The 5 Elements of Storytelling Every Entrepreneur Needs to Know

Is it possible to be born an entrepreneur? The concept of following a particular career or lifestyle, predetermined at birth, is a controversial one, so I’ll just say this -- I began my entrepreneurial journey at a very young age, and I feel that I am meant to follow the path I’m on.

I love everything that being an entrepreneur stands for. Entrepreneurship depends on extreme dedication and passion toward a greater purpose. It means an undying commitment to serving an unmet need within the communities in which we live. Becoming an entrepreneur requires that you use creativity to develop ideas and execute strategies that are intended to change the world -- even when people think you’re crazy for it.

By the age of 6, my brother Adam and I had several growth-hacking and business-funding experiences, including a leaf-raking and snow-shoveling business and a can collection business. We developed great negotiation and customer service skills as we ran tables at the local swap meet with our Grandpa Joe. Both Grandpa Joe and our beloved swap meet experiences were paramount to starting our first “official” business, Dipper-Do Stunt Airplanes, just before I turned the ripe old age of 8.

My brother and I were lucky to have someone to teach us the entrepreneurial lifestyle so early on. Grandpa Joe helped us set up Dipper-Do stunt airplanes and sell them at a local folk festival, where we sold out before the festival ended. The entrepreneurial bug hasn’t left us since!

Today, we are regularly approached to become advisors to startups and serve as mentors for new entrepreneurs, and we’re constantly entrenched in the world of small business. I am deeply invested in staying on top of entrepreneurial trends in order to best serve these startups and provide them with the most value possible.

With this exposure and our commitment to supporting entrepreneurs around the world, we strongly feel that in order to stay relevant, entrepreneurs must possess the ability to captivate an audience through storytelling.

Unfortunately, we’ve come to the realization that one of the main challenges entrepreneurs struggle with is their ability to summarize what they do and what they’ve accomplished, which can be done through the use of storytelling. Whether they are attempting to raise money, build a team, speak at a conference, build an online course or close business deals, every entrepreneur must be able to tell his or her story. And in order to be memorable, that story must be told in a clear and powerful way.

By many standards, my brother and I have experienced some tremendous entrepreneurial success. However, we too have struggled with the challenge of articulating what we do clearly and concisely. We’ve often found ourselves lamely answering the question, “What do you do?” with an uninspiring, non-captivating response.

Here is the problem: Though “storytelling” is a buzzword right now, very few people are teaching entrepreneurs how to do it -- even when they understand the impact great storytelling can have on a business.

I had the chance to speak with The Campfire Effect’s Chris Smith, who has worked with some amazing figures like JJ Virgin, 6th Division, Old Republic Title, Wells Fargo Home Mortgage, and Northwestern Mutual. Chris outlined for me the powerful brand and storytelling formulas taught within his four-part proprietary methodology, The Campfire Effect. He explained that five particular elements, contained within these formulas, are critical to executing successful storytelling.

1. Who we are

Many entrepreneurs tend to share more of what they do than who they are. People buy from other people, and an entrepreneur’s ability to connect with another human being through his or her authentic story will have a more profound influence on someone than all the information in the world about his or her product or service.

2. What we do

When sharing what you do, you must be succinct, clear and thought-provoking, but most importantly, your summary needs to spell out a benefit to the person you’re speaking with. After someone learns what you do, they should clearly understand how it would benefit them and want to know more.

3. Why we do it

Most entrepreneurs realize that we live in more of a purpose-driven world than ever before. People aren’t only buying what you do -- they’re buying why you do it. They “why” in your story can be one of the biggest differentiators between your business and a competitor’s.

4. How we do it

Despite the importance of this element, very few entrepreneurs truly understand it. People aren’t only interested in what you do and why you do it -- they also want to know how you do it. Your ability to powerfully articulate the method in which you do what you do will make you look both confident and experienced -- even if you aren’t. Though entrepreneurs often get excited about simply sharing what they do, sharing how they do it can establish trust and credibility between themselves and a potential customer.

