I couldn't believe how many tourists braved the sweltering temperatures

It makes sense, too: Positano is stunning to behold. Its kaleidoscopic buildings cascade down the hillside like someone has spilt a giant bag of Skittles. It's the perfect spot to strike a pose, take a selfie, and get the all-important food shots all in one place.

#Positano has been in the captions of more than 1.5 million Instagram posts, and that's without mentioning the times it has been tagged as a location.

The issue with Instagram is that you don't get the full story — as long as something looks good, it is good, according to the platform.

But what is the town itself actually like?

I traveled all the way to southern Italy to find out whether Positano was just an Instagram thirst trap, or if it had a soul of its own.

Lo and behold, I bumped into influencer couple Christian LeBlanc and Katy Esquivel— who have three million combined followers on Instagram and 7.5 million combined followers on YouTube— and spoke to them about why the town has such a big draw.

SEE ALSO: I visited Pompeii in the middle of Europe's deadly heat wave, and I couldn't believe how many tourists braved the sweltering temperatures

Getting to Positano isn't easy. The nearest major city is Naples and from there you'll either need to rent a car and drive for an hour and a half, take a coach, or do what I did, and take a train to nearby Sorrento and then a bus.

The best way to travel by train to Sorrento if you're a tourist is by the Campania Express.

While a little pricier than the regular commuter train — though it still only costs €15 ( $17) for a return ticket — you'll skip out plenty of suburban stations and just hit on tourist spots like Pompeii along the way.

The train really empties out after Pompeii station.

Instead of the graffiti which covers the regular trains, the Campania Express is adorned with images of some of Italy's most influential historical figures.

There are also staff on hand who speak good English and announce all the train stations. They also kick off anyone who tries to get on without the proper ticket, despite all the empty seats.

Once you've reached Sorrento, it's a cramped 50-minute bus ride to Positano. Timing is everything as a late arrival means you could be left standing for the entire journey. Though I was fortunate enough to bag a seat, I did have a large Irish lady named Siobhan basically using me as a backrest for the entire journey.

There are, at least, views like this out the window to keep you distracted.

Eventually, you start getting glimpses of Positano, which looks like someone has spilled a giant bag of Skittles down the hillside.

The bus finally drops you off at the very top of Positano, where you get your first proper view of the breathtaking town.

Apart from the stunning vistas and hotchpotch housing, Positano is known for its steps, of which there are many.

Seriously, there are a lot of steps.

It's too much for some.

Some of the houses on the way to the town center have seriously impressive balconies.

After traversing a million winding staircases, Positano begins to reveal itself.

Under the shade of a thousand fragrant bougainvillaea flowers and with the sound of street vendors echoing through the walls, it’s hard not to find yourself falling for Positano.

However, you won't get to enjoy Positano's dreamy quaintness alone. These cobbled streets weren't built for thousands of tourists, and some of them are so crowded that you have to shuffle forward at a snail's pace.

The streets are lined with gift shops, pricey restaurants, hotels, and gelaterias. Throughout the entire day, I don’t think I heard a single Italian accent apart from those working in the town.

Oh, and those pictures you’ve seen on Instagram of the beach totally empty? Not quite accurate.

The Via Marina Grande, the main street adjacent to the beach, is so crowded that queues often form outside of restaurants.

It's impossible to walk up Via Marina Grande without interrupting at least 5 photo-ops.

They're all trying to get a photo of this: Positano's kaleidoscopic facade. Well, they're trying to get it in a background of a photo of themselves, at least.

While stopping for a much needed iced coffee at one of the sea-facing bars, I bumped into a pair of real-life influencers: Christian LeBlanc and Katy Esquivel, who have three million combined followers on Instagram and 7.5 million combined followers on YouTube.

The couple said they were visiting Positano for the same reason as me: to find out whether it was really worth the hype.

'I honestly came here predisposed to dislike the place,' LeBlanc said. 'I thought it would be shallow; just a pretty face.'

'However, after spending a day and a half here, I can say that I understand why it's so popular,' LeBlanc said. 'This is one of the most beautiful places I've ever seen.'

'Obviously, the tourism here is pretty incredibly high. But, for those that don't mind spending a lot of money to have a day bed [€12.50/$14], to lie by the beautiful beach, I also understand it,' LeBlanc added.

The pair agreed that Positano was not for the budget traveler. Esquival said: 'If you want to do it on a budget, it's so tiny, take a bus or a tour, do it in a day and go back.'

LeBlanc warned that if you weren't willing to spend the extra money, you would end up experiencing mediocrity. 'I think that to get that Instagram-worthy experience, you're going to shell out a lot of money,' he said.

This is Franco's Bar at the luxury Le Sirenuse hotel, where prices go up to £5,000 ($6,300) a night. It's one of the most Instagrammed spots in Positano, thanks to its aesthetically pleasing lemon tree and stunning views over the town. The cocktails here go up to €18 ($20), which is comparable to prices at the most high-end bars in New York and London.

I tried to get in to take a photo from the balcony, but the bartender told me I'd have to come back when they opened at 5.30 p.m., which I wasn't going to do — I guess I'm not a committed to the 'gram as some.

'If you don't mind being one of many people here, it's got to be one of the most beautiful places on planet earth,' LeBlanc said. 'There's definitely something unique about this place.'

As far as my verdict? The cost of tourism in Positano is high, but it's a price worth paying.

Despite the innumerable limoncello shops, selfie-takers, and overpriced restaurants, there is no getting over the scale of Positano's beauty.

From the superyachts, speedboats, and dinghies in the bay, to the black sandy beach, the terraced bars that implore you to decompress with an Aperol Spritz, and the views from Positano's peak, which allow you to breathlessly drink it all in — it's still a very fine place for a vacation indeed.

Tourism is, after all, what keeps this wonderful town breathing.

• Robots will displace 20 million manufacturing jobs worldwide, according to a new report from Oxford Economics. 
• The manufacturing industry is most vulnerable to automation, according to Oxford Economics. China will have 14 million industrial robots working in manufacturing by 2030. 
• The Trump administration has been slow to recognize automation's impact on the manufacturing industry.
• Visit Business Insider's homepage for more stories.

By 2030, robots will displace 20 million manufacturing jobs worldwide.

The 20 million number — which represents 8.5% of the global manufacturing workforce — comes out of a new report from economic forecast company Oxford Economics (OE). It also found that on average, every newly installed robot displaces 1.6 manufacturing workers.

While other industries are beginning to experiment with automation, manufacturing jobs are most vulnerable in the immediate future. China leads the charge in automating jobs: By 2030, the country will have 14 million industrial robots in use. The rest of the world, meanwhile, will have just 6 million robots in use. 

Read more: Mark Zuckerberg just pulled a Jeff Bezos, and Libra could be Amazon Web Services

Robots are growing in numbers because they are cheaper than paying people. Technological advancements have pushed down the average unit price of robots by 11% between 2011 to 2016. The US has already lost 260,000 due to automation since the turn of the century, according to the report.

The report analyzed data from the International Federation of Robots, and focused on countries that account for more than 90% of industrial robot installations: EU nations, US, Japan, South Korea, China, and more. The IFR uses survey data from robot suppliers in 50 countries tracked from 1994 to 2014.

The bigger robotic picture

Researchers have been telling us about how automation is going to gobble up jobs for years: 

• The World Economic Forum predicted that half of companies would reduce their full-time workforce by 2022.
• PWC estimated roughly 7 million jobs in the UK would be displaced by 2037.
  
• McKinsey projected 800 million people worldwide would be out of a job by 2030.

OE's findings differ in that they target how the manufacturing sector specifically would suffer. Robots have 5 million American manufacturing jobs since 2000, accounting for a decline of nearly 30% of these jobs, Business Insider's Pedro Nicolaci da Costa reported.

The report also has implications for manufacturing policy, as President Trump promised to bring back these jobs during his campaign. Manufacturing activity fell in the US to a two-year low in June, in part due to the ongoing trade war with China. 

Still, the Trump administration has been slow to acknowledge AI's impact on the American workforce. Treasury Secretary Steven Mnuchin once said he's "not worried at all" about robots' impact on employment. 

"The repercussions of robotization are interconnected and complex, but the growth in robotics is inevitable," the OE report says. "These challenges must be embraced and addressed." 

SEE ALSO: Robots could wipe out 1.3 million Wall Street jobs in the next 10 years

Join the conversation about this story »

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• Advertisements exist to sell us things, but sometimes they can change the way we think.
• The reason we have diamonds on our engagement rings, or why we drink orange juice each morning, or even our idea of Santa Claus can be traced back to iconic ads.
• At its best, advertising can become part of the zeitgeist, like Rosie the Riveter or the Marlboro Man.
• Visit Business Insider's homepage for more stories.

The first newspaper ad in America appeared back in 1704 when someone was trying to sell a house on Long Island.

Since then, the advertising industry has undergone a huge transformation.

Over the years, we have seen dozens of ads that have done much more than just persuade us to buy a product or service. The very best campaigns have affected the way we communicate and interact with one another, from the coffee breaks we enjoy, to the clothes we wear to work, to the videos we share online.

It even comes down to details like diamond engagement rings, orange juice, and Santa Claus.

With that in mind, we gathered 17 ads that have shaped our culture.

Aaron Taube contributed to a previous version of this article.

SEE ALSO: 33 graphic ads that were designed to shock you

1907: Sunkist orange juice

In the early 1900s, orange growers in California had a major problem: They were picking way more oranges than anybody wanted to buy.

So in 1907, the California Fruit Growers Exchange went to see Albert Lasker at the Lord & Thomas advertising agency to see what he could do.

His solution was to rebrand the California growers under one name, Sunkist. More importantly, he helped them popularize a new use for the fruit: orange juice.

Soon, Sunkist was teaching people how to squeeze the juice out of their oranges and selling them juicers to do it. Today, the product is an instrumental part of breakfast across the United States.

1916: "I WANT YOU"

Uncle Sam motivated young Americans sent off to fight in World War I.

The name "Uncle Sam" as a personification of the United States is believed to have originated sometime during the War of 1812, but the image most of us still think of is James Montgomery Flagg's sketch originally published as the cover of the July 6, 1916, issue of Leslie's Weekly.

The image of the white-haired, bearded, and bow-tied man in a patriotic top hat above the words "I WANT YOU" proved to be so popular that it was printed as a poster that became ubiquitous during wartime. The Library of Congress says that over four million copies were printed between 1917 and 1918.

President Franklin D. Roosevelt even brought it back for World War II, and Flagg met the president to present him with his own copy.

1929: Guinness is good for you

Guinness, that beloved Irish beer, also has a beloved advertising campaign that dates back to 1929. 

Before then, the Dublin brewery relied on word of mouth to spread its product. However, in 1929, it released a print ad with the tagline "Guinness is good for you." And doctors really did think it was a healthy drink. In fact, they'd pour some for new mothers in the hospital just hours after they'd given birth.

