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El que sóna a Europa i el món amb David As podcast recorded with enacast.com
Our special guest today is David McNeill, founder of the Expat Empire. David is focused on inspiring people to move abroad and showing them how to do it. He left the United States in 2014 and has since lived in Tokyo, Berlin, and Porto. You'll learn: Key Steps to turn your side hustle, passion into a Profitable business or a full-time job and live your international life, How to know if our side-project/business idea is going to work, Best Ways to maintain momentum on a side project when you're working full-time or just busy with all the challenges of living abroad, Which are the Mistakes to avoid when turning your passion projects into a business, Simple and effective steps to keep your motivation up, and much more. Listen to the episode and share your thoughts in the comments. Let us know what are your challenges when it comes to turning your dream projects, passions into a business and living your international life. You can watch also the episode here: https://dmcoaching.eu/podcast/ More about David: As the founder of Expat Empire, David McNeill is focused on inspiring people to move abroad and showing them how to do it. In addition to producing online courses, books, podcasts, blog posts, meetup events, and more, Expat Empire offers consulting services to allow everyone to achieve their international dreams. David started Expat Empire because he has a genuine passion for living abroad. He left the United States in 2014 and has since lived in Tokyo, Berlin, and Porto. Connect with David: https://expatempire.com/ Did you like this interview? If yes please share it with your friends. Not sure what to do next in your career? Get your FREE 3-day e – career coaching programme and clarify your career goals in 3 days. Start your career change today! Clarify your career goals and elaborate on your action plan to achieve them. Click here: https://dmcoaching.eu/
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
|Devocional de Jóvenes| ¿Tú me has de edificar casa? | 26 de abril | AD7Devocional | #DevocionaldeJóvenes | #IASD | #DevocionMatutina | #LecturaAD7 | #SoyAD7 | Devoción Matutina 2021 | Etiquetas Para Reflexionar | Matutina para Jóvenes | Jóvenes Adventistas | Devocional Diaria | Devoción Matutina para Jóvenes |“Ve y di a mi siervo David: Así ha dicho Jehová: ¿Tú me has de edificar casa en que yo more? Ciertamente no he habitado en casas desde el día en que saqué a los hijos de Israel de Egipto hasta hoy, sino que he andado en tienda y en tabernáculo. Y en todo cuanto he andado con todos los hijos de Israel, ¿he hablado yo palabra a alguna de las tribus de Israel, a quien haya mandado apacentar a mi pueblo de Israel, diciendo: ¿Por qué no me habéis edificado casa de cedro?” (2 Sam. 7:5-7).----------------------------BUSCA en Facebook el texto de la matutina:https://www.facebook.com/AD7Devocional/SIGUE en Instagram el post de la matutina y el versículo diario:https://www.instagram.com/AD7Devocional/VISITA nuestra pagina de internet:https://www.ad7devocional.comSUSCRIBE a YouTube, comparte y ve nuestros videos:https://www.youtube.com/user/AD7Devocional/?sub_confirmation=1Autor: Carolina RamosMusica de fondo: https://bensound.comGracias a Ti por escucharnos, un abrazo AD7… Hasta la próxima!
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
Welcome to the podcast and episode 115. Today, we have a special guest Bob Mentele of Elation. Today, we're going to discuss what type of moving head you should buy? Main Segment (0:10) David: As you might remember about 5 years ago we started hearing about hybrid lights and led to this question. How do […]
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
145:0.1 (1628.1) JESUS and the apostles arrived in Capernaum the evening of Tuesday, January 13. As usual, they made their headquarters at the home of Zebedee in Bethsaida. Now that John the Baptist had been sent to his death, Jesus prepared to launch out in the first open and public preaching tour of Galilee. The news that Jesus had returned rapidly spread throughout the city, and early the next day, Mary the mother of Jesus hastened away, going over to Nazareth to visit her son Joseph. 145:0.2 (1628.2) Wednesday, Thursday, and Friday Jesus spent at the Zebedee house instructing his apostles preparatory to their first extensive public preaching tour. He also received and taught many earnest inquirers, both singly and in groups. Through Andrew, he arranged to speak in the synagogue on the coming Sabbath day. 145:0.3 (1628.3) Late on Friday evening Jesus’ baby sister, Ruth, secretly paid him a visit. They spent almost an hour together in a boat anchored a short distance from the shore. No human being, save John Zebedee, ever knew of this visit, and he was admonished to tell no man. Ruth was the only member of Jesus’ family who consistently and unwaveringly believed in the divinity of his earth mission from the times of her earliest spiritual consciousness right on down through his eventful ministry, death, resurrection, and ascension; and she finally passed on to the worlds beyond never having doubted the supernatural character of her father-brother’s mission in the flesh. Baby Ruth was the chief comfort of Jesus, as regards his earth family, throughout the trying ordeal of his trial, rejection, and crucifixion. 1. The Draught of Fishes 145:1.1 (1628.4) On Friday morning of this same week, when Jesus was teaching by the seaside, the people crowded him so near the water’s edge that he signaled to some fishermen occupying a near-by boat to come to his rescue. Entering the boat, he continued to teach the assembled multitude for more than two hours. This boat was named “Simon”; it was the former fishing vessel of Simon Peter and had been built by Jesus’ own hands. On this particular morning the boat was being used by David Zebedee and two associates, who had just come in near shore from a fruitless night of fishing on the lake. They were cleaning and mending their nets when Jesus requested them to come to his assistance. 