5. Proof

Potential customers want proof of a time you have successfully achieved a result for someone, and they want to hear what you did, why you did it, and how you did it. Nothing will drive someone more to write you a check or support you than a customer success story. Tip: When telling such a story, start by sharing the pain and difficulty the customer was facing when they came to you; then explain what you did for them and why. Finally, divulge the benefits the customer holds now that he or she has worked with you. This method allows the listener to relate to the customer in your story, and will hopefully give them the confidence necessary to go to you for a product or service.

It can be incredibly difficult to outline what you do, why you do it, how you do it, and when you’ve successfully done it while staying concise, unique and engaging. What I enjoyed about The Campfire Effect is that they’ve developed formulas within their framework that allow us to easily do all of the above which results in an ability to powerfully influence others and chart a course for success. Personally, I was astounded by what I uncovered about myself in going through The Campfire Effect -- the impact I have on growth and sales has inflated with my ability to articulate what I do in a meaningful way.

Have you looked into storytelling as a part of your business and personal branding strategy? What is the most difficult aspect of storytelling for you? Nearly everyone could improve their answers to the question, “What do you do?” 

Here’s to great storytelling!

Matthew Toren

Real Leaders Own Their Mistakes

Whether you’re a CEO, a manager, or a business owner, you’re the boss, and that means you’ve got a lot of responsibility riding on your shoulders. When you’re in position of authority, your customers, investors, and employees put a great deal of faith in your ability to make the right call. So you have to step up to the plate and deliver.

But sometimes, things go terribly wrong. And while it might be tempting to fall back on some lame excuse or blame someone else, that’s a big red flag that you’re not ready for prime time. If you want to make the big bucks, you’ve got to put on your big-boy pants and hold yourself accountable. Whining and pointing fingers won’t cut it.

Unfortunately, when it comes to the need for business leaders to own their mistakes, far too many bosses act as if they never got the memo.

For example, I’ve heard former Hewlett-Packard CEO Meg Whitman(she’s currently CEO of Hewlett Packard Enterprise and Chairman of HP Inc.) make plenty of thinly veiled excuses for four long years of write-downs, layoffs, and revenue declines before finally giving in to shareholder pressure and splitting the company in two.

Whitman blamed former CEO Leo Apotheker and his botched acquisition of Autonomy. Never mind that, as a board director, she approved every decision he made. She also blamed his predecessor, Mark Hurd (now co-CEO of Oracle) for his acquisition of EDS and R&D cuts.

And when Apotheker was running the show, I remember a couple of earnings calls where he lowered the company's revenue targets after having just raised them. Instead of holding himself accountable for lousy forecasts, he blamed everyone and everything from Hurd and the breakout success of Apple’s iPad to the earthquake and tsunami in Japan.    

In contrast, Hurd never pointed a finger at his predecessor, Carly Fiorina. He simply took the reins, did what had to be done, turned the company around, and led HP to market share gains across all core businesses and five straight years of profit and revenue growth, even though half his tenure coincided with the Great Recession. 

This lack of accountability epidemic is even worse in Washington. Whenever a politician opens his mouth you can expect blame to spew out. Speaking at a fundraiser in Atlanta a couple of years into his first term as President, Barack Obama blamed the sub-prime mortgage crisisand ensuing recession squarely on the Bush Administration:

“We got here after 10 years of an economic agenda in Washington that was pretty straightforward. You cut taxes for millionaires, you cut rules for special interests, and you cut working folks loose to fend for themselves. That was the philosophy of the last administration and their friends in Congress.”

That wasn’t the first time and it certainly wouldn’t be the last that Obama blamed America’s economic woes and chaos in the Middle Easton his predecessor, Republicans in Congress, anyone but himself. Frankly, it’s obscene for a sitting president – the most powerful man in the world – to shirk his responsibility and play a childish blame game.

Bush certainly had his issues, but blaming others for his failures was not one of them.

Not only can Obama, Apotheker, and Whitman learn about leadership accountability from Bush and Hurd, they can also learn about owning their mistakes from the National Football League.

Green Bay Packers head coach Mike McCarthy was recently taken to task for his decision to kick an extra point and send the Arizona Cardinals game into overtime (a fifty-fifty bet), instead of going for a two-point conversion, which the team had done successfully two thirds of the time this season. But like a true leader, McCarthy owned the decision and held only himself accountable.

A couple of weeks before, New York Giants head coach Tom Coughlinmade the rare decision to resign after three losing seasons, instead of putting the team’s management, players, and fans through the drama over whether he’d be fired or not. He left with integrity … and his head held high.