For the next three decades or so, Guinness, through ad agency SH Benson, would roll out slogans like "Lovely day for a Guinness" and "My goodness — my Guinness!" featuring illustrations by SH Benson art director John Gilroy.

1931: Coca-Cola — "The pause that refreshes"

It's a common misconception that Coca-Cola invented our modern idea of Santa Claus through its marketing: the red suit, the jolly demeanor, and even the love for Coke (though most children prefer to leave out milk and cookies for St. Nick).

The truth is, Santa had always looked somewhat like he does today, but Coke managed to get all the ingredients right.

The first depiction of Santa as we know him today can be traced back to Thomas Nast, the Civil War cartoonist whose Santa wore red and even smoked a pipe.

The first Coca-Cola Santa was painted by Fred Mizen for a 1930 ad. The painting depicted a department store Santa enjoying a Coke as children looked on, but this Santa was not as jolly as ad executives would have liked. So they hired Haddon Sundblom to create the iconic Santa we know today.

1942: "We Can Do It!"

Sometimes an ad campaign can take on a life of its own, gaining significance well beyond what it was originally intended for.

That's what happened to Westinghouse Electric's "We Can Do It!" ad featuring a now-iconic image of a strong, muscular woman taking her spot in the workplace.

The poster was originally used only as an internal morale boost to female workers at Westinghouse factories producing helmet liners during World War II. In fact, the poster was not even supposed to be connected to Rosie the Riveter, a mostly fictitious factory worker character used to recruit women for the war effort.

It wasn't until the 1970s and 1980s that the image began to gain traction with feminists as a symbol of female empowerment. Since then, it has been used by everyone from Clorox to Beyoncé to communicate the idea that women are strong, independent people capable of rolling up their sleeves and getting the job done.

1947: "A diamond is forever"

We use a diamond to propose marriage because of De Beers.

By 1938, De Beers, the diamond mining and manufacturing cartel of companies, was having a difficult time selling its gemstones. Sales had been declining for two decades, but once the Great Depression hit, few wanted something associated with only the wealthiest of people, according to the Washington Post. So they hired ad agency N.W. Ayer to find a way to re-package diamonds for the average American.

In 1947, Ayer creative Frances Gerety suggested the slogan "A diamond is forever." Both she and her colleagues weren't too excited by it, but they eventually used it in a campaign the next year. It immediately clicked with the American people, who soon began associating the gemstone with a fitting symbol of a promise of eternal love, rather than just an extravagant luxury.

"A diamond is forever" has appeared in every De Beers ad since 1948, and Ad Age named it the best slogan of the 20th century.

1952: "Give yourself a coffee break!"

In the mid-1950s, a Pan-American Coffee Bureau ad campaign encouraged workers to find some midday relaxation with the line, "Give yourself a 'Coffee-break' — and get what coffee gives to you."

"Despite the fact that the copy itself is somewhat awkward, the notion took hold fast," writes food blogger Erin Meister. "Before long, morning and afternoon breaks became commonplace, even occasionally protected by law."

The break became something people bargained for: In 1964, the United Auto Workers Union threatened to go on strike unless the coffee break was written into their contract.

1954: The Marlboro Man

The Marlboro Man cemented Marlboro's red label cigarettes' reputation for being the smoke of choice for cool, rugged men everywhere. And that's why you may be surprised to find that Marlboro was originally known as a woman's cigarette.

In the 1950s, new evidence on the harmful effects of smoking pressured the tobacco industry to develop filtered cigarettes, which were intended to appear as healthier alternatives. Philip Morris & Co. needed a way to sell these filtered alternatives to men, and the "Mild as May" slogan it used for its Marlboro offering was certainly not going to do the trick.

So in 1954, the tobacco company unveiled the Marlboro Man, the creation of ad agency Leo Burnett Worldwide. Now insecure men could feel tough smoking a Marlboro, because it was the smoke of choice for a weathered, cleft-chinned cowboy. Sales spiked from $5 billion in 1955 to $20 billion in 1957, AdAge reports.

However, that success has had its critics. By the late '90s, Marlboro's ads were so effective and pervasive that one study showed that nearly 90% of schoolchildren recognized the cigarette-toting cowboy. The Marlboro Man was eventually retired in 1998 following a settlement by the major tobacco companies that they'd avoid using humans and cartoons to sell their products.

1959: "Think small."

Volkswagen's "Think small" campaign, from powerhouse ad agency Doyle Dane Bernbach, revolutionized how corporations speak to consumers and gave voice to the public's growing dissatisfaction with the mass consumerism of the 1950s.

Where other car manufacturers blithely boasted of spoiler fins and other luxury features, Volkswagen focused on the utility of its smaller, more durable cars in a series of simple ads that openly acknowledged their purpose as a sales tool.

And while competitors made grandiose, unbelievable claims about how their products would transform customers' lives, Volkswagen's voice was personal and self-deprecating, calling one car a "lemon" because its glove compartment was blemished.

Soon after, advertisers began moving away from over-hyped sales pitches in favor of more playful campaigns that acknowledged consumer skepticism of advertising and presented consumption as a means of expressing individuality rather than fitting in.

1964: "Daisy"

In 1964, Lyndon B. Johnson was running for the White House against republican Barry Goldwater.

Johnson wanted to paint Goldwater as pro-war while Cold War tensions  — and fear of the nuclear bomb — continued to escalate.

So his campaign ran what became known as the "Daisy" ad, where a little girl innocently playing with flowers in a field looks up and sees a mushroom cloud.

Johnson's voice boomed:

These are the stakes! To make a world in which all of God's children can live, or to go into the dark. We must either love each other, or we must die.

The result: Johnson won by a landslide. And the attack ad became a part of American culture.

1980: Absolut vodka

In 1980, Swedish vodka brand Absolut sold 10,000 cases of its vodka in the US. By 2000, however, that number had grown to 4.5 million cases, thanks in large part to its advertising campaign, which featured Absolut's signature bottle in a number of surreal images. 

Whether the bottle had a halo, was made of stone, or was just an outline of trees on an alpine ski slope, consumers loved finding one of the 1,500 ads in magazines and on billboards.

There are so many ads, in fact, that a site called Absolut Ad took it upon themselves to collect them all.

To date, Absolut's bottles are the longest-running continuous ad campaign (1981 to 2005) of all time.

1983: "Friends don't let friends drive drunk."

In 1983, the Ad Council released a Public Service Announcement that quickly became a part of culture: Friend's don't let friends drive drunk.

It was a different time in America. Having "one for the road" meant that you drank a beer while driving home, which sounds nuts today.

Back then, drunk drivers were involved in 50% of car accident deaths in the US. That number is now down to 31%— and the Friend's Don't Let Friends Drive Drunk supplied some of the language.

The language itself has become a meme, as we now warn that Friends don't let friends write bad poetry, Friends don't let friends use AOL, and Friends don't let friends use Comic Sans.

1984: Apple's "1984" Super Bowl ad

Apple chose to introduce its Macintosh personal computer during the 1984 Super Bowl with a visually stunning ad, which claimed that unlike George Orwell's dystopian vision, the actual 1984 was a time when technology would be used as a revolutionary tool for people to express their individuality.

In the ad, directed by Ridley Scott, a woman in a white tank top and orange shorts runs through a room full of people wearing the same clothes. She tosses a sledgehammer through a big screen on which their leader is speaking to them.

In doing so, the woman hinted at the freedom the personal computer would bring to users and inspired a generation of tech leaders to see the computer as a creative force for good.

1988: "Just do it."

Nike's first "Just do it" ad showed 80-year-old jogger Walt Stack trudging across the Golden Gate Bridge during his daily 17-mile run.

The message was simple beyond explanation, and it quickly became a rallying cry for people who wanted to push themselves to new heights.

The slogan is now more than 25 years old, and to this day, it convinces people that they, too, can be athletes if they choose to.

All they need to do is pick up a pair of running shoes and "just do it."

1988: Joe Camel

Joe Camel became a main rallying point for severely restricting tobacco advertising.

The tobacco company RJ Reynolds wanted to celebrate the 75th anniversary of its Camel brand of cigarettes in 1988 with an eye-catching ad campaign. It found inspiration in a British Camel ad from the 1970s, featuring a cartoon version of its camel mascot.

Anti-smoking advocates accused RJ Reynolds of blatantly targeting underage smokers. California attorney Janet Mangini argued that teenage smokers accounted for $476 million of Camel sales in 1992, up dramatically from $6 million in 1988.

Whatever Joe Camel's actual influence on hooking young teens on cigarettes, he was retired in 1997. And under the Tobacco Master Settlement that became American federal law in 1998, all cartoon mascots for tobacco products became illegal, among other restrictions.

1992: "A Guide to Casual Businesswear"

Levi Strauss & Co. defined "business casual" for Americans.

Ditching suits for casual clothes had been a quirk of the US tech industry since the 1950s, but it began to seep into other industries sometime in the 1980s amid reports that a relaxed dress code at least once a week (i.e. "Casual Fridays") could lead to happier and more productive employees. But many companies began to regret their decision when employees would come to work dressed in sloppy shirts, torn jeans, and flip-flops.

Clothing company Levi Strauss & Co. found a perfect business opportunity. In 1992, it launched an extensive ad campaign sent to HR directors around the country with "A Guide to Casual Businesswear," a pamphlet illustrating clean and professional looks that subtly featured Levi's jeans and its Docker's brand khakis.

Throughout the early 1990s, Levi's was getting calls from companies around the country asking for dress code consultation. In 1995, it had record sales of $6.2 billion, and "business casual" was no longer an excuse to show up to the office in sweatpants.

2012: Red Bull Stratos

In October 2012, Felix Baumgartner jumped to the Earth from 24 miles into space as part of a Red Bull promotion.

In one fell swoop, Baumgartner became the first person to break the sound barrier without any vehicular help — and Red Bull took over the internet, with a full eight million people watching live and blowing up the social networks.

The stunt marked a new era in advertising history: the commercial didn't interrupt the event, it was the event.

• "Undercover Billionaire" is a new TV show airing on Discovery, premiering August 6, in which entrepreneur Glenn Stearns will try to create a million-dollar company in 90 days.
• The twist is that Stearns, who made his money primarily in the mortgage lending business, will have to build the new business without his previous contacts or capital.
• Whether Stearns succeeds or fails, the show will be a commentary on the American Dream and the archetype of the self-made mogul.

"Undercover Billionaire" Glenn Stearns, who came from a working-class family and made his fortune in the mortgage lending business, was certain he could do it all over again when he approached Discovery about making a TV show.

The premise was simple: Discovery would drop Stearns off in an average US city, with $100 in his pocket and without the contacts he'd built over 30 years in business, and see if he could create a million-dollar enterprise from scratch in 90 days.