145:1.2 (1628.5) After Jesus had finished teaching the people, he said to David: “As you were delayed by coming to my help, now let me work with you. Let us go fishing; put out into yonder deep and let down your nets for a draught.” But Simon, one of David’s assistants, answered: “Master, it is useless. We toiled all night and took nothing; however, at your bidding we will put out and let down the nets.” And Simon consented to follow Jesus’ directions because of a gesture made by his master, David. When they had proceeded to the place designated by Jesus, they let down their nets and enclosed such a multitude of fish that they feared the nets would break, so much so that they signaled to their associates on the shore to come to their assistance. When they had filled all three boats with fish, almost to sinking, this Simon fell down at Jesus’ knees, saying, “Depart from me, Master, for I am a sinful man.” Simon and all who were concerned in this episode were amazed at the draught of fishes. From that day David Zebedee, this Simon, and their associates forsook their nets and followed Jesus. 145:1.3 (1629.1) But this was in no sense a miraculous draught of fishes. Jesus was a close student of nature; he was an experienced fisherman and knew the habits of the fish in the Sea of Galilee. On this occasion he merely directed these men to the place where the fish were usually to be found at this time of day. But Jesus’ followers always regarded this as a miracle. 2. Afternoon at the Synagogue 145:2.1 (1629.2) The next Sabbath, at the afternoon service in the synagogue, Jesus preached his sermon on “The Will of the Father in Heaven.” In the morning Simon Peter had preached on “The Kingdom.” At the Thursday evening meeting of the synagogue Andrew had taught, his subject being “The New Way.” At this particular time more people believed in Jesus in Capernaum than in any other one city on earth. 145:2.2 (1629.3) As Jesus taught in the synagogue this Sabbath afternoon, according to custom he took the first text from the law, reading from the Book of Exodus: “And you shall serve the Lord, your God, and he shall bless your bread and your water, and all sickness shall be taken away from you.” He chose the second text from the Prophets, reading from Isaiah: “Arise and shine, for your light has come, and the glory of the Lord has risen upon you. Darkness may cover the earth and gross darkness the people, but the spirit of the Lord shall arise upon you, and the divine glory shall be seen with you. Even the gentiles shall come to this light, and many great minds shall surrender to the brightness of this light.” 145:2.3 (1629.4) This sermon was an effort on Jesus’ part to make clear the fact that religion is a personal experience. Among other things, the Master said: 145:2.4 (1629.5) “You well know that, while a kindhearted father loves his family as a whole, he so regards them as a group because of his strong affection for each individual member of that family. No longer must you approach the Father in heaven as a child of Israel but as a child of God. As a group, you are indeed the children of Israel, but as individuals, each one of you is a child of God. I have come, not to reveal the Father to the children of Israel, but rather to bring this knowledge of God and the revelation of his love and mercy to the individual believer as a genuine personal experience. The prophets have all taught you that Yahweh cares for his people, that God loves Israel. But I have come among you to proclaim a greater truth, one which many of the later prophets also grasped, that God loves you—every one of you—as individuals. All these generations have you had a national or racial religion; now have I come to give you a personal religion. 145:2.5 (1630.1) “But even this is not a new idea. Many of the spiritually minded among you have known this truth, inasmuch as some of the prophets have so instructed you. Have you not read in the Scriptures where the Prophet Jeremiah says: ‘In those days they shall no more say, the fathers have eaten sour grapes and the children’s teeth are set on edge. Every man shall die for his own iniquity; every man who eats sour grapes, his teeth shall be set on edge. Behold, the days shall come when I will make a new covenant with my people, not according to the covenant which I made with their fathers when I brought them out of the land of Egypt, but according to the new way. I will even write my law in their hearts. I will be their God, and they shall be my people. In that day they shall not say, one man to his neighbor, do you know the Lord? Nay! For they shall all know me personally, from the least to the greatest.’ 145:2.6 (1630.2) “Have you not read these promises? Do you not believe the Scriptures? Do you not understand that the prophet’s words are fulfilled in what you behold this very day? And did not Jeremiah exhort you to make religion an affair of the heart, to relate yourselves to God as individuals? Did not the prophet tell you that the God of heaven would search your individual hearts? And were you not warned that the natural human heart is deceitful above all things and oftentimes desperately wicked? 145:2.7 (1630.3) “Have you not read also where Ezekiel taught even your fathers that religion must become a reality in your individual experiences? No more shall you use the proverb which says, ‘The fathers have eaten sour grapes and the children’s teeth are set on edge.’ ‘As I live,’ says the Lord God, ‘behold all souls are mine; as the soul of the father, so also the soul of the son. Only the soul that sins shall die.’ And then Ezekiel foresaw even this day when he spoke in behalf of God, saying: ‘A new heart also will I give you, and a new spirit will I put within you.’ 145:2.8 (1630.4) “No more should you fear that God will punish a nation for the sin of an individual; neither will the Father in heaven punish one of his believing children for the sins of a nation, albeit the individual member of any family must often suffer the material consequences of family mistakes and group transgressions. Do you not realize that the hope of a better nation—or a better world—is bound up in the progress and enlightenment of the individual?” 145:2.9 (1630.5) Then the Master portrayed that the Father in heaven, after man discerns this spiritual freedom, wills that his children on earth should begin that eternal ascent of the Paradise career which consists in the creature’s conscious response to the divine urge of the indwelling spirit to find the Creator, to know God and to seek to become like him. 145:2.10 (1630.6) The apostles were greatly helped by this sermon. All of them realized more fully that the gospel of the kingdom is a message directed to the individual, not to the nation. 