And sophomore wide receiver Odell Beckham Jr. posted an unconditional apology for his unsportsmanlike behavior against cornerback Josh Norman during a Carolina Panthers game. He could have blamed it on taunting by Norman and some pregame antics, but instead, he held only himself accountable.    

This is simple, folks. Everyone makes mistakes, but real leaders own them. Real leaders hold themselves, and only themselves, accountable. The buck really does stop with them. That’s the way it should be. That’s the only way to lead.

Steve Tobak

10 Surprising Things Successful People Like

Lifestyle articles about the rich and famous inevitably feature opulent mansions, outlandish purchases, and daredevil antics. And while Oracle chairman Larry Ellison does race yachts, live in a $100 million home, and buy the occasional Hawaiian island, that’s not exactly the norm among executives and business leaders.

In my experience – and I’ve known hundreds of successful CEOs, VCs and founders – the vast majority get off on far more normal things, for lack of a better term.

Why is that important? Because we live in a culture that somehow manages to both admire and loathe successful business people when the truth is that they’re made of flesh and blood, just like you and me. Not to stereotype, but the ones I know enjoy doing things that just might surprise you.

Helping those who need and deserve it.

It’s popular to talk about causes these days but, in my experience, few actually walk the talk. Successful business people are generally quite generous with their time and money when it comes to those who are both in need and deserving – the latter being a key distinction.

Sleeping in their own beds.

The glamour of a high-powered executive jetting all over the world is a complete myth. It’s fun at first, but after a few million air miles, you get pretty sick and tired of all the redeye flights and waking up in hotel rooms with no idea what city or country you’re in. Glinda was right. There’s no place like home. 

Mundane hobbies.

Some build models or play musical instruments while others like to bake cupcakes or play poker. I love to garden and cut up huge trees for firewood. I also cook Asian cuisine and collect wine. Yes, I drink it, too. Go figure.  

Working their tails off.

This is about what successful people like to do, not what they like to do for fun. And what most of them like to do is work their butts off. They’re mostly workaholics who love their work.

Quiet time.

Limelight usually follows success. It just comes with the territory. But being in the public spotlight is not all it’s cracked up to be. When they’re not working, most of these people enjoy quiet time alone or with friends and family. It’s almost a necessity to decompress and keep things in perspective.

Control.

Not all CEOs are control freaks but it’s a common enough trait, especially among founders of tech companies. I’m similarly afflicted, I’m afraid. C’est la vie. 

Giving advice.

Most successful business leaders are surprisingly generous about sharing their knowledge and experience. Even after making gobs of money, they usually enjoy speaking, writing books or articles, or just giving a little advice to someone who needs it. They’re generally very approachable, willing to mentor, and not pretentious about it, either.

Winning.

Since competitive spirit is being bred out of our society by an educational system that promotes mediocrity instead of meritocracy, it bears mentioning that every successful executive or business leader I’ve ever known loves to win. They don’t spout off about it like Charlie Sheen, but it’s true, nevertheless.

Sweating.

It’s uncanny but an overwhelming majority of these people stay in shape in one way or another. They run, hike, do yoga, swim, cycle, ski, do ironman triathlons, lift weights, practice marshal arts, whatever works.  

Being good to their employees.

While the populist view of the one percent is that they’re ruthless, selfish, and greedy, that’s far more the exception than the rule. Nearly every corporate executive I’ve ever known has known that human capital is hands down their most critical asset.

It’s sort of bizarre the way our society alternately hoists CEOs up on pedestals like their gods or something and denigrates them as being privileged. I really don’t get it. If you met one on the street, you’d think he’s just a regular guy. That’s because he is just a regular guy. That’s the beauty of free market capitalism. 

Steve Tobak

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Business brings on a lot tough #decisions. Be on your a-game everytime! Doing these things simplify the #process...
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Develop These 7 Skills to Become a More Influential Person

Some people seem like they were born to excel. They’re gifted physically, intellectually or artistically, and it appears as if they just float to the top.

But don’t be fooled. However gifted someone may be, he or she still had to develop those talents to achieve a lofty professional position. And that’s good news for the rest of us. Each one of us has our own skills and talents, and we too can develop them and propel ourselves into positions of influence.