Stearns was "100% confident" he could do it again, Discovery's chief brand officer, Nancy Daniels, told Business Insider in an interview last year. "Before I met him, I was suspicious," Daniels added, but eventually she became convinced Stearns might just be able to pull it off.

Now viewers will be able to see whether Stearns succeeded in the show "Undercover Billionaire," which premieres Tuesday, August 6, at 10 p.m. on Discovery.

For the show, Discovery sent Stearns to Erie, Pennsylvania, without his "private jet and yacht," where he assumed the alias "Glenn Bryant," a "regular guy who's spent the last 30 years in corporate America but always dreamed to have a business of his own," the network said in a release. Stearns had a cover story to explain why there were cameras following him around.

"We truly are following him do this," Daniels said of the show last year. In watching Stearns triumph or fall short, the show examines the idea of the American Dream, the archetype of the self-made mogul, and the economic opportunities available to an entrepreneur (without contacts or capital) in a mid-sized US city today. 

"After 90 days, Glenn will reveal his true identity and share an added twist – the top performing team members will earn a stake in the company and a key role running it," Discovery said in the release. "An independent financial evaluator will also assess the value of the new company to see whether it has hit the mark. If it's a penny short of $1 million, Glenn will put $1 million of his own money into the business."

While Stearns won't be a household name to viewers (there are over 2,000 billionaires worldwide), the Orange County-based entrepreneur founded Stearns Lending, a mortgage lending company that had over $500 million in revenue in 2014 and 1,700 employees before Blackstone acquired a 70% stake in 2015 (the deal terms were not publicly disclosed). Discovery pegged Stearns' net worth at over one billion dollars, though Business Insider was not able to independently verify that figure. Stearns doesn't appear on Bloomberg's or Forbes' list of billionaires, but it is often difficult to estimate wealth that comes primarily from private companies.

Daniels said last year that Stearns had come to Discovery with the "idea of wanting to test himself," and that the show was fundamentally about the "taking your own life into your own hands," and the extent to which that is possible.

Stearns was confident that it was, and that he could recreate his own origin story using the principles that had guided his career. Viewers can see what actually happened starting in August.

SEE ALSO: The original 23-page pitch for 'Stranger Things' shows how the creators hooked Netflix

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• I used to waste huge parts of my workday reading and responding to emails.
• But by simply scheduling specific times of the day for me to deal with emails, and not looking at my inbox outside of that window, I've managed to increase my productivity and keep me on track.
• This compartmentalized approach has also decreased my stress during the workday.
• Visit Business Insider's homepage for more stories.

I used to start off the work week with a hundred emails awaiting me.

By the time I got through those, a couple dozen more had stacked up right behind them. 

Many Mondays saw lunchtime come and go before I had sifted through the whole pile of messages, replying to some, deleting plenty, and keeping others as new for later adjudication. And on top of the email, there are usually a few voicemails (though they grow increasingly rarer) and texts to be answered as well.

These days, I still have just as much correspondence to handle, but thanks to one simple change to my workday routine, I'm getting much more work done despite the mountain of messages.

The secret? I'm simply not dealing with email outside of a dedicated time.

First thing when my workday commences, be it a Monday or a Friday, I get some work done. That might be writing a short article, or finishing something from the day before, or editing a longer piece from a multi-day project. Whatever the priority is, I work on it for about a half hour. Then I finally check my inbox, scrolling through without clicking on a single email unless it is obviously important or time-sensitive. (I always answer my editors as quickly as possible, of course.)

Then I get back to work, ideally starting a longer project that will consume an hour or two. By immediately starting work instead of reading email, I avoid getting sidetracked and I get myself into a productive mindset — I refer to it as "breaking the seal." (And when I'm in a serious flow, I call it Beast Mode, a term borrowed from a college buddy.) 

During this long block of writing, I will check my inbox (usually by glancing at my phone) about every 15 minutes, but again I am only checking for urgent messages; anything that can wait will wait. 

Before I take a break for lunch, I spend about a half hour to 45 minutes finally going through emails, replying to anything with any urgency as well as to emails that will require no further action, such as when I'm declining a story idea. I also make notes about emails that merit a response but that can wait to be addressed.

After lunch, I'll again skim the inbox and check for any missed calls or texts, and then I get back to work. Before ending my workday, I spend another half hour corresponding.

In the middle of the week, I allow myself a block of at least an hour, and often two, to deal with emails, invoicing, return labels for products I have tested, and other such work-related tasks that are not actual writing. For the most part, the workday is for writing, and not for writing or reading emails.

That comes during specified times, and this compartmentalized approach has dramatically improved my output and has reduced my stress levels. And these days, a reply time within 24 hours seems perfectly acceptable anyway.

It was a small, easy-to-implement change to my workflow that has resulted in me getting more work done than ever.

SEE ALSO: I'm an American who's lived in Europe for 10 years — and I don't miss these 5 aspects of American culture at all

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• AOL achieved tremendous success by picking up where other internet startups had left off.
• That's according to Jean Case, a former AOL exec and the author of "Be Fearless."
• In turn, Case writes, contemporary tech giants like Google and Facebook have benefited from AOL's innovations.
• Click here for more BI Prime stories.

AOL was built on the backs of other businesses' failures.

And as former AOL executive Jean Case writes in her book, "Be Fearless," the company's ability to pick up where others had left off was nothing short of brilliant.

Earlier in her career, Case worked at a company called The Source, which she describes as "a text-based information utility for consumers that featured early versions of email, conferencing, and content." While the service was unthinkably slow by today's standards, Case writes that the concept behind it "was a really powerful idea, democratizing access to information and communication."

It just needed the proper execution.

After The Source failed to take off, Case moved on to the company that would become AOL. It was founded by Steve Case (Jean Case's husband), Marc Seriff, and Jim Kinsey — three founders who'd already experienced their own series of business failures.

The previous iteration of the company, Quantum Computer Service, had been a partner of Apple's, until so much conflict led Apple to back out of the deal, as Steve Case writes in his 2016 book, "The Third Wave." From that experience, the founders learned that they wanted to create their own brand and pay for their own marketing.

QCS' service was rebranded as America Online in 1989.

Read more: Billionaire AOL cofounder Steve Case says he waited 10 years for the moment he realized his company was a success

As Jean Case boasts in the book, AOL had nearly 30 million subscribers at its peak and was the first Internet company to go public. She writes that Steve Case "led the team to experiment in areas that had previously limited growth for our competitors," including consumer-friendly pricing and membership plans.

In turn, today's tech giants found success by modeling themselves at least partly after AOL.

Case writes that Facebook, Google, and Twitter "all benefited from the innovations that AOL introduced." She adds, "Innovators can take major leaps or make a Big Bet by looking at where previous efforts fell short, and fully exploiting the lessons of those failures."

SEE ALSO: I've been an angel investor in 100 companies over 8 years, including a bunch of unicorns. There are 3 ways to tell which startup ideas will blow up and get a piece of the deal.

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• Each year, education specialists QS Quacquarelli Symonds rank the best business schools in the world.
• QS recently released rankings for the top online MBA programs.
• Top programs include Marshall Business School at the University of Southern California and Imperial College Business School in London.
• Here are the top 25 online MBA programs according to the QS rankings.
  
• Visit Business Insider's homepage for more stories.

Instead of earning an MBA full-time and in-person, students are electing to pursue online MBAs, which are more convenient and less pricey than on-campus options.

The number of business schools offering these online options has swelled in recent years, with 54% more online MBAs made available from 2012 to 2016, per the Financial Times. Meanwhile, on-campus MBA programs have started shutting down. 

Every year, the education specialists QS Quacquarelli Symonds rank the top online MBAs programs worldwide. 

These programs span the globe, offer tuition fees ranging from $19,946 to $101,288, and typically take an average length of 15 to 60 months to complete. 

Here are the top 25 best online MBA programs. 