145:2.11 (1630.7) Even though the people of Capernaum were familiar with Jesus’ teaching, they were astonished at his sermon on this Sabbath day. He taught, indeed, as one having authority and not as the scribes. 145:2.12 (1630.8) Just as Jesus finished speaking, a young man in the congregation who had been much agitated by his words was seized with a violent epileptic attack and loudly cried out. At the end of the seizure, when recovering consciousness, he spoke in a dreamy state, saying: “What have we to do with you, Jesus of Nazareth? You are the holy one of God; have you come to destroy us?” Jesus bade the people be quiet and, taking the young man by the hand, said, “Come out of it”—and he was immediately awakened. 145:2.13 (1631.1) This young man was not possessed of an unclean spirit or demon; he was a victim of ordinary epilepsy. But he had been taught that his affliction was due to possession by an evil spirit. He believed this teaching and behaved accordingly in all that he thought or said concerning his ailment. The people all believed that such phenomena were directly caused by the presence of unclean spirits. Accordingly they believed that Jesus had cast a demon out of this man. But Jesus did not at that time cure his epilepsy. Not until later on that day, after sundown, was this man really healed. Long after the day of Pentecost the Apostle John, who was the last to write of Jesus’ doings, avoided all reference to these so-called acts of “casting out devils,” and this he did in view of the fact that such cases of demon possession never occurred after Pentecost. 145:2.14 (1631.2) As a result of this commonplace incident the report was rapidly spread through Capernaum that Jesus had cast a demon out of a man and miraculously healed him in the synagogue at the conclusion of his afternoon sermon. The Sabbath was just the time for the rapid and effective spreading of such a startling rumor. This report was also carried to all the smaller settlements around Capernaum, and many of the people believed it. 145:2.15 (1631.3) The cooking and the housework at the large Zebedee home, where Jesus and the twelve made their headquarters, was for the most part done by Simon Peter’s wife and her mother. Peter’s home was near that of Zebedee; and Jesus and his friends stopped there on the way from the synagogue because Peter’s wife’s mother had for several days been sick with chills and fever. Now it chanced that, at about the time Jesus stood over this sick woman, holding her hand, smoothing her brow, and speaking words of comfort and encouragement, the fever left her. Jesus had not yet had time to explain to his apostles that no miracle had been wrought at the synagogue; and with this incident so fresh and vivid in their minds, and recalling the water and the wine at Cana, they seized upon this coincidence as another miracle, and some of them rushed out to spread the news abroad throughout the city. 145:2.16 (1631.4) Amatha, Peter’s mother-in-law, was suffering from malarial fever. She was not miraculously healed by Jesus at this time. Not until several hours later, after sundown, was her cure effected in connection with the extraordinary event which occurred in the front yard of the Zebedee home. 145:2.17 (1631.5) And these cases are typical of the manner in which a wonder-seeking generation and a miracle-minded people unfailingly seized upon all such coincidences as the pretext for proclaiming that another miracle had been wrought by Jesus. 3. The Healing at Sundown 145:3.1 (1631.6) By the time Jesus and his apostles had made ready to partake of their evening meal near the end of this eventful Sabbath day, all Capernaum and its environs were agog over these reputed miracles of healing; and all who were sick or afflicted began preparations to go to Jesus or to have themselves carried there by their friends just as soon as the sun went down. According to Jewish teaching it was not permissible even to go in quest of health during the sacred hours of the Sabbath. 145:3.2 (1632.1) Therefore, as soon as the sun sank beneath the horizon, scores of afflicted men, women, and children began to make their way toward the Zebedee home in Bethsaida. One man started out with his paralyzed daughter just as soon as the sun sank behind his neighbor’s house. 145:3.3 (1632.2) The whole day’s events had set the stage for this extraordinary sundown scene. Even the text Jesus had used for his afternoon sermon had intimated that sickness should be banished; and he had spoken with such unprecedented power and authority! His message was so compelling! While he made no appeal to human authority, he did speak directly to the consciences and souls of men. Though he did not resort to logic, legal quibbles, or clever sayings, he did make a powerful, direct, clear, and personal appeal to the hearts of his hearers. 145:3.4 (1632.3) That Sabbath was a great day in the earth life of Jesus, yes, in the life of a universe. To all local universe intents and purposes the little Jewish city of Capernaum was the real capital of Nebadon. The handful of Jews in the Capernaum synagogue were not the only beings to hear that momentous closing statement of Jesus’ sermon: “Hate is the shadow of fear; revenge the mask of cowardice.” Neither could his hearers forget his blessed words, declaring, “Man is the son of God, not a child of the devil.” 145:3.5 (1632.4) Soon after the setting of the sun, as Jesus and the apostles still lingered about the supper table, Peter’s wife heard voices in the front yard and, on going to the door, saw a large company of sick folks assembling, and that the road from Capernaum was crowded by those who were on their way to seek healing at Jesus’ hands. On seeing this sight, she went at once and informed her husband, who told Jesus. 145:3.6 (1632.5) When the Master stepped out of the front entrance of Zebedee’s house, his eyes met an array of stricken and afflicted humanity. He gazed upon almost one thousand sick and ailing human beings; at least that was the number of persons gathered together before him. Not all present were afflicted; some had come assisting their loved ones in this effort to secure healing. 