Here are seven ways to enhance those talents:

1. Develop your critical decision-making skills.

Decision-making is a top leadership competency because it pops up everywhere, from the simple choice of where to hold a staff meeting to the strategic options of where to spend marketing dollars. These decisions impact the people in the next cubicle, but they may also affect a subsidiary halfway across the globe or an entire country.

Decisiveness is not a trait we’re born with -- it’s a skill that can be learned. To master it, analyze your process of critical decision-making to spot weak links in your reasoning and to recognize unconscious biases for or against something or someone. While we can’t control outcomes, we can shape the process that sets them in motion.

2. Learn to make a solid argument.

You may never address the United Nations Security Council or testify before Congress, but everyone should be able to put together a coherent argument. That skill is critically and frequently useful -- in high-stakes conversations, in presentations, in question-and-answer sessions and in other discussions with decision-makers or anyone else who represents a certain viewpoint or asks you to explain yours.

To argue means to give reasons. It means defending and promoting your choices against the contrary arguments of equally adept influencers. Take what you’ve learned in school and build on that base with private instruction and directed reading on the relevant subject. You’ll find that your ability to think critically and analyze others’ arguments will dramatically increase your influence on their choices.

3. Become a storyteller.

Storytelling has been a premier tool in influencing people across cultures and eras. Influencers tell stories for strategic purposes. From motivating people to act, to teaching, to reducing resistance and changing minds, a well-told narrative is a formidable force, often far more powerful than the mere recitation of complex financial or technical facts.

Numbers and figures are important, but when it comes to showing their relationship to any issue, large or small, a strategic narrative wrapped around the digits will deliver the message better and more memorably than anything else.

After you master the data, ask yourself: Is there a way to put a human face on my message? Are there real-life examples that will help me make my point in a way others can relate to?

4. Hone your speaking skills.

When many of us think of influential people, we often think of those who were great speakers, such as John F. Kennedy, Ronald Reagan and Steve Jobs, as well as contemporaries such as Michelle Obama and Sheryl Sandberg. While many influencers operate effectively behind the scenes, those with the ability, the drive and the courage to speak persuasively have an additional source of powerful leverage.

Like decision-making skills, speaking skills are in high demand. Every day in myriad organizations, corporations and schools, vast numbers of presenters strive to capture the imaginations of workers and executives and students in order to drive an agenda forward. Yet many people fear speaking in public, giving in to a panic that closes a heavy door on a fast track to success and influence.

Do not shy away from speaking opportunities. Hone your message and delivery skill by repeatedly putting yourself in front of an audience, gather feedback, make adjustments, rinse and repeat. Summon the courage to speak and accept discomfort as a natural part of learning and growing. Start in smaller settings first, and then build up from there. There’s no limit to where your influence can grow with this skill.

5. Have a basic understanding of current events.

You can’t have an intelligent conversation with your peers and clients if you’re stumped when faced with everyday topics such as the election, taxes, budget deficits, interest rates, markets, unemployment, economic instability in China and the meaning of all these things to the average citizen. You don’t need to be an expert on these topics, but you do need a basic understanding of them.

Influence is about shaping opinion, and embarrassing holes in everyday knowledge -- the kind that force you to awkwardly steer conversations into friendlier waters -- can significantly dampen your 360-degree influencing efforts. To fill these gaps, set aside a particular time each day to learn what’s in the news. Make it a daily habit. It will require no more than 20 minutes.

Test your knowledge and wit by engaging friends and colleagues in the salient topics of the day and see how far you get and whether you’re able to make a well-informed point that you can back up. It’s a low-risk strategy that allows you to gather feedback in real time with the opportunity to fill gaps just as quickly, with hundreds of news sources just a few clicks away on your smartphone.

Build your knowledge incrementally and notice how others will start coming to you for information, which is, after all, a major source of influence.

6. Think like a leader.

Influence is most obvious when it happens at the front of the pack. While influence can arise from any position, it is also from a position of leadership that it can make the most impact.

The most successful companies develop their high-potential leaders from within. If you’re lucky enough to work for a leadership-development powerhouse such as GE, IBM or P&G, you’ve got it made, because everyone else is going to woo you to come on board with them and practice what you’ve learned.