SEE ALSO: The 25 best MBA programs in the world for ambitious entrepreneurs

25. EuroMBA

Location: France

Overall ranking score: 43.6

Average program length (months): 24

Employability: 47.7

Percentage international students: 100% 

Tuition: $35,535

24. Deakin Business School

Location: Australia

Overall ranking score: 44.4

Average program length (months): 30

Employability: 50.5

Percentage international students: 2%

Tuition: $35,708

23. Coles College of Business at Kennesaw State

Location: United States

Overall ranking score: 45

Average program length (months): 20

Employability: 42

Percentage international students: 1%

Tuition: $24,370

22. Bradford School of Management

Location: United Kingdom

Overall ranking score: 45.5 

Average program length (months): 36 

Employability: 43.5 

Percentage international students: 80% 

Tuition: $21,663

21. Whitman School of Management at Syracuse University

Location: United States

Overall ranking score: 45.6

Average program length (months): 30

Employability: 57.8

Percentage international students: 1%

Tuition: $84,186

20. Aston Business School

Location: United Kingdom

Overall ranking score: 45.7

Average program length (months): 35

Employability: 53.1

Percentage international students: 50%

Tuition: $23,829

19. Poole College of Management at North Carolina State University

Location: United States

Overall ranking score: 47.4 

Average program length (months): 36

Employability: 67.5

Percentage international students: 2%

Tuition: $44,955

18. George Washington University

Location: United States

Overall ranking score: 49.8 

Average program length (months): 42

Employability: 59.3

Percentage international students: 3%

Tuition: $101,288

17. Oxford Brookes Business School

Location: United Kingdom

Overall ranking score: 50.2

Average program length (months): 30

Employability: 57.2

Percentage international students: 51%

Tuition: $20,057

16. CENTRUM PUCP Graduate Business School

Location: Peru

Overall ranking score: 51

Average program length (months): 27

Employability: 65.9

Percentage international students: 20%

Tuition: $22,700

15. EU Business School

Location: Spain

Overall ranking score: 52.5

Average program length (months): 15

Employability: 60.7

Percentage international students: 100%

Tuition: $19,946

13 (tie). University of Otago Business School

Location: New Zealand

Overall ranking score: 52.8

Average program length (months):36

Employability: 66.1

Percentage international students: 0%

Tuition: $24,000

13 (tie). Colorado State

Location: United States

Overall ranking score:52.8 

Average program length (months): 33

Employability: 70.1

Percentage international students: 1%

Tuition: $41,559

12. Kogod School of Business at American University

Location: United States

Overall ranking score: 53

Average program length (months):24

Employability: 62.5

Percentage international students: 1%

Tuition: $81,984

11. Zarb School of Business at Hofstra University

Location: United States

Overall ranking score: 54 

Average program length (months): 20

Employability: 61.7

Percentage international students: 0%

Tuition: $63,875

10. Durham University Business School

Location: United Kingdom

Overall ranking score: 55.6

Average program length (months): 24

Employability: 52

Percentage international students: 58%

Tuition: $26,760

9. Warrington College of Business at the University of Florida

Location: United States

Overall ranking score: 56.4

Average program length (months): 21

Employability: 68.1

Percentage international students: 2%

Tuition: $58,000

8. Alliance Manchester Business School

Location: United Kingdom

Overall ranking score: 57.5

Average program length (months): 24

Employability: 63

Percentage international students: 87%

Tuition: $36,528

7. Politecnico di Milano School of Management

Location: Italy

Overall ranking score: 65.2

Average program length (months):21

Employability: 74.5

Percentage international students: 28%

Tuition: $34,389

6. Australian Graduate School of Management at the University of New South Wales Business School

Location: Australia

Overall ranking score: 66.1

Average program length (months): 60

Employability: 76.3

Percentage international students: 4%

Tuition: $40,821

5. Kelley School of Business at Indiana University

Location: United States

Overall ranking score: 66.2

Average program length (months):24

Employability: 83.1

Percentage international students: 11%

Tuition: $67,830

4. Warwick Business School

Location: United Kingdom

Overall ranking score: 68.5

Average program length (months): 30

Employability: 68.9

Percentage international students: 92%

Tuition: $43,327

3. Marshall Business School at the University of Southern California

Location: United States

Overall ranking score: 68.7 

Average program length (months):21

Employability: 86.1

Percentage international students: 3%

Tuition: $99,419

2. Imperial College Business School

Location: United Kingdom

Overall ranking score: 78.9

Average program length (months): 24

Employability: 91.9

Percentage international students: 84%

Tuition: $46,512

1. IE Business School

Location: Spain

Overall ranking score: 83.4

Average program length (months): 15

Employability: 98.9

Percentage international students: 94%

Tuition: $58,691

• Ray Dalio is the founder and co-CIO of Bridgewater Associates, the world's largest hedge fund, with about $150 billion in assets under management.
• Dalio discussed key moments from his career in an episode of the Business Insider podcast "This Is Success."
• Fundamental to his lessons are transparency and a willingness to codify lessons learned from making mistakes.
• Visit Business Insider's homepage for more stories.

For the past couple years, Ray Dalio's life has been in transition.

He still spends most of his time as the co-CIO of Bridgewater Associates, the hedge fund he founded and built into the largest in the world, but he's also focused on passing on what he's learned.

Dalio stepped back from office management in 2017 and published his first book, "Principles: Life and Work," later that year. He'll be publishing his core investment principles in the next year or so, but his unique life philosophy is core to everything he's done at Bridgewater.

In a recent episode of Business Insider's podcast "This Is Success," Dalio took us through key career moments since founding Bridgewater in 1975, and what universal lesson he pulled from each. You can find that episode and those lessons below.

SEE ALSO: 'Pain is a great teacher’: How Ray Dalio, the world's most successful (and mysterious) hedge-fund founder, came back from financial ruin

Hitting rock bottom in 1982 resulted in a change from focusing on what he knows to focusing on what he doesn't know.

Dalio built a name for himself shortly after founding Bridgewater out of his apartment in 1975.

In 1982, he attracted attention for a call he made two years earlier. He had the unpopular opinion that American banks were lending too much to emerging Latin American countries, but was proven right when Mexico's president announced the country could not pay back its $80 billion in debt, $20 million to $30 million of which was owed to the US's largest banks.

Now that he looked like he knew what he was talking about, analysts — and even the US Congress — turned to him for insights as to what would happen next. He was unequivocal: The US economy was headed for a massive downturn.

Except that the Federal Reserve cut the discount rate, and the stock market went up — and kept going up for years, marking one of the great bull markets in American history. Not only was Dalio wrong, but the exact opposite of what he staked everything on happened.

"As a result of being wrong, I lost money for me, I lost money for my clients, I had to let everybody in my company go, and I was so broke I had to borrow $4,000 from my dad to help pay for family bills," Dalio said.

As he recovered, he realized that he didn't want to stop taking risks, but needed to do so with more humility, and with a new focus. "It made me be much more open-minded, to diversify better, to deal with my not knowing," he said. "Whatever success I've had in my life has been due more to my knowing how to deal with what I don't know than because of anything I know."

An employee's mistake taught Dalio to track what does and doesn't work.

One time in the early '90s, Dalio's head of trading at the time, Ross Waller, forgot to put in a trade — and the mistake cost what Dalio remembers as "several hundred thousand dollars."

He didn't fire Waller (Waller didn't leave until 2004 and has had a long and successful career). Instead, Dalio used the occasion to implement a new approach at Bridgewater.

"I put into place an error log, which we now call an 'issue log,' in which everybody in the company has to write down whenever anything goes wrong so that they bring it to the surface and we learn from it," he said.

It was the first time Dalio created a management tool, and that one would grow into many. Today at Bridgewater, employees have "baseball cards" that track their skills and performance and make it visible to all, and they use the "Dots" iPad app as a real-time forum for commentary during a meeting.

The experience with Waller proved to Dalio that not only should people be given second chances after making mistakes, but that these mistakes can be capitalized on for determining new ways to reinforce desired performance.

A tough conversation with his leadership team taught him about how "radical transparency" can improve relationships when used correctly.

By 1993, Dalio was convinced that unfiltered truth would keep Bridgewater running smoothly. Except not everyone was in full agreement.

One day that winter, three senior executives, including co-CIO Bob Prince, asked Dalio for a meeting and sent him a memo ahead of it. The letter said that while Dalio was great at his job and cared about his team, he was, essentially, acting like a jerk. They said his words and behavior made employees feel "incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad."

Dalio was upset, and he searched for a compromise between the poles he had set for himself: either we're honest with each other or happy. He decided that "radical transparency," as he called it, was crucial for Bridgewater, but that boundaries and expectations had to be set.

"When you're not getting along with somebody or you're having a disagreement, stop, put that aside for a moment, go to a higher level, and then say, 'How should we be with each other? What are our ground rules for operating, and why?'" Dalio told us. "Then go back into your disagreement, and follow those protocols about how you should be with each other."

Bridgewater's rapid growth encouraged Dalio to start writing down his "principles."

Early in his career, Dalio learned that he could program certain investment behaviors, according to what was happening in the markets, into software that made a computer an invaluable tool for trading. This led to an accumulation of investment principles that gave Bridgewater an edge.

As he developed as a leader, Dalio became convinced that the same approach could be used with people. In 2006, Bridgewater had moved past its boutique stage and was on a path of rapid growth. To maintain his firm's culture, Dalio decided to collect a list of its tenets.

In the podcast episode, Dalio said it wasn't as if he suddenly appeared before his company with a book of rules they had to follow. Instead, he said, he had codified what had already existed.

He noted that it's no secret Bridgewater has an intense culture and isn't for everyone, but he believes this practice of logging personal or corporate principles is valuable for and adaptable to any situation.

"One of the great things I'd like to pass along is the power of having people write down their decision rules," Dalio said, because creating processes out of best practices results in better risk management and better communication.

Difficulties with his succession plan taught him about focus and delegation.

Dalio and his team were confident the financial crisis was on its way and planned accordingly. Bridgewater, then, performed relatively well when it did hit, and this brought an influx of attention and new clients. In 2010, Bridgewater had its best year ever.

During this period, Dalio decided he needed to build a succession plan, and was ready to have it last anywhere from a couple years to a decade. He stepped back as CEO in 2011, splitting office leadership between David McCormick and Greg Jensen. In his book, Dalio wrote that he considers Jensen family, and so when it turned out that Jensen was unable to balance both of his roles as co-CEO and co-CIO (a problem Dalio had run into himself in 2008), Dalio considered the ensuing shakeup in 2016 to be his biggest regret at Bridgewater.

He had appointed another CEO, Jon Rubinstein, in 2016, but the role lasted only 10 months. After a year back in the CEO seat, Dalio finally felt he got the succession plan right in 2017 and stepped back.

In the podcast interview, Dalio said the experience taught him several lessons.

"One can say, I think this is going to happen but I shouldn't bet on it, because if you haven't done something three times before successfully, don't assume you know how to do it," he said.

He sought advice from the management expert Jim Collins and learned that he not only needed a governance board for this transition, but that a leader's perspective and talents are not suddenly transferable to a role they have never had.

"I learned how people see things differently," Dalio said. "I learned not to assume that somebody can do something until they're doing it already."

• Home stay platform The Plum Guide has a goal of becoming the Michelin Guide of the home rental world.
• Currently operating in 12 cities — including London, New York, Paris, and LA — the company recently raised $18 million to expand around the globe.
• Its vetting process is incredibly strict, and includes a visit from a "home critic" who conducts a 150-question test and looks for a home to meet 500 specific criteria.
• Not every property on the site is uber-expensive, though — in London, for example, the average price is £323 ($407) per night, and the cheapest option is £90 ($113) per night.
• Visit Business Insider's homepage for more stories.

When it comes to choosing a new restaurant to eat at in a new city, the Michelin Guide is a pretty safe bet for recommendations.

But when it comes to booking somewhere to stay, the same type of guide doesn't exist.

This was the realization of Doron Meyassed, founder of London-based home stay platform The Plum Guide, which is trying to become the "Michelin Guide" of the home rental world through a rigorous vetting process that includes a visit from a "home critic" and a test involving 150 different criteria.

Read more:The 50 best restaurants in the world in 2019

After launching in 2015 in London, the platform has since expanded to 11 other cities — New York, Rome, Milan, Paris, LA, Barcelona, Berlin, Copenhagen, Lisbon, Madrid, and Tel Aviv— and now has more than 3,200 global homes in its collection and 1.3 million global users.

However, it hasn't been an easy process to reach that number — and the company plans to keep it that way.

Iona Carter, Head of Brand for The Plum Guide, told Business Insider that the idea for the company was inspired by an amazing Airbnb stay — and the realization that they're not all that good.

"Doron said: 'Why can't every stay be like this? Why is it that as a user, it's so hit and miss?'" she said.

"It's so difficult to tell from a listing written by the host themselves. It's obviously in their interest to talk about the home in a certain way... There's so much mistrust out there."

She said that not only is the endless scrolling of Airbnb "such a headache," but the review system isn't fit for purpose — which is why The Plum Guide doesn't have public user reviews.

According to Carter, Meyassed discovered that 95% of homes on Airbnb have 4.5 stars or more — and they simply cannot all be that good.

"The review system is quite biased," she said. "For a number of reasons people don't always feel they can be honest when they're leaving reviews, partly because maybe they met the host and they actually got on very well ... it's clearly their livelihood and you don't want to screw them over like that."

She added that with Airbnb, you only see what the other person has written about you if you write something about them.

"There's a lack of honesty and transparency in the space," she said.

Meyassed set out to see if there were enough homes out there where "the hosts were going the extra mile, who really thought and cared about every detail, and stocked their fridge with fresh produce and would chat to guests."

He asked: What ingredients does a home need in order to deliver the perfect stay?, then came up with a test and set of criteria to find these homes and hosts in a systematic way.