145:3.7 (1632.6) The sight of these afflicted mortals, men, women, and children, suffering in large measure as a result of the mistakes and misdeeds of his own trusted Sons of universe administration, peculiarly touched the human heart of Jesus and challenged the divine mercy of this benevolent Creator Son. But Jesus well knew he could never build an enduring spiritual movement upon the foundation of purely material wonders. It had been his consistent policy to refrain from exhibiting his creator prerogatives. Not since Cana had the supernatural or miraculous attended his teaching; still, this afflicted multitude touched his sympathetic heart and mightily appealed to his understanding affection. 145:3.8 (1632.7) A voice from the front yard exclaimed: “Master, speak the word, restore our health, heal our diseases, and save our souls.” No sooner had these words been uttered than a vast retinue of seraphim, physical controllers, Life Carriers, and midwayers, such as always attended this incarnated Creator of a universe, made themselves ready to act with creative power should their Sovereign give the signal. This was one of those moments in the earth career of Jesus in which divine wisdom and human compassion were so interlocked in the judgment of the Son of Man that he sought refuge in appeal to his Father’s will. 145:3.9 (1632.8) When Peter implored the Master to heed their cry for help, Jesus, looking down upon the afflicted throng, answered: “I have come into the world to reveal the Father and establish his kingdom. For this purpose have I lived my life to this hour. If, therefore, it should be the will of Him who sent me and not inconsistent with my dedication to the proclamation of the gospel of the kingdom of heaven, I would desire to see my children made whole—and —” but the further words of Jesus were lost in the tumult. 145:3.10 (1633.1) Jesus had passed the responsibility of this healing decision to the ruling of his Father. Evidently the Father’s will interposed no objection, for the words of the Master had scarcely been uttered when the assembly of celestial personalities serving under the command of Jesus’ Personalized Thought Adjuster was mightily astir. The vast retinue descended into the midst of this motley throng of afflicted mortals, and in a moment of time 683 men, women, and children were made whole, were perfectly healed of all their physical diseases and other material disorders. Such a scene was never witnessed on earth before that day, nor since. And for those of us who were present to behold this creative wave of healing, it was indeed a thrilling spectacle. 145:3.11 (1633.2) But of all the beings who were astonished at this sudden and unexpected outbreak of supernatural healing, Jesus was the most surprised. In a moment when his human interests and sympathies were focused upon the scene of suffering and affliction there spread out before him, he neglected to bear in his human mind the admonitory warnings of his Personalized Adjuster regarding the impossibility of limiting the time element of the creator prerogatives of a Creator Son under certain conditions and in certain circumstances. Jesus desired to see these suffering mortals made whole if his Father’s will would not thereby be violated. The Personalized Adjuster of Jesus instantly ruled that such an act of creative energy at that time would not transgress the will of the Paradise Father, and by such a decision—in view of Jesus’ preceding expression of healing desire—the creative act was. What a Creator Son desires and his Father wills IS. Not in all of Jesus’ subsequent earth life did another such en masse physical healing of mortals take place. 145:3.12 (1633.3) As might have been expected, the fame of this sundown healing at Bethsaida in Capernaum spread throughout all Galilee and Judea and to the regions beyond. Once more were the fears of Herod aroused, and he sent watchers to report on the work and teachings of Jesus and to ascertain if he was the former carpenter of Nazareth or John the Baptist risen from the dead. 145:3.13 (1633.4) Chiefly because of this unintended demonstration of physical healing, henceforth, throughout the remainder of his earth career, Jesus became as much a physician as a preacher. True, he continued his teaching, but his personal work consisted mostly in ministering to the sick and the distressed, while his apostles did the work of public preaching and baptizing believers. 145:3.14 (1633.5) But the majority of those who were recipients of supernatural or creative physical healing at this sundown demonstration of divine energy were not permanently spiritually benefited by this extraordinary manifestation of mercy. A small number were truly edified by this physical ministry, but the spiritual kingdom was not advanced in the hearts of men by this amazing eruption of timeless creative healing. 145:3.15 (1633.6) The healing wonders which every now and then attended Jesus’ mission on earth were not a part of his plan of proclaiming the kingdom. They were incidentally inherent in having on earth a divine being of well-nigh unlimited creator prerogatives in association with an unprecedented combination of divine mercy and human sympathy. But such so-called miracles gave Jesus much trouble in that they provided prejudice-raising publicity and afforded much unsought notoriety. 4. The Evening After 145:4.1 (1634.1) Throughout the evening following this great outburst of healing, the rejoicing and happy throng overran Zebedee’s home, and the apostles of Jesus were keyed up to the highest pitch of emotional enthusiasm. From a human standpoint, this was probably the greatest day of all the great days of their association with Jesus. At no time before or after did their hopes surge to such heights of confident expectation. Jesus had told them only a few days before, and when they were yet within the borders of Samaria, that the hour had come when the kingdom was to be proclaimed in power, and now their eyes had seen what they supposed was the fulfillment of that promise. They were thrilled by the vision of what was to come if this amazing manifestation of healing power was just the beginning. Their lingering doubts of Jesus’ divinity were banished. They were literally intoxicated with the ecstasy of their bewildered enchantment. 