If you don’t work for one of those great firms, if your company simply doesn’t have the resources or if you’re just out of school, volunteer to head up something such as a community project, a fundraiser or anything where you can test your mettle for making difficult decisions, setting strategy and motivating people toward a goal while keeping an eye on available resources.

Volunteering is an excellent start for leadership training, as is mentoring others and helping them achieve their goals. The number-one leadership rule to keep in mind: help others become successful! Your altruistic efforts are sure to influence decision-makers around you to pencil you in for a bigger job when the opportunity comes along.

7. Understand communication technology.

It’s the 21st century, and even 5 year olds know about Twitter, Facebook and the latest multimedia platforms. Social media have secured a big foothold and they’re here to stay. If you don’t have an ongoing online dialogue with your customers or if you need a 19 year old to show you the ropes every time you log on to your website’s forum, you’re behind.

Business is online, and customers and recruiters are looking for you to be present. Google yourself right now, and if the search produces 25 other people with your name -- but not you -- it’s time to dive in headfirst. For the majority of people with whom you’ll come in contact, your reputation and perceived influence start with what they can find about you on the Internet.

Each individual, even those gifted people who seem to float easily to corporate heights, need to work on the skills that enable and enhance influence. If you develop these competencies, you will watch your influence soar.

Harrison Monarth

10 Behaviors You Never See in Successful People

When you spend decades working with executives and business leaders, you really can’t help but observe what works and doesn’t work over the long haul. One thing I’ve noticed, it’s not intrinsic characteristics or personal habits that determine whether you’re successful or not. It’s your behavior.

What do I mean by “behavior?” How you react under long-term stress. Whether you meet your commitments or not. How you interact with others. Your attitude toward customers. How hard you’re willing to work to do the job right. Whether you’re focused and disciplined or scattered and distracted. That sort of thing.

Now, I admit to having known some pretty dysfunctional founders and CEOs who did well for themselves for a time. But sooner or later, usually when the pressure is on and things aren’t going so well, they exhibit self-destructive behavior that bites them in the ass. Sadly, they often take their businesses down with them.

If you want to make it big over the long-term, you might want to take a good, hard look in the mirror and see if any of these career-limiting behaviors describe you.

Naivety. Granted, we all start out sort of wide-eyed and gullible, but the sooner you convert that to savvy and skeptical, the better your chances of coming out on top. The reason is simple: suckers and fools don’t win. Learn to question everything you read and hear and always consider the source. 

Panic. High-pressure situations are common in the business world. Things almost never go according to plan and oftentimes they go terribly wrong. It comes with the territory. If you can’t override your adrenaline response and remain calm in a crisis, you’re sort of screwed.

Fanaticism. Passion is a big success driver, but when you cross that line and become over-the-top fanatical, that works against you. I’ve seen it time and again. It leads to a skewed perception of reality, flawed reasoning, and bad decision-making.  

Laziness. Those who are driven to achieve great things also know one fundamental truth: It takes hard work over the long haul. That’s why they’re always so focused and disciplined. Most people are slackers. That’s why most people don’t achieve great things. Simple as that.

Quick-fix mentality. Steve Jobs said, “Half of what separates the successful entrepreneurs from the non-successful ones is pure perseverance” and if you’re not passionate about what you do, you won’t stick with it. Too many people want instant gratification these days. That’s not going to cut it.

Acting out. Whatever feelings you have trouble dealing with – jealousy, shame, inferiority, entitlement – transferring them to people you work with and acting out in anger won’t just make you and everyone around you miserable, it’ll kill your career, too. 

Selfishness. If you act like the world revolves around you, you’d better have the talent to back it up. Even so, being overly self-centered will diminish your effectiveness. Business isn’t about you; it’s about business. It’s about your customers’ experience with your products. Remember who serves whom in the relationship. 

Living in the past or future. Granted, we can learn from the past, but dwelling on it is self-destructive. Likewise, you can plan for and dream about the future, but if your actions aren’t focused on the present, you’ll never achieve your plans or your dreams.  

Lighthearted indifference. You hear phrases like “whatever works,” “it’s all good,” and “no worries” a lot lately but you’ll rarely hear them from highly accomplished people. They may be a lot of things but apathetic is not one of them.  