"He went and spoke to not just people that travel really regularly but also the people from the hotel space — hoteliers, designers, architects, even psychologists — and asked them, 'What makes a great stay?'" Carter said.

Based on his research, he built a list of criteria, with the idea that if a home met all them, it qualified for The Plum Guide collection.

He started with 32 criteria. Now, there are 500 questions on the test, and 150 criteria a home has to meet, as part of what the company calls "The Science & Art Behind The Perfect Stay."

How The Plum Guide works

When Plum Guide launches in a new city, it uses an algorithm to "basically scrape all of the other booking sites that list short term rental properties," according to Carter, seeking out only those that are in a "Plum neighborhood" — in London, for example, Kensington is the best-selling neighborhood on the platform.

"We have very tight guidelines for what a good neighborhood is ... it needs to have soul, local amenities, local transport, feel safe. I think there's 15 or so criteria — the location is almost important as the home for people."

Luis Mulet, Home Critic at The Plum Guide, added: "When we come to see the homes, if it's a dodgy street in the center of Berlin, you're not going to want to walk down it at midnight. Those are the things we're there for."

The algorithm also weeds out any properties that have negative reviews.

Read more:RANKED: The most luxurious hotel suites you can book for under $500 a night in 8 popular US cities

Then, the Plum Guide team go through the remaining listings one-by-one to weed out anything that is "aesthetically unattractive that we don't think would meet our design standards."

"From that shortlist, we'll then reach out to the hosts of the homes and say they've been nominated for the collection," Carter said. "The idea is that the city lead will then have a chat with them and do an initial interview — just to check the host meets our service standards — then the home critic does more when they visit."

Mulet told Business Insider the phone screening "doesn't replace a face-to-face interaction because people tend to overpromise a lot over the phone."

"It's a good way to screen people that are obviously not good at first, but the interaction the home critics have when we do the test is good to see if the host is on brand and offers the level of service that we need," he said.

Only 1 in 100 homes is selected

Only 1 out of every 100 properties in each city is invited to join the Plum Guide Collection, according to the company, and when the home critic visits a property, the process is incredibly thorough.

Mulet told Business Insider he's usually in a home for around two hours, starting by asking the host for a tour, doing an initial interview with them about who they are and what they do, then going through the home test, using software put together by Plum.

"We write bios for the hosts in the listings, ask questions about their personality," he said.

Then it's time for a mock check-in.

"The team setting up the home visit brief the host so the home is guest-ready, and as the guest would see it," Mulet said, adding that the critics look out for things like funny locks or how many steps you have to take to access a home. 

They run through house rules, check that there's a detailed home manual, then start collecting as much information as possible on the home in order to make an accurate listing to "sell the home to the right person."

With communal areas, they check whether it's a "sociable space" and whether there are entertainment options (and a strong WiFi connection), while with a kitchen, it's about knowing every single appliance that's there and "making sure all of the basics are stocked."

"We usually ask hosts as a minimum for salt, pepper, olive oil, tea, coffee," he said. "How could you be expected to go and buy some salt? It's just crazy."

Mulet will even measure and check every single mattress and the fillings of duvets and pillows.

"Is it feather, down, or is it feather and down? Those things are very important for some people, [and we] have to have our bases covered," he said. "You'd be surprised how many good-looking and expensive homes have very poor quality mattresses."

As far as whether he tests them out himself? "I definitely give it a good try," he said.

He said one thing that's easy for hosts to get wrong is not providing adequate toiletries in the bathrooms.

"A lot of hosts will be stingy and only leave two [toilet] rolls, which is a big guest gripe," he said. "You get very negative feedback for that."

The critic will also check outdoor areas are well maintained and groomed.

Then comes design, which is perhaps one of the most important criteria.

"We know what good design is, what we want, what we like," he said. "Whether the home gives you a positive feel, quality of furniture ... A lot of homes just have the cheapest Ikea furniture, that's fine for Airbnb but it's not what we're after."

Read more:12 stunning hotels that used to be something else

He added that they check the layout is "as good as it can be" and also look for "curated art collections" — "cheap Ikea prints most of the time don't do it."

Carter said the home critics rely heavily on the "feel" of a property — the "idea that good design is emotive and makes you feel something."

She said the company even has a "Design Manifesto," or a bible of things to look out for.

Finally, they draw a floorplan of the property showing the distribution of furniture and sizes of every room — "guests really love that."

After their visit, the home critic submits the completed test to Plum Guide HQ along with a score, and their recommendation on whether or not they think the home should pass or fail.

"That's such gold dust, the verdict as we call it," Carter said. "Then it goes back to the collection managers who maybe have a conversation about it and make a decision."

If a home passes the test, the company then builds a listing for the property, informed by the critic's visit and using their own photography.

"Unlike other platforms where the host writes their own listing, the idea is that the Plum voice is speaking to you, the guest, as a trusted friend and third party objective reviewer," Carter said.

The listings contain information about a neighborhood — who lives there, recommendations on which restaurants and coffee shops to go to — as well as check-in and check-out times, the floorplan, amenities, sleeping arrangements, bed sizes, noise levels, pillow/duvet contents, the host's bio, and any extra services the host provides.

"We share who might not like the home or why you might not like it, things you might want to know in advance," Carter said.

She added that the company is constantly learning from guest feedback.

"Although we don't do public reviews because we think that system doesn't work, we're trying to introduce a more consistent, reliable, and trustworthy way to assess a home," Carter said.

In order to do this, the company collects a review from the customer after their stay that's shared with everyone in the business.

"An automatic email goes to everyone in the company and every home critic globally each morning with feedback, things to improve, things they love," she said, adding that this information is then fed back into the test and property listing.

"If a host suddenly gets a bit lax and we get a poor guest review, we'll put that home into review and probably delist it from the collection," Carter said. "A bad guest experience is a bit like a plane crash for us, we take it really seriously because our whole business is about guaranteeing that great stay."

'We probably look more luxury than we are'

The company says the majority of its users are "mature, affluent individuals," and that customer referrals between them drive a quarter of all bookings.

In a statement, Meyassed said:  "Most rental platforms are trying to get as many people as possible to use their site. We are clearly targeting a highly discerning group of affluent professionals that live in global megacities, love to travel and value great design, quality and locations.

"Previously they have stayed away from the open marketplace booking platforms, which they consider too risky compared with the reassurance that a hotel provides."

Read more: A company is recruiting people to travel the world reviewing yachts for $1,300 a week

This doesn't mean every property on the site is uber-expensive, though.

"One of the challenges we have at the moment is that we probably actually look more luxury than we are, and I think that's partly because the hero homes we push in our marketing are more luxury," Carter said. However, she added: "The context is affordable luxury."

"One of the biggest things guests love is the variety of homes on the platform, it's almost like the world's biggest boutique hotel, [and] there's every style to suit every taste."

In London, for example, the average price is £323 ($407) per night, and the cheapest options are Blue Gardens at £90 ($113) per night...

...or The Forum at £98 ($124) per night.

On the other end of the spectrum, the most expensive option is the £5,720 ($7,213) per night Ivory Tower...

...Or the £4,004 ($5,049) per night Chelsea Glam.

No matter which type of property they opt for, according to Mulet: "The profile of our guests is very different to the profile of an Airbnb guest most of the time on average, [and] hosts really like that."

For a user on the platform, the company uses office-based "matchmakers" who help people find the right home for them based on what's available.

"It's that extra level of reassurance [that] a matchmaker has been speaking with the guest for two weeks and can vouch for the fact they're pretty unlikely to trash the place," Carter said.

Global expansion

Earlier this year, The Plum Guide raised £14 million ($18 million) of Series B funding for its global expansion, and it plans to add six additional US cities by the end of 2019.

By the end of the year, it hopes to have 12,000 verified homes on the platform.

"The vision of the business is to build a marketplace of the world's most beautiful homes," Carter said. "We sometimes talk about it as like the Michelin Guide but for homes ... Michelin represents an outdated concept of luxury that's now not really relevant to most people — white gloves, stiff table-cloths.

"Luxury has changed."

She said the company recently conducted a "big piece of consumer insight" which showed that people's idea of luxury is "so different" than it used to be.

"It's a lot more relaxed, it's about quality and experience rather than just white table cloths," she said.

However, she added: "The Michelin in its hayday was the arbiter of quality and the thought leader in what excellence looked like in food.

"Today The Plum Guide operates in homes, but the idea is that we'll take this idea of who can be the arbiter of quality in the 21st century to other verticals as well, to become the trusted authority not just for homes but for hotels, restaurants, in the future."

Join the conversation about this story »

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• The freelance economy has grown immensely in the past couple of years, and is only on track to expand.
• If you're considering making the move from full time work to freelance, you're not alone. Most freelancers earn more than in a nine-to-five, and many freelance jobs can command six figures.
• But how do you get started — and become successful? We spoke to a wide range of freelancers in various industries who make more money now than they did in their previous roles to find out.
• Below is an inside look at the process from start to finish, including details about resources and infrastructure, how to budget your money and time, and how to find clients and recurring gigs.
• Click here for more BI Prime stories.

For many, the American dream is no longer a corporate job, but working independently as a freelancer. The numbers are huge and continue to balloon — over a third of US workers have been identified as part of the gig economy (around 57 million people), with predictions that freelancers alone will comprise over half of American workers by 2027. 

Yet one thing has traditionally held some back from ditching their day job and going full-time as a freelancer: financial fears. Freelancers often get lumped in the collective psyche as part of the "starving artist" category, with the vocation considered one that people do for love more than for money. 

Research shows, though, freelancers make more than nine-to-fivers in most countries, and some freelance jobs can command six figures, such as independent artists, writers, and performers, whose annual mean wage was over $104,000 in 2018, according to the Bureau of Labor Statistics. Other types of freelance jobs can also be lucrative, from web developer to graphic designers and more.

Even knowing that you have the potential to rake in more money than you do in traditional employment, though, making the shift from a regular, reliable paycheck to independent, client-based work is tricky. There's a lot you need to understand first — from infrastructure and budgeting, to finding new clients and setting up a support system. 

For behind-the-scenes guidance, Business Insider surveyed a wide range of freelancers in various industries who make more money now than they did in their previous staff position. Read on to learn what the process is like from start to finish, and what you need to know to make the leap from having a boss to becoming your own.

What infrastructure do you need to put in place to become a freelancer?

The freelancers we surveyed agreed that it's not smart to go cold turkey when making the transition to independent work. Creating a sustainable infrastructure should include a solid financial position, as well as setting up several standard business systems to avoid reinventing the wheel. 