145:4.2 (1634.2) But when they sought for Jesus, they could not find him. The Master was much perturbed by what had happened. These men, women, and children who had been healed of diverse diseases lingered late into the evening, hoping for Jesus’ return that they might thank him. The apostles could not understand the Master’s conduct as the hours passed and he remained in seclusion; their joy would have been full and perfect but for his continued absence. When Jesus did return to their midst, the hour was late, and practically all of the beneficiaries of the healing episode had gone to their homes. Jesus refused the congratulations and adoration of the twelve and the others who had lingered to greet him, only saying: “Rejoice not that my Father is powerful to heal the body, but rather that he is mighty to save the soul. Let us go to our rest, for tomorrow we must be about the Father’s business.” 145:4.3 (1634.3) And again did twelve disappointed, perplexed, and heart-sorrowing men go to their rest; few of them, except the twins, slept much that night. No sooner would the Master do something to cheer the souls and gladden the hearts of his apostles, than he seemed immediately to dash their hopes in pieces and utterly to demolish the foundations of their courage and enthusiasm. As these bewildered fishermen looked into each other’s eyes, there was but one thought: “We cannot understand him. What does all this mean?” 5. Early Sunday Morning 145:5.1 (1634.4) Neither did Jesus sleep much that Saturday night. He realized that the world was filled with physical distress and overrun with material difficulties, and he contemplated the great danger of being compelled to devote so much of his time to the care of the sick and afflicted that his mission of establishing the spiritual kingdom in the hearts of men would be interfered with or at least subordinated to the ministry of things physical. Because of these and similar thoughts which occupied the mortal mind of Jesus during the night, he arose that Sunday morning long before daybreak and went all alone to one of his favorite places for communion with the Father. The theme of Jesus’ prayer on this early morning was for wisdom and judgment that he might not allow his human sympathy, joined with his divine mercy, to make such an appeal to him in the presence of mortal suffering that all of his time would be occupied with physical ministry to the neglect of the spiritual. Though he did not wish altogether to avoid ministering to the sick, he knew that he must also do the more important work of spiritual teaching and religious training. 145:5.2 (1635.1) Jesus went out in the hills to pray so many times because there were no private rooms suitable for his personal devotions. 145:5.3 (1635.2) Peter could not sleep that night; so, very early, shortly after Jesus had gone out to pray, he aroused James and John, and the three went to find their Master. After more than an hour’s search they found Jesus and besought him to tell them the reason for his strange conduct. They desired to know why he appeared to be troubled by the mighty outpouring of the spirit of healing when all the people were overjoyed and his apostles so much rejoiced. 145:5.4 (1635.3) For more than four hours Jesus endeavored to explain to these three apostles what had happened. He taught them about what had transpired and explained the dangers of such manifestations. Jesus confided to them the reason for his coming forth to pray. He sought to make plain to his personal associates the real reasons why the kingdom of the Father could not be built upon wonder-working and physical healing. But they could not comprehend his teaching. 145:5.5 (1635.4) Meanwhile, early Sunday morning, other crowds of afflicted souls and many curiosity seekers began to gather about the house of Zebedee. They clamored to see Jesus. Andrew and the apostles were so perplexed that, while Simon Zelotes talked to the assembly, Andrew, with several of his associates, went to find Jesus. When Andrew had located Jesus in company with the three, he said: “Master, why do you leave us alone with the multitude? Behold, all men seek you; never before have so many sought after your teaching. Even now the house is surrounded by those who have come from near and far because of your mighty works. Will you not return with us to minister to them?” 145:5.6 (1635.5) When Jesus heard this, he answered: “Andrew, have I not taught you and these others that my mission on earth is the revelation of the Father, and my message the proclamation of the kingdom of heaven? How is it, then, that you would have me turn aside from my work for the gratification of the curious and for the satisfaction of those who seek for signs and wonders? Have we not been among these people all these months, and have they flocked in multitudes to hear the good news of the kingdom? Why have they now come to besiege us? Is it not because of the healing of their physical bodies rather than as a result of the reception of spiritual truth for the salvation of their souls? When men are attracted to us because of extraordinary manifestations, many of them come seeking not for truth and salvation but rather in quest of healing for their physical ailments and to secure deliverance from their material difficulties. 145:5.7 (1635.6) “All this time I have been in Capernaum, and both in the synagogue and by the seaside have I proclaimed the good news of the kingdom to all who had ears to hear and hearts to receive the truth. It is not the will of my Father that I should return with you to cater to these curious ones and to become occupied with the ministry of things physical to the exclusion of the spiritual. I have ordained you to preach the gospel and minister to the sick, but I must not become engrossed in healing to the exclusion of my teaching. No, Andrew, I will not return with you. Go and tell the people to believe in that which we have taught them and to rejoice in the liberty of the sons of God, and make ready for our departure for the other cities of Galilee, where the way has already been prepared for the preaching of the good tidings of the kingdom. It was for this purpose that I came forth from the Father. Go, then, and prepare for our immediate departure while I here await your return.” 