Oversensitivity. If you’re so thin-skinned that any criticism makes you crazy and every little thing offends you, you’re going to have a rough go of it in the real business world. There’s a good reason why business leaders usually have a good sense of humor and humility. It’s sort of a requirement. Don’t take yourself so seriously.

One last thing. If any of this offends you enough to want to write an angry flame comment, you’ve got at least two or three issues to work on. Then again, look at the bright side. At least you’re not indifferent. 

Steve Tobak

4 Things About Managing People I Wish I Knew When I Started

I started my first company when I was 17. Between then and now (I’m 33 as of this column), I’ve launched four additional companies and have managed hundreds of people directly.

The way you lead and manage people is the make-or-break skill that will determine if you build a good business or an amazing one. It’s something you get better at with practice, but it’s also a skill (like anything) that can be learned and mastered if you’re determined enough.

If I could jump in a time machine and start again knowing what I know now, here’s what I’d tell my 17-year-old self about managing people:

1. Your age doesn’t matter.

When I was 23, I was managing people twice my age. I used to always think to myself “Why would a 45 year old listen to me?” I would get nervous interviewing candidates and a little jittery as we would do our one-on-one and planning meetings.

That wore off pretty quickly, though. As it turns out, age is only a barrier in your head. Being young is not a negative. Sure, you’re learning as you go, but as long as you pick things up quickly and either read books from great leaders or find a mentor, you’ll be more than fine.

When I think about great young managers at fast-growing companies, I think of Mark Zuckerberg at Facebook and Evan Spiegel at Snapchat. Both started in their early 20s and not only lead thousands of people today, but also many people double or even triple their age.

Before starting their companies they’d never managed anyone, let alone people much older than they are. They picked it all up as they went along and the results speak for themselves.

2. You can’t fake it.

Managing people doesn’t mean having a “work” persona and a “non-work” persona. I’m sure you know people who are completely different outside the office. You might see them at a function or dinner and think “Is that the same person?”

Management, or more accurately, leadership, is all about being your authentic self. That means not trying to be something you’re not. It means being comfortable with who you are and leaning on your strengths to manage effectively.

One of the best ways to build relationships with the people on your team is to actually mix your work and non-work personas. And to do that, you need to be your authentic self.

During your meetings, you need to talk about any work issues, but you can (and should) also sprinkle in topics such as what you did on the weekend, questions about employees' kids, last night’s game or your favorite new restaurant.

When your team does a great job, get them out of the office and do something together as a group that has nothing to do with work. Go bowling. Have a dinner party. Go on a picnic and bring your partners and kids. Get to know who they really are and show them who you are, too.

Definitely take cues from great managers you know, but approach things in your own unique way. There are too many average managers in the world who just punch the clock and take a pay check.

Being your authentic self helps you rise above the mediocrity. Your team will notice and the word will get around. Pretty soon the best people at your company will be asking to come and work for you.

3. You’ll screw up.

Being a manager is hard. You have to think on your feet, make decisions that affect people's lives and deal with all sorts of interesting and unique personalities.

Sometimes you have to trust your gut or make decisions with limited (or incorrect) information. It’s important to understand that not every decision you make will be correct.

When it turns out you’ve made a bad decision, you can either stick with it or admit you were wrong. Standing by a wrong decision is the quickest way to not only harm your team, but also to lose their trust in you a a leader.

There’s no shame in making a wrong decision if you made it with the best intentions and the best information you could find at the time. Just don’t beat yourself up over it and move quickly to get things back on track.

Most important, tell your team you were wrong and let them know why you’ve changed course. Humility and honesty are absolutely everything when it comes to being an exceptional manager.

4. It’s worth your time.

I had to learn everything I mentioned the hard way. I thought I couldn’t manage people who were older than me. I tried to be a “real” manager. And I stuck by too many bad decisions, just because I didn’t want people to think I’d made a mistake.

Luckily, that’s all behind me now. If you keep an open mind, find amazing mentors (either in books or in real life) and have a genuine interest in your team and helping them succeed, you’ll become a great manager.

Being a great manager unlocks huge career opportunities that you can’t even imagine, quite simply because most managers just aren’t that good. Whether you’re 17 or 70, learning to be a great manager is worth your time.