• Financial footing. Kenzi Wood, writer and owner of Kenzi Writes, emphasized the importance of getting out of debt before quitting a full-time job. "I knew this would help me grow the business without fear of my personal finances," said Wood. "That meant putting full-time writing on the back burner for a year, but today I'm more successful because of it." 
• Administrative systems. Wood also recommended creating systems for accounting, client communication, task tracking, and building up a stream of regular clients, so that you can rely on solid processes rather than approaching each project in a piecemeal fashion. Hannah Attewell, who recently transitioned to becoming a freelance success and business coach, agreed with the importance of automation: "Automate everything you can — admin can eat up a lot of time that you then can't use to profit from."
• Tools of the trade. Equipment is another vital part of your infrastructure, and this will vary depending on your industry. Stacey L. Vaselaney, a public relations and social media freelancer who quit her job as a senior PR specialist with a large Cleveland advertising agency in 2013, said a computer, printer, scanner, and website were all she really needed to launch. Attewell explained that she was able to get started after setting up some solid SEO on her website, along with PR for backlines and carefully placed advertising. Many freelancers also recommended investing in accounting software before you begin freelancing.

What resources do you need before leaving a full-time job to go freelance?

Being prepared rather than naive about what's to come is critical to getting your freelance business started on the right foot.

• Cash reserves. In addition to getting out of debt, many freelancers honed in on the importance of building up some cash reserves before collecting your last paycheck from your employer. Marc Andre, founder of personal finance blog VitalDollar.com, set aside about $30,000 as an emergency fund when he left his full-time job as an auditor. "We didn't have any kids at the time and my wife was still working, so that money would have lasted us for a while if needed," explained Andre. "I'd recommend having at least a few month's worth of living expenses, and I think it's good to be more cautious if you have dependents." Lance Beaudry, who previously worked in youth ministry and now owns a small SEO and content strategy company called Avalanche Creative, advises having at least six months of your desired income in the bank, not just six months of expenses.
  
• Support system. When you leave an employer to become a freelancer, you also abandon an in-house support system that you may have taken for granted. Kathleen Osborne, who recently gave her notice at her full-time job and is preparing to kick off a freelance business, said ensuring that she had positive references was her initial priority. "The first thing I considered before making the decision was deciding on whether or not I had the strong network I needed that would vouch for me in terms of the quality of work that I do and/or be a resource for me with networking for new business," said Osborne. Max Kops, who left a job as an IT consultant to freelance in the area of blockchain, agrees with the importance of ensuring that you can obtain initial references when starting out. "What is most important is that you are not only an expert in your field, but you can also convey your value to your prospects," said Kops.
  
• Understanding of benefits and tax implications. You'll be leaving behind employer benefits and tax structure as well when you give your notice, so an important consideration is how you'll account for these changes. In terms of health insurance and other benefits, some independent workers opt to join freelance unions for group plans and advocacy, but most of the freelancers we spoke with didn't feel this was a necessity. "I don't belong to any freelance unions at the present moment and I don't really think it's necessary when starting out," said Drew DuBoff, whose freelance specialty is online business management. It's critical, however, to have a strong understanding of the difference between being a W2 employer and a 1099 contractor when it comes to tax preparation. "There can be a fine line with laws of employment versus contractor," said Nicole Gallicchio, whose freelance background includes serving as a virtual operations consultant. "It is important to account for taxes as soon as you get an invoice paid. I have learned that you should put away at least 35 percent of each check."   

What's the process like of leaving your job to start a freelance business?

Once you have your ducks in a row in terms of infrastructure and resources, be prepared for some potential challenges as you shift your work life from employee to freelancer. Our panel shared a variety of experiences in leaving their employer, some of which were difficult. Many entered the situation with jitters and reservations, but pushed through the fear and did it anyway. 

• Weighing costs and benefits. Beverly Friedmann, who works as a freelance content manager, noted that it was a difficult choice to leave her former corporate position to embark on an untried path as a freelancer. Friedmann was among those who found themselves tallying possible pros and cons before deciding to take the plunge. "I was told by friends, colleagues, and even family that I was making quite a risky move," she explained. "The obvious downsides? Potentially losing benefits without joining a union, including health insurance, workers comp, and unemployment. The upsides? Setting your own hours or working additional hours if desired, increased autonomy, the potential to make even more money by taking on more clients, less travel (depending on your position), and the ability to actually thrive in an industry you enjoy."
  
• Facing politics. Telling your employer that you're quitting can be uncomfortable even when it goes well. Some respondents shared that while they personally were excited about delivering the news, it was met with mixed results from their unsuspecting boss and teams. "I absolutely loved leaving my job," recalled Attewell. "There was definitely a big drama with the job I was in — I imagine because they didn't see it coming. In my case it was more exciting than scary because I was right at the beginning of my career, so [I] didn't feel returning to full-time employment would be too tough if it didn't work out."
• Losing healthcare. Vaselaney too had a difficult time pulling the plug on her steady job, paycheck, and benefits — particularly due to a health situation. "It was a very difficult decision," she said. "As a cancer survivor I am considered high-risk for insurance coverage. Ensuring I'd have healthcare coverage was my biggest concern. After I discovered that I'd be able to be on COBRA for 18 months, I felt confident enough that I could quit my job."

How do you budget your money and time?

The specter of a paycheck-to-paycheck existence is often evoked when freelancing is mentioned, but the vast majority of freelancers queried avoided this fate through proper budgeting and planning. Having enough time to get everything done as a freelancer, though, was flagged by many as a significant issue.

• Put clients on retainer agreements. To avoid feast-or-famine syndrome, some respondents said that they seek retainer-based client relationships to ensure a steady stream of income. By requiring clients to agree to a retainer fee, it allows you to receive a rate that's either fixed or variable, but is negotiated in advance. Freelance SEO consultant Brett Downes referred to retainer contracts as "peace of mind as I know I get a minimum payment each month."
  
• Save to avoid overreliance on current payments. While Friedmann admitted that she has occasionally found herself living paycheck to paycheck, she mitigates this possibility by ensuring that she always keeps a savings account as well-funded as possible. "I would definitely recommend freelance workers take on as many clients as they can and always save," she said. "Savings accounts become key when you're in freelance, as months can be very hit or miss." 
  
• Master self-discipline. With no boss breathing down your neck for that assignment, it's easy to let things slide too much and then find yourself in a constant last-minute crunch. Our sources noted that successful freelancers are savvy about building in time to manage their whole business — including invoicing, marketing, accounting/taxes, and other administration. Tom Wills, who shifted from a sales role in a digital agency to freelancing as a PPC and SEO specialist, says it's vital for aspiring freelancers to learn to manage their time successfully. "You need to be very self disciplined," said Wills. "So if you don't have this trait I would seriously reconsider going freelance, as getting up for work is easy when you have to, but much more difficult if you are your own boss."
  

How do you find clients and get recurring gigs?

Once your freelance business is off the ground, you have to find ways to keep it up and running. According to our experts, there are a variety of ways to generate a steady stream of new business.

• Build up referrals. Many of the freelancers we spoke with get most of their repeat clients through word-of-mouth referrals. This requires first doing outstanding work so that you stand out among a crowded field of freelance talent. "Just do a Google search to remind yourself that freelancers are a dime-a-dozen," said freelance marketing consultant Kristi Grigsby. "You've entered a field where you are truly replaceable — within hours. That reputation of exceptional talent and integrity starts now and is crucial to your success as a freelancer." "It comes down to being a good person to work with," agreed Wood. "If you deliver a quality product on time with a smile on your face, you're a unicorn: it's so hard for businesses to find that in a freelancer. Be so good that they want to keep working with you." This strategy can lead to multiple positive outcomes, noted writing, marketing and communications specialist Alice Donoghue: "If you do great work you'll get repeat business from your clients, plus referrals."  
• Use Facebook groups. Some freelancers — including DuBoff and Lindsay Stead of Gilded Blooms Communications —  have found all or nearly all of their clients by networking online through niche Facebook groups. "People are always shocked by this, but almost every single client of mine has come from being active and engaged in Facebook groups," said Stead, who left her job with the local school board five years ago and now employs a core team of seven. "Having said that, in order to find new clients you need to get very clear on who your ideal client is, and go hang out where they hang out." For example, since Stead's ideal client is a female entrepreneur who is a wedding professional, a coach, works with a not-for-profit, or is a creative entrepreneur, she found Facebook groups that support these women. "I show up regularly, I give value freely, and I make connections," Stead said.
• Get creative. By necessity, freelancers are a driven bunch — complacency in identifying new opportunities can leave self-employed workers with little to no income if they lose a key account. Respondents highlighted a wide range of additional ways that they gain new and repeat business, including traditional in-person networking, researching companies that they want to work for and offering services to them, joining industry associations, attending events, offering thought leadership, and using different freelancer platforms such as Upwork and Fiverr. 

How do you make more money than you did in your full-time job?

After all is said and done, the bottom line still matters, since if you can't pay your bills as a freelancer then you may end up back in the rat race. Fortunately, we found many freelancers who report having the opposite experience. "Within six months I was earning more than my full-time job, and within a year I had more than doubled my earnings," said Attewell, whose timing of rapid income ascension was typical of those surveyed. Our experts shared thoughts about how they managed to make more than they did before, and how others can too.

• View freelancing as a business. Attewell pinpointed her approach toward her vocation as the key to her financial success as an independent worker. "So often people diminish their position by calling themselves 'freelancers' and not treating their freelancing as a business that needs marketing, budgeting, and proper systems like any other business," she said. "The key to making money was that I tracked what I did and reinvested in avenues that were producing clients and revenue streams. Similarly I would regularly trim out anything that wasn't making enough money to justify the time and expense." 
• Parlay freelancing into an actual business. Some freelancers go even a step further. Andre added $20K to his salary in his first year of freelance writing but felt that he could make even more money by managing his own websites — so he used freelancing as a bridge to get him to that point. "It's been a great full-time business for more than 10 years now," said Andre. "I had a salary in the low $40,000s at my old job when I left in late 2008. In 2009, I made about $60,000 in my first year of self-employment. Every year from 2010 to 2018, I had a six-figure income."  
  
• Find a niche. While some freelance fields are very specialized by nature, others like copywriting or graphic design leave the door open to many possibilities. By identifying a target niche market that you can specialize in, you can potentially build your income faster than you could as a generalist. "I think the key to making money freelancing is niching down," explained DuBoff. "When I first started, I offered a lot of services, but I didn't do any of them particularly well. Once I refined my offerings, I began to attract the right kinds of clients that valued my expertise and skill."

With all of the advice above, keep timing in mind, both in your financial and emotional readiness to make such a big change in your career path. "It doesn't matter how cruddy you think your full-time job is, or that the work isn't fulfilling," said Wood. "If you jump off to freelance at the wrong time, there's a good chance you'll have to go back to a full-time job working for someone else." If you time it right, though, the sky can be the limit: "Being a freelancer has been great for me," said Vaselaney. "I can't imagine ever going back to an office job." 