145:5.8 (1636.1) When Jesus had spoken, Andrew and his fellow apostles sorrowfully made their way back to Zebedee’s house, dismissed the assembled multitude, and quickly made ready for the journey as Jesus had directed. And so, on the afternoon of Sunday, January 18, A.D. 28, Jesus and the apostles started out upon their first really public and open preaching tour of the cities of Galilee. On this first tour they preached the gospel of the kingdom in many cities, but they did not visit Nazareth. 145:5.9 (1636.2) That Sunday afternoon, shortly after Jesus and his apostles had left for Rimmon, his brothers James and Jude came to see him, calling at Zebedee’s house. About noon of that day Jude had sought out his brother James and insisted that they go to Jesus. By the time James consented to go with Jude, Jesus had already departed. 145:5.10 (1636.3) The apostles were loath to leave the great interest which had been aroused at Capernaum. Peter calculated that no less than one thousand believers could have been baptized into the kingdom. Jesus listened to them patiently, but he would not consent to return. Silence prevailed for a season, and then Thomas addressed his fellow apostles, saying: “Let’s go! The Master has spoken. No matter if we cannot fully comprehend the mysteries of the kingdom of heaven, of one thing we are certain: We follow a teacher who seeks no glory for himself.” And reluctantly they went forth to preach the good tidings in the cities of Galilee.
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
El que sóna a Europa i el món amb David As podcast recorded with enacast.com
Cody Retlich is founder of Midwest Aerial Productions. David: “Why don't you start by telling us a little bit about yourself and how you got into drones?” Cody is from Wisconsin and went to school for entrepreneurship and professional sales, so he knew he wanted to run his own business. He’d always take the leadership role and knew he wanted to have the freedom to work the way he wanted. His interest in drones started when a friend developed software for agricultural use of drones. Cody helped him figure out what markets there were. After selling $3.5 million for a company that he didn't enjoy working for, Cody decided it was time to work for himself so he began to build his drone business, doing flights here and there, while driving Uber and golf caddying for almost a year and a half. He “officially” started Midwest Aerial Productions in 2018. David: “When you quit your job to do your own thing, did you know you were going to start a drone business or did you just need to do something else and you found drones after that?” Cody knew from the get-go that there was a huge market for drones—they would have a great of impact. He’d bought a drone a few years before he quit his job and took flying jobs here and there, mostly for real estate and private properties. David: “Talk us through your first drone and your first paying drone client—even as a side thing.” The first drone Cody flew was the Phantom 2. The first year, he picked up whatever jobs he could in the area. Then something tragic happened in his life that took him away from the business for a while. When he returned, he pivoted his company to not only providing services in the area, but working and collaborating with pilots all across the Midwest; he began helping other drone pilots start their business and offering advice. Now, Midwest Aerial brokers pilots all across the Midwest. David: “You said you picked up a few real estate clients on the side... how did those people find you? Were you posting things on social media and people saw it or were you pretty active in your area?” Because Cody had a sales background, he was going to a lot of different networking events around the city and talking to and cold calling realtors all that time. “In the beginning, you gotta get yourself out there. If you don't have any content or clients, the best thing to do is go shoot some stuff in your area. Find someone you know has a nice house or property and ask if you can shoot it for them. Talk to everybody and anybody and just learn what they know or who they know—it’s an experience of connection.” Cody just got accepted into an accelerator program and the woman that told him to apply for it, Cody met driving Lyft one night two years ago. The program is a 7-week intensive program, offering a lot of resources, investors, and pitch nights. David agreed it’s important for listeners to understand how important it is to make finding the right relationships with the right people a habit and practice. Cody says he has to weigh the benefits of doing certain jobs with certain people—sometimes $200 job could be a headache and you do it now but then you know you’re not going to work with that client again. David: “So you were doing side things from people calling you up, were most of those real estate jobs, taking pictures, video or what?” Cody says it was all over the place—some cinematography, some travel, events, real estate and construction with 3D mapping and some orthomosaics. He used thermal drones for core inspections, finding leaks etc. Right now, he keep building technology into their site. There are a lot of people flying a Mavic for real estate jobs who may be undercutting the value of your services so you need to get a broker’s whole office rather than just one broker. Go to the commercial side and find people in your area that want a drone partner. David: “As we talk to people, it seems like there's a bit of a hierarchy—people start off with real estate videos and photos and then find a construction niche. I'm interested to hear about some examples of construction projects you did. What are those clients looking for? How are they using products that you're giving them?” Cody says he’d do a time lapse, going to the construction site once a week to film. He’d put together a highlight reel from groundbreaking till the end and really show it off. Then, naturally, the architects get a visual image of what that property's going to look like from their renderings. “People want to see marketing that shows off their projects, but you can also give them stuff to make them more efficient and more effective at the job site by monitoring points of data.” Also, when they initially map out jobs, they’ve