Who knows, you might even have what it takes to be the next Zuckerberg or Spiegel.

Mitchell Harper

What $2,000 In Rent Gets You Across 10 US Cities

1. Chicago, IL – Vintage Two Bedroom in Lincoln Park

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In this context, vintage means stained glass detailing on the windows, wood trim, and a cozy feel throughout. This two bedroom is within walking distance of Lincoln Park, and the neighborhood is adjacent to spots like Boystown, Lakeview, and Wrigleyville. Though this apartment only has one bathroom, your guests (or roommate) will enjoy having their own room (with a large closet!).

2. Los Angeles, CA – 1 Bedroom Near The Grove

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Rent in Los Angeles is climbing, and right now 2K can get you a one bedroom in Mid City West. Location-wise, you’re right by The Grove, the Los Angeles County Museum of Art (remember all those light posts you saw in No Strings Attached?), and Hollywood. The apartment isn’t huge, but it’s definitely a good pick because of its location, hardwood floors, closet space, and gated parking.

3. Dallas, TX – Spacious Three Bedroom with Amenities in Trendy Uptown

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You want amenities? You got ‘em. This one has it all and comes furnished. Balcony? Check. Granite countertops? Check. Cherry hardwood floors? Check. You name it, this place has it. It’s also three bedrooms, two bathrooms, and allows pets. Oh, and if you’re wondering about the area, it’s in trendy Uptown. This one’s a home run.

4. Austin, TX – Beautiful Two Bedroom Near Downtown

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In Austin, $2K will get you this beautiful 2 bed, 2 bath apartment near downtown. The finishes in the kitchen are to die for, and the layout is perfect for entertaining. Your guests, roommate, or family members will be comfortable in their own room with their own bathroom. Your pets are allowed, you have a washer and dryer in unit, and you have access to a pool, lounge, and fitness center. Downtown is a five minute drive!

5. Seattle, WA – Two Bedroom With Huge Windows And City Views

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The big windows of this Seattle pad with city views (do you spy the Space Needle?) are its best feature. Coming in at the middle of the pack, this two bedroom in the Belltown neighborhood has good amenities (balcony, washer and dryer, fireplace, pool) and a sleek, modern feel.

6. New York City, NY – Teeny Studio With Prime Fridge Access

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Have you ever thought, “I’m starving, but I don’t want to pause Dancing With the Stars to grab the container of Rocky Road out of my freezer”? Perfect! You can reach the fridge from your bed in this tiny studio in good ol NY, NY. The plus of this place is that its location is ideal. Situated in Chelsea, you’re in the prime time of Manhattan neighborhoods. The minus? Your guests will love curling up on that spacious couch next to your bed. Or on the floor under the microwave.

7. Boston, MA – Quirky 1 Bedroom With Rock Detail

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If you’ve always wanted the experience of living in a cave, then this 1 bedroom in Boston isperfect for you. It’s got a rock accent wall on one side of its 525 square foot interior. Thereis a nice little balcony off the living room with French doors. You could definitely fit a lounge chair out there.

8. Indianapolis, IN – 3 Bedroom with Scenic Backyard and In-Law Suite

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This one is a treat for the eyes. It’s perfect for a family who has live-in in laws or kids returning to the nest after college. It has 3 bedrooms, and the outdoor space is incredible with tall trees and a detached in-law suite out back. The front porch has ample room for lounge chairs, and even a small table and couch. The interior is beautiful as well, with space to entertain the whole family.

9. Orlando, FL – 5 Bedroom Family Home

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With almost 3,000 square feet, this five bedroom house in Orlando has a ton of space both inside and out. The kitchen is large with a breakfast bar and ample counter space, and the open floor plan allows for family and friends to meet and mingle easily throughout. You get the most space for your buck with this 5 bedroom Orlando home.

10. Nashville, TN – Stunning West End Craftsman

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If you would like a house with a porch swing, great curb appeal, beautiful ceiling detail, and unique charm, your 2 grand will pay for it all in Nashville. Located in a great neighborhood, this house is the perfect place to be. With a huge backyard, you can have the best barbecues in the neighborhood. The house is 1,200 square feet, and its character will win you over the minute you walk in the door.

 Alexa Collins