SEE ALSO: One email I wrote brought in 100% of my clients after I started my business — here's the template

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NOW WATCH: Stewart Butterfield, co-founder of Slack and Flickr, says 2 beliefs have brought him the greatest success in life

• It's normal for relationships to have some degree of conflict.
• But psychological research has found there are specific behaviors that weaken a partnership over time.
• Below, find 11 of the most common — and what to do instead.
• Visit Business Insider's homepage for more stories.

Every romantic relationship goes through ups and downs. Even if you just had a massive fight about who stained the living-room couch with coffee (we know: It wasn't you), it's not the end of the world.

However, certain behavior patterns can weaken a partnership over time, leaving one or both people wanting out.

Psychological literature is rife with examples of such behaviors, including avoiding new experiences, not being honest about finances, and even texting too often.

Note: If you recognize one or more of these patterns in your relationship, that doesn't necessarily mean you're headed for a breakup. Use this opportunity to take a step back, take a deep breath, and see what you can do to work it out.

Here are 11 ways a romantic relationship could be ruined for good.

SEE ALSO: A marriage therapist says there are 4 good reasons to leave a relationship — and a really bad one

Distancing yourself from your partner

A 2016 study, published in the journal Couple and Family Psychology: Research and Practice, found there's a deadly combination of characteristics that predict relationship dissatisfaction: sensitivity to rejection and the tendency to cut your partner off emotionally.

People who are really worried about getting hurt might distance themselves from their partners, which ends up making the relationship less satisfying in the long run. In other words, they effectively create what they fear.

If this sounds like you, try telling your partner about your fears. You might be surprised to learn that they share some of those concerns, and you can work through them together.

Closing yourself off to new experiences

A growing body of research suggests that couples who try new things together are happier in their relationship.

The inverse might be true, too: Writing in Psychology Today, clinical psychologist Lisa Firestone says when you stop being open to developing shared new interests, it can hurt the relationship and create resentment between partners.

So take up your partner's offer to try a new restaurant or go hiking instead of spending Saturday at the movies — at least once in a while.

Hiding your finances

In one 2018 poll for the National Endowment for Financial Education, 44% of adults said they've lied to their partner about money (financial infidelity), which can lead to fights, distrust, and in some cases divorce.

The problem is that money isn't just about numbers — it can symbolize power and love. So insecurity about what your partner's doing with his or her money means insecurity about the relationship in general.

Before you decide to combine (or even partially combine) finances with your partner, it helps to have a conversation about budgeting and your financial histories, and to come up with guidelines for making big individual purchases.

Giving your partner the silent treatment

A 2014 study, published in the journal Communication Monographs, suggests that couples engaged in "demand/withdraw" patterns — i.e. one partner pressuring the other and receiving silence in return — are less happy in their relationships.

The lead study author, Paul Schrodt at Texas Christian University, says it's a hard pattern to break because each partner thinks the other is the cause of the problem. It requires seeing how your individual behaviors are contributing to the issue and using different, more respectful conflict-management strategies.

Forming a "fantasy bond"

Psychologist Robert Firestone coined the term "fantasy bond," which describes the illusion of connection with your partner.

You replace genuine feelings of love and passion with the idea of being a couple, or a unit. Emotional closeness is often replaced by adherence to routines.

The real danger, according to Firestone's daughter, Lisa Firestone, is that you start to lose your individuality in your attempt to find safety in the relationship.

If you feel like you've entered into a fantasy bond, Robert Firestone says it helps to explore your fears of individuation and separation from your partner and work toward developing a more honest communication style.

Hashing out tough topics via text

A 2013 study, published in the Journal of Couple & Relationship Therapy, found that while women tend to be happier in relationships the more texts they send, men are less happy.

The lead study author, Lori Cluff Schade, told NPR that for men, texting may be a way to withdraw from the relationship.

In some situations, texting may not be the best alternative for either partner. The study author advises couples to consider moving conversations offline. She told NPR: "You may need ways to say, 'This is getting too heated for me. I need to talk with you later about this in person.'"

"Kitchen thinking"

That's a term for when you and your partner are fighting and you remember something else hurtful they did, even if it's not directly related to the conflict at hand.

Psychologist Douglas LaBier shares an example in Psychology Today: You're arguing about your summer-vacation plans and suddenly you start talking about that ugly chair your partner purchased the other day.

A 2016 study published in the journal Personality and Social Psychology Bulletin found that people who reported kitchen thinking also reported having more frequent and intense conflict and feeling worse about their relationship.

The study didn't establish that kitchen thinking caused more conflict; it could be the other way around. Either way, watching a mental parade of your partner's flaws and transgressions probably isn't so productive.

Showing contempt for your partner

As Business Insider's Erin Brodwin has reported, couples who display contempt are more likely to split up.

According to relationship expert John Gottman, contempt — a mix of anger and disgust that involves seeing your partner as beneath you — is the No. 1 predictor of divorce. That's because it becomes harder to see things from your partner's perspective.

The first step to resolving the problem is cultivating appreciation and respect from both partners, and finding a more positive way to express your feelings.

Speaking negatively about your partner to others

A 2017 study of heterosexual married couples, published in the Journal of Family Psychology, found that "social sabotage" is one form of aggression that can hurt a relationship.

As psychologist Susan Krauss Whitbourne writes in Psychology Today, social sabotage involves behaviors such as going behind your partner's back and sharing private information, as well as trying to embarrass your partner in public.

Interestingly, though women in the study were more likely to be guilty of social sabotage, men's use of social sabotage was more damaging to the relationship.

Krauss Whitbourne writes: "Instead of creating the toxic environment caused by going outside the marriage for support, the authors recommend that couples address their problems directly or seek professional help."

Breaking up for the wrong reasons

According to marriage therapist (and Courtney Love's mom) Linda Carroll, breaking up with someone takes a lot of emotional and mental energy. Often, deciding whether to break up can be the hardest part. 

But breaking up with someone because they're not exciting anymore is not a legitimate reason, says Carroll. Just because they're ordinary doesn't mean being with them is a waste of time. All relationships, in the long term, settle down into a comparatively dull phase after the "honeymoon phase." But, Carroll says, only you know whether a breakup is right for you.

"You know, for your own reasons, that you really are done," Carroll said on the Art of Charm podcast. "It's probably less to do with the other person than with you." 

You buy into "happily ever after"

Life isn't anything like "Cinderella," and there is no such thing as a Prince Charming. Yes, marriage is about being in love, but it's also about hard work, writes Ellen McCarthy in her 2015 book, "The Real Thing: Lessons on Love and Life from a Wedding Reporter's Notebook."

McCarthy writes: "The collective wisdom seems to be: 'Sometimes you will be miserable. This is the reality of long-term intimacy. Carry on.'"

She also found that, according to research by relationship expert and author Iris Krasnow, one group of women tended to be satisfied in their marriages: the ones that never believed in the idea of "happily ever after."

• America is full of thriving LGBTQ communities.
• New Orleans, Austin, and Tampa have been named some of the best cities for gay dating, according to a new survey.
• Here are 16 of the best places for gay dating, based on factors including the number of single people in the gay community, bars per 100,000 people, and the cost of a single drink.
• Visit Business Insider's homepage for more stories.

Same-sex marriage may be the law of the land, but before wedding bells chime, there's the dating scene.

For all LGBT singles out there, it's easier than ever to navigate a city's gay community. According to a ranking compiled by gay-rights advocate Evan Goldstein (founder and CEO of medical practice Bespoke Surgical), some of the best cities for members of the LGBT community to make romantic connections include New Orleans, Austin, and Tampa.

The data was compiled by focusing on factors such as the percentage of single people; the size of the LGBT community; the Municipal Equality Index (MEI), which rates cities based on their equality in relation to the gay community and is compiled by civil rights organization the Human Rights Campaign; bars per 100,000 people; and the cost of a single drink. The total possible city score was 50.

Acceptance of LGBT relationships continue to be on the rise, according to the Pew Research Center. In 2004, only 31% of Americans were in favor of same-sex marriage; as of 2019, 61% are in favor.

These days, cities and towns across America boast thriving LGBT communities. Here are 16 of those cities with the best dating scene.

SEE ALSO: The 13 top Fortune-ranked companies for LGBTQ employees

(T) 13. Phoenix, Arizona — Total score: 29.9

According to Gay Arizona's Pride Guide, Phoenix doesn't have a central district with LGBTQ-friendly bars. Instead, they're spread out all over town. The most popular neighborhood is the Melrose District, which has many LGBTQ-owned bars and restaurants.

Phoenix has its own annual Pride festival, as well as the Rainbows Festival, dubbed "Arizona's greatest street fair," which is held every Noveember.

(T) 13. San Francisco, California — Total score: 29.9

In 2017, San Francisco was named America's best city for gay travel by Travel and Leisure. And perhaps rightly so — much of modern gay culture got its start in the city.

In 1978, the first rainbow flag was created by San Francisco artist Gilbert Baker. It has since gone through several color variations to become more inclusive.

(T) 13. San Antonio, Texas — Total score: 29.9

San Antonio's official website reads, "San Antonio's friendly folks welcome and celebrate one and all." And based on everything it offers its LGBTQ community, it shows. The city hosts its "Bigger Than Texas" Pride Parade and Festival, which unlike most Pride festivals doesn't start until 9 pm.

The city even has its own LGBTQ magazine, Out in SA.

(T) 13. St. Louis, Missouri — Total score: 29.9

To commemorate the 50th anniversary of the Stonewall Inn riots, St. Louis hosted a number of events, including St. Louis Pride Fest, gay pride weekend at Washington University, and several museum and library tours of St. Louis's gay history. 

St. Louis has also had official Pride celebrations as far back as 1980.

12. Los Angeles, California — Total score: 30.2

Los Angeles is a big city, and that means a big LGBTQ community as well

The Los Angeles LGBT Center, founded in 1969, is one of the city's main LGBTQ institutions. It plays an important role in organizing events, social services, housing, advocacy, and education, among other services.

11. Hartford, Connecticut — Total score: 30.3

Hartford, just a couple of miles from New York, has several LGBTQ events happening year-round.

There's the Hartford Pride festival and the OUT Film CT Festival, as well as several LGBT-frequented bars and restaurants. Other Connecticut towns have their own Pride festivals as well: New Haven, New London, and Norwalk.

10. Atlanta, Georgia — Total score: 30.7

Atlanta boasts on its site that it's the "national headquarters of the LGBT South" and that it "slays with a vibrant gay community."

9. Detroit, Michigan — Total score: 31.0

Detroit has multiple neighborhoods with LGBTQ-friendly bars and restaurants, mostly in the Ferndale, Royal Oak, and Palmer Park areas.

Some of Ferndale's restaurants include The Emory and Rosie O'Grady's.

8. Cleveland, Ohio — Total score: 31.2

Cleveland may be the 52nd-largest city in the country, but what it lacks in size, it makes up for in pride. 

Cleveland's bars, restaurants, and community centers host LGBTQ events throughout the summer months like Pride festivals, drag queen bingo, dance competitions, and fundraisers.

(T) 6. Portland, Oregon — Total score: 31.4

Portland has a seemingly endless amount of LGBTQ-friendly organizations, eateries, and events. It has so many, in fact, it needs its own Gay Yellow Pages. 

Some of its organizations include Basic Rights Oregon, Cascade AIDS Project, Pride Foundation, and Portland's all-volunteer chapter of the Human Rights Campaign (HRC).

(T) 6. Denver, Colorado — Total score: 31.4

Denver says on its site that it's "the true gay and lesbian center of the West."

The Denver PrideFest is held every year and features not only the standard march through the streets of Denver, but a 5k run. There's also the Rocky Mountain Regional Gay Rodeo and the CinemaQ Film Festival.

5. Providence, Rhode Island — Total score: 32.3

Providence, Rhode Island's capital, is also something of a capital for LGBTQ life in the state. There's the annual Pride festival, the RI Pride Art Gallery (an arts event that runs through June), as well as weekly drag shows year round at local bar EGO Providence.

4. Orlando, Florida — Total score: 32.4

Orlando is known for being the site of Disney World, but it's also the site of a vibrant gay social scene.

In fact, every year, thousands of people wearing red visit Disney World for Gay Days Orlando to celebrate the LGBTQ community. Disney has hosted the visitors since 1991. Last year, over 50,000 people took part in the events.

3. Tampa, Florida — Total score: 33.6

While many Florida cities are gay friendly, Tampa is sometimes overlooked by its bigger neighbors Orlando and Miami.

Tampa has its own long history, starting with one of its first gay bars, the Knotty Pine, which was popular in the 1940s, according to the Tampa Bay Times. Much like the Stonewall Inn in New York, the Knotty Pine was the site of violent clashes between patrons and police during raids. Now, Tampa residents remember the bar as the birth of the local gay community.

2. Austin, Texas — Total score: 34.1

Despite being in the heart of politically conservative Texas, Austin is known for its welcoming atmosphere and friendly citizens. It's also a great place to enjoy cultural get-togethers like the South by Southwest music festival and Texan food.

As for gay nightlife, there are popular bars like Oilcan Harry's and Rain on 4th.

1. New Orleans, Louisiana — Total score: 34.4

The Big Easy has always been a cultural hub for artists, musicians, and colorful characters, as well as a destination for the gay community.

New Orleans was gay-friendly long before other cities were. America's oldest gay social organization, the Steamboat Club, was founded in 1953, and the Gay Liberation Front of New Orleans was active in the early 1970s. Famous gay residents have included playwright Tennessee Williams and photographer Frances Benjamin Johnston.

Every August, New Orleans hosts Southern Decadence, their Pride festival, which draws upwards of 180,000 people, according to the New Orleans official site. Even though Mardi Gras gets all the attention, this party is the city's fifth-largest tourist attraction, drawing $215 million in revenue for the city. 

In addition to festivals, New Orleans is home to gay-friendly bars such as Cafe Lafitte In Exile, The Oz, and Napoleon's Itch— and that's just the French Quarter.

• Workers are challenging their employers like never before, but as an employee, you still run the risk of coming across as lazy or disinterested if you say "no" too many times.
• If you must tell your boss "no" when she assigns you a new project, find ways to work with her to complete the task without getting overwhelmed.
• Visit Business Insider's homepage for more stories.

When you're invited to a networking event that sounds kind of blah, you can generally respond with, "I'm not interested; thanks" and feel okay about it.

But try this same tactic with your boss and you'll be met with some serious eyebrow raising.

While employees around the country are challenging their employers to address political issues, saying "no thanks" to your boss when she assigns you a new project could signal you're lazy or disinterested.

Even if you're overwhelmed with other projects, or if you're not sure you're the best person to complete this task, you never want to say "no" flat out or right away.

Read more:13 things that should never surprise a boss

Instead, you'll want to think about how you can say "yes."

According to Michael Kerr, an international business speaker and author of "The Humor Advantage," the question should always be, "How can we" — as in, you and your boss — "say 'yes' together?"

To find out how best to respond in this situation, Business Insider consulted Kerr and Lynn Taylor, a national workplace expert and the author of "Tame Your Terrible Office Tyrant: How to Manage Childish Boss Behavior and Thrive in Your Job," on how to say "no" in different scenarios. Read on for their best advice.

If you're already overloaded with other assignments: 

"I would be happy to do that project, but what that could mean is that [whatever other project you're working on] will have to be put off until tomorrow, because I was actually going to spend the next three hours finishing that proposal. Would you like me to put that off?" 

That's according to Taylor, who said that "most managers are just going to continually feed you more and more material until you say, 'Stop' or 'If you give me X, then Y is going to suffer.'"

In other words, you need to stay on top of your assignment list, because your boss isn't going to. 

Taylor said it's also important to remember that you want to frame your response in terms of doing your best work.

So even if one reason you're worried about taking on another project is that you'll have to stay until 10 p.m. tonight, you should communicate to your boss that what you're really worried about is underperforming on your other assignments.

To your boss, Taylor said, "it's all about the end product." 

Read more:11 tips to help you move on from a job rejection

You can offer to meet with your boss and show them exactly what you're currently working on. Tell them, "I really want to get on the same page as you and make sure I'm doing what it is you want."

Kerr also recommended thanking your boss in this situation (seriously!) — if they're piling on the projects, that means they have confidence in you. 

If you have multiple bosses who don't always consult each other when they give out assignments: 

"Here are the other things that are on my plate. Perhaps you weren't aware, but I've also been asked to do [this other assignment] from [other boss], and they are doing this as a high priority. So I am going to need some clarification from somebody as to what gets the highest priority."

In this case, Kerr said, it's important to have an "open and honest conversation" with at least one of your managers as soon as possible.

Taylor said sending an email to your primary boss and copying the others works, too.

You can say something like: "I understand that [whatever project your primary boss assigned you] is a priority for us today, so I'll be spending the first part of the week focusing on that. Just to be on the same page, it looks like the latter part of the week, I'll be working on the XYZ project with John and Jim. If there's anything else I should be working on or focusing on this week, please keep me informed."

If you don't think you have the right skill set to complete the assignment: 

"I would love to be able to add this to my work in the future, but right now I don't feel like I'm equipped enough to do [this assignment]. I don't have the proper training. Could we look at getting some training for me this year? Until I get the training, could I suggest that [one of your coworkers] handle it this time? Because I know he's well-versed in [whatever area]."

Kerr emphasized that you'll want to come from a solution mindset. Instead of simply refusing the assignment, come up with a way to solve it — like getting training.

You can even propose that you shadow the coworker who's more skilled in the particular area, so you learn what to do for next time.

"Express that sentiment, 'I want to do it, but I want to do it right,'" Kerr said.

If you're not feeling confident that you could do a good job on this assignment — a situation Kerr said comes up fairly often in the workplace — he recommended telling your boss exactly that.

Ask your boss if they can offer any help or suggestions. "Most bosses will respect you for opening up like that," he said.

Ultimately, Taylor said, "people who can set reasonable boundaries with their boss can be more well-respected in the eyes of their boss."

Someone who stays late every night to complete 16 different projects because they aren't able to prioritize isn't necessarily an effective employee.

On the other hand, someone who leaves at a reasonable hour because they're organized and know what needs to get done probably is. As Taylor said, "They just have their act together."

SEE ALSO: How to impress your boss from the get-go and avoid 'unforgivable sins' that could haunt your entire career

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NOW WATCH: Never say these 6 things to your boss

• Morgan Stanley's Octavius "Ted" Reid struggled financially at the start of his career but turned sports into his niche after a friend who was a professional athlete fell into dire straits. That helped him build a career managing money for star athletes and entertainers.
• Reid was never a sports fan growing up, but he discovered a passion for teaching sports stars about finance and helping them with their money. He has now worked with athletes and entertainers for 33 years.
• Reid's own struggles, and his friends' early struggles, have helped him relate to people who sometimes see their careers go off course. He told Business Insider it's why he stressed the importance of planning for worst-case scenarios.
• Click here for more BI Prime stories.

When Octavius "Ted" Reid's game plan was destroyed, he had to make a new one. His inspiration came from a surprising place.

Reid was just beginning his career at Morgan Stanley when the stock market crashed in October 1987. He was forced to take extra jobs waiting tables and delivering packages to cover his mortgage payments.

That was the unlikely start of a career that's seen him become a trusted adviser to more than 100 stars and professionals in sports and music as the head of his own group within the company's sports and entertainment unit.

Reid started to turn things around when he extended a helping hand to his friend Ron Moten. Moten, who had just been drafted by the NFL's Philadelphia Eagles, suffered a devastating injury before playing in a regular-season game. According to Reid, Moten's financial adviser mismanaged his money, leaving him homeless.

"For the next 2 1/2 years, he ended sleeping on my couch," Reid told Business Insider. "We would both come home every day, beat up from our other jobs, and looking at each other and saying, 'This wasn't the game plan.'"

The two began teaching each other about their respective industries, looking for a way out of their situation.

"He started inviting some of his teammates over the house," said Reid, who is now a wealth adviser at Morgan Stanley's sports and entertainment division. "I started teaching them how to manage their money and a number of them became clients."

"One day," he added, "I realized I had a niche."

A few years after that, some of Moten's former Eagles teammates went to the Arizona Cardinals following a coaching change. His connections in football led to baseball, and he was on his way.

Read more: This wealth manager for celebrities says the young people who ask her for investing advice are often making a basic financial error

Some two years after Moten moved out, Reid was working exclusively for athletes, taking him into a niche that would later become very popular. From there he branched out into entertainment lawyers and musicians, building up a network in the industry.

Reid says he's never been a sports fan, so the idea of being close to the action on the field didn't draw him in. He still draws meaning from his personal connection with Moten, knowing that athletes' sudden success doesn't always last.

"I saw the struggles he went through at the end of his career," Reid said. "I've also been pretty much rock bottom myself."

Moten turned his life around as well: After his football plans ended, he went back to college and started a career in law enforcement. This year he retired as chief of detectives for the Camden County Prosecutor's Office.

Even after three decades, his says his early experiences have given him an understanding of the excitement a young athlete or entertainer might feel — and knowledge of the consequences if they don't plan adequately for their future.

"Wall Street, when I got hired, we lived the same mentality," he said, adding: "We all thought we were going to be 22-year-old millionaires. You've got to make the right decisions now."

SEE ALSO: Don't be fooled by Trump's trade-war truce with China. Experts across Wall Street say the fight is spreading around the world.

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NOW WATCH: MacKenzie Bezos pledged to donate more than half of her life's fortune. Here's how she went from one of Amazon's first employees to an award-winning novelist.