had surveyors on the ground doing these types of things and now obviously you can do surveying. They can use the data from these maps to make sure that they're all on a point and keeping that accuracy level throughout the process. David: “I know pricing is different everywhere in the country, but if someone hires you to do a construction job, where you're taking photos once a week for a project, how would you typically price that out?” At first, it’s not about what you charge, but the value you bring. Right now, Cody says, he mostly sticks to $100-$200 an hour. For a raw data flight, they'll charge them an hourly which they calculate into the proposal, which also contains the total project broken down by editing, planning, shooting, exporting, etc. Often, if a broker is selling 10 homes per month, they put Midwest Aerial on a monthly package of drone videography or photography, which creates great recurring revenue of $1,500-$2,000/month. This also provides that long-term relationship. David: “Are there other kind of interesting industries that you've done jobs for that aren't necessarily as difficult or outside of the construction real estate world?” Cody has been going after travel jobs because he loves traveling. He connected on Instagram to someone advertising some drone work for a golf course in Fiji and he’s filming a golf course in Cozumel in a month. For the Fiji trip, he connected on social media via DM and asked if he could come visit, play their course and trade some rounds for a few aerial photos. When they saw his online work, they agreed and then he could also pitch for some paid work. For those just starting out, Cody suggested letting the client know what you’re aiming to create for them—the kind of vision that you’re going for and take it from there. He says be honest about what you’ve done and tell them what you’d like to do. David: “It sounds like you've got some cool stuff going on with the accelerator program that you're in and expanding beyond drone work to build your company. Tell us about the vision you’re building now.” We’re still in the development stages but we’ve pivoted for sure. “You gotta prove it, you gotta be able to figure out what you're passionate about and what to do to be able to ultimately help you more in the long-term.” After that first year they began interacting with pilots and looking at what services are most needed around the Midwest. They're building a new website with profiles of pilots to be able to help them grow their businesses but also to be able to book services. There are a lot of companies out there that don't put the pilots first and that's what Cody wants to do. David: “Everybody always wants to know how much they can expect to make from this? When you were focused on your drone service business full time, what would be a low month and a very good month for revenue?” Cody did six figures in sales last year, which was a great first full year actually focused on the business. Most of that went back to that recurring revenue streams from creating those long-term relationships with people. He says that finding those people that want to be a part of your company and that want you to help them grow their company, you can set your ceiling and floor. It’s important to ask questions like, “How many of these types of jobs will I get every month?” “Am I spending too much money on marketing in this area?” Cody’s Mom says, “IT’S NOT WHAT YOU DO OR WHO YOU KNOW, BUT WHAT YOU DO FOR WHO YOU KNOW.” Connect with Cody: Website: Midwest Aerial Production Facebook: @midwestaerialproductions Instagram: @midwestaerialproductions Have a Drone Business? Want to be Interviewed for Season 3? Complete this questionnaire: Drone to 1K Business Owner Application Training from Drone Launch Academy Part 107 Exam Prep Course ($50 off) Aerial Photo Pro Course ($50 off) Aerial Video A to Z Course ($100 off) Aerial Roof Inspection Pro Course ($100 off) Drones 101 Course ($20 off) Other Places to Listen iTunes Stitcher Google Play Spotify TuneIn
2 Samuel 7:1-17Sucedió que cuando el rey David ya moraba en su casa, y el Señor le había dado descanso de sus enemigos por todos lados, 2 el rey dijo al profeta Natán: Mira, yo habito en una casa de cedro, pero el arca de Dios mora en medio de cortinas. 3 Entonces Natán dijo al rey: Vaya, haga todo lo que está en su corazón, porque el Señor está con usted. 4 Y esa misma noche la palabra del Señor vino a Natán: 5 Ve y dile a Mi siervo David: Así dice el Señor: ¿Eres tú el que me va a edificar una casa para morar en ella? 6 Pues no he morado en una casa desde el día en que saqué de Egipto a los israelitas hasta hoy, sino que he andado errante en una tienda, en un tabernáculo. 7 Donde quiera que he ido con todos los israelitas, ¿hablé palabra a alguna de las tribus de Israel, a la cual haya ordenado que pastoreara a Mi pueblo Israel, diciéndoles: ¿Por qué ustedes no me han edificado una casa de cedro?.8 Ahora pues, así dirás a Mi siervo David: Así dice el Señor de los ejércitos: Yo te tomé del pastizal, de seguir las ovejas, para que fueras príncipe sobre Mi pueblo Israel. 9 Y he estado contigo por dondequiera que has ido y he exterminado a todos tus enemigos de delante de ti, y haré de ti un gran nombre como el nombre de los grandes que hay en la tierra. 10 Asignaré también un lugar para Mi pueblo Israel, y lo plantaré allí a fin de que habite en su propio lugar y no sea perturbado de nuevo, ni los malvados los aflijan más como antes, 11 desde el día en que ordené que hubiera jueces sobre Mi pueblo Israel. A ti te daré reposo de todos tus enemigos. El Señor también te hace saber que el Señor te edificará una casa. 12 Cuando tus días se cumplan y reposes con tus padres, levantaré a tu descendiente después de ti, el cual saldrá de tus entrañas, y estableceré su reino. 13 Él edificará casa a Mi nombre, y Yo estableceré el trono de su reino para siempre. 14 Yo seré padre para él y él será hijo para Mí. Cuando cometa iniquidad, lo castigaré con vara de hombres y con azotes de hijos de hombres, 15 pero Mi misericordia no se apartará de él, como la aparté de Saúl a quien quité de delante de ti. 16 Tu casa y tu reino permanecerán para siempre delante de Mí; tu trono será establecido para siempre. 17 Conforme a todas estas palabras y conforme a toda esta visión, así Natán habló a David.
La Biblia dice que el caminar del creyente es como La Luz de la aurora, que va en aumento hasta que el día es perfecto. Este pasaje Bíblico y este sermon dicen lo mismo; qué debemos avanzar! Progresar en el camino del Señor y servir en aumento. Lecturas Bíblicas: 1 Samuel 15:10-12 10) Y vino palabra de Jehová a Samuel, diciendo: 11) Me pesa haber puesto por rey a Saúl, porque se ha vuelto de en pos de mí, y no ha cumplido mis palabras. Y se apesadumbró Samuel, y clamó a Jehová toda aquella noche. 12) Madrugó luego Samuel para ir a encontrar a Saúl por la mañana; y fue dado aviso a Samuel, diciendo: Saúl ha venido a Carmel, y he aquí se levantó un monumento, y dio la vuelta, y pasó adelante y descendió a Gilgal. 1 Crónicas 17:7-14 7) Por tanto, ahora dirás a mi siervo David: Así ha dicho Jehová de los ejércitos: Yo te tomé del redil, de detrás de las ovejas, para que fueses príncipe sobre mi pueblo Israel; 8) y he estado contigo en todo cuanto has andado, y he cortado a todos tus enemigos de delante de ti, y te haré gran nombre, como el nombre de los grandes en la tierra. 9) Asimismo he dispuesto lugar para mi pueblo Israel, y lo he plantado para que habite en él y no sea más removido; ni los hijos de iniquidad lo consumirán más, como antes, 10) y desde el tiempo que puse los jueces sobre mi pueblo Israel; mas humillaré a todos tus enemigos. Te hago saber, además, que Jehová te edificará casa. 11) Y cuando tus días sean cumplidos para irte con tus padres, levantaré descendencia después de ti, a uno de entre tus hijos, y afirmaré su reino. 12) El me edificará casa, y yo confirmaré su trono eternamente. 13) Yo le seré por padre, y él me será por hijo; y no quitaré de él mi misericordia, como la quité de aquel que fue antes de ti; 14) sino que lo confirmaré en mi casa y en mi reino eternamente, y su trono será firme para siempre.
Los judíos esperaban al Mesías, el rey que vendría a establecer su reino eterno. ¿Desde cuándo esperaban? y ¿cómo entendían que un rey eterno vendría? Múltiples profecías indicaban que el que había de venir descendería de la simiente del rey David. En 2 Samuel 7:8, Dios le pide al profeta Natán que hable con David:“Ahora, pues, dirás así a mi siervo David: Así ha dicho Jehová de los ejércitos: Yo te tomé del redil, de detrás de las ovejas, para que fueses príncipe sobre mi pueblo, sobre Israel; y he estado contigo en todo cuanto has andado, y delante de ti he destruido a todos tus enemigos, y te he dado nombre grande, como el nombre de los grandes que hay en la tierra. Y dice” Asimismo Jehová te hace saber que él te hará casa. Y cuando tus días sean cumplidos, y duermas con tus padres, yo levantaré después de ti a uno de tu linaje,Y luego en el 16, “Y será afirmada tu casa y tu reino para siempre delante de tu rostro, y tu trono será estable eternamente.”Aunque hacía siglos que el linaje de David no había reinado en Israel, sabían que el Rey de los judíos había de venir. Por eso los magos de oriente llegaron buscando al rey, como leemos en Mateo 2:2,“diciendo: ¿Dónde está el rey de los judíos, que ha nacido? Porque su estrella hemos visto en el oriente, y venimos a adorarle.” Herodes, al oír que los magos buscaban al rey que había nacido en Belén, sintiéndose amenazado por el que podría arrebatarle el poder, mandó matar a todos los varones menores de dos años nacidos en el pueblo de Belén. Los pobres inocentes pagaron la locura de un rey desequilibrado que se sentía amenazado por el verdadero Rey Ungido. Jesús, el rey de Los judíos vivió bajo la autoridad de sus padres, sirvió con humildad a sus discípulos y a los que lo necesitaban, y predicó las buenas nuevas del reino, ocupándose de los negocios de su padre Dios. Jesucristo, el Perfecto rey había venido a reinar como ningún otro rey habría reinado o reinaría. Dice la carta a los Hebreos,“Dios, habiendo hablado muchas veces y de muchas maneras en otro tiempo a los padres por los profetas, en estos postreros días nos ha hablado por el Hijo, a quien constituyó heredero de todo, y por quien asimismo hizo el universo; el cual, siendo el resplandor de su gloria, y la imagen misma de su sustancia, y quien sustenta todas las cosas con la palabra de su poder, habiendo efectuado la purificación de nