U.S. Small Business Administration figures show that 99.7% of all employer firms are small businesses, which employ half of all private-sector employees and represent 4% of the entire nation's private payroll.

Also of note is that the small business segment has generated 60% to 80% of new private jobs over the last decade. Since 19.5 million of the 26.8 million small businesses of record in 2006 had no employees, according to estimates from the U.S. Department of Advocacy, it stands to reason that more than half are home-based.

So it seems like lots of us are starting our own businesses or want to do so, but is this the time to take that somewhat daunting plunge? How do you know if you have what it takes to win the love and devotion of a new client and customer base?

Not everyone is cut out to start his or her own business, but recognizing that traits that may help you to be successful may be a good way to access your own affinity for succeeding as an entrepreneur.

So, let's start with some questions:
Are you happy and fulfilled in your current position and with your current employer?

Do you have ideas for making things better that seem to go unheard but that are sometimes implemented later with no credit given for your role?

Are you a self-starter?

Do you create your own accountability?

Are you highly disciplined?

Do you strive to make things happen, overcome the odds and demonstrate results?

Does it bother you to be told no? Do you feel you have the power to turn a no into a yes later?

Do you end each day with a shorter to do list that you started with?

Are you highly organized and good at multi-tasking?

Do you understand the basic principles of accounting and financial recordkeeping?

Do you know how to market your business with savvy and/or are you willing to pay to bring in those who know marketing communications?

Do you have experience that exceeds that of most of your peers - through paid and/or volunteer endeavors?

Can you negotiate, barter and/or sell/market/persuade effectively?

Do you have a great network of business colleagues and friends?

When you stumble, do you fall with grace, quickly pick yourself up and keep moving?

If you answered yes to most of these questions, chances are fair that you already are or will be a successful entrepreneur. A factor that seems to help with success is an ability to dream the possibilities and to create something tangible from them. Entrepreneurs are famous for neither giving up nor losing the can-do attitude. That enthusiasm and an energetic spirit have fueled and will fuel the fire of many a small-business success story yet to come. And no telling where it stops. If you dream it and believe you can do it (and pass the test with lots of affirmative answers), then I challenge you to go for it, since there's nothing quite like living the dream every day.

Thanks to Elizabeth L. Boineau of E. Boineau Co., a marketing communications and PR firm based in Charleston, SC.

Whether selling groceries, running funeral homes or operating retail or service businesses, family businesses owners have some things in common.

A 2003 survey or multi-generational family businesses suggests that families are as concerned with the quality of their familial relationships as they are with their company's bottom line. Most are eager to keep the family in the business, increase their wealth, and groom family leaders in each generation.

The study found that families succeed in keeping the family in the business by (1) having a clear and powerful vision, (2) developing entrepreneurial strengths, and (3) planning strategically to mitigate risks and maximize opportunities. Family businesses that successfully pass to succeeding generations share these governance elements:

Structures that ensure the carrying out of the family and business purposes and values and protect family assets.

Clear family roles and responsibilities.

Excellent communication systems that encourage family members to develop necessary skills to succeed in the business and provide independence.

Clear ways for family members to leave the business when the time comes.

How does your family stack up? Complete the family business Status Assessment (below) and determine if your family company knows where it is going and whether it shares a plan for how to get there.

If you answer "No" to more than 7 questions, your family business may benefit from additional planning. You do not have to do it alone. There are lots of books on family business and helpful publications. Family Business magazine and its Web site www.familybusinessmagazine.com offer relevant resources. There are also consultants experienced in working with family businesses.

Each entrepreneur is unique so no family operates its business exactly the same way. Some create a family council to oversee family interests. Others select key advisors and rely on their sage suggestions. Still others form a board of directors.

Some closely-held companies refuse to hire family members until they have successfully completed their education, selected a career and worked outside the business to give them valuable experience and confidence. Some families ensure communication by scheduling family retreats. Others have family Web sites.

There is no single path to success in a family business but, whatever the business, continuous planning and exquisite communication are essential. Knowing where the business is today is critical as you decide how to get where you want the family business to go and grow.

Questionnaire (answer Yes or No):

You want the business to stay in the family.

Family members avoid discussing family matters at work and family business at home.

There is a written policy that clearly states who can own stock.

There is a buy-sell agreement that describes how a stockholder can sell stock and owners know what should happen in case of death, divorce or retirement.

There is a written management succession plan.

Company leaders know how you will select the next company president.

The company has a Board of Directors/advisors.

If yes, does the board meet regularly?

Does the board review policies and business plans?

All top managers and family members have a written job description, performance reviews, and clear decision making authority.

Jobs and roles assigned to family members working in the business regardless of gender or birth order.

The company has a written compensation policy.

Will the senior generation enjoy lifetime financial security?

If yes, the family knows what that financial security entails so it can plan to provide it.

The company has identified future business challenges.

If yes, the company has formulated strategies to address future challenges.

The company regularly reports company finances, the outcome of strategies, trends that may impact the company's success.

The company conducts and documents regular business meetings with company leaders to plan and review the company's progress and challenges.

The company would hire a qualified outsider before it hired an unqualified family member.

Prospective successors are intentionally involved in activities and skill development to prepare them for leadership.

The business can survive without me.

Thanks to Floy Work and Chris Volf, partners at Work Volk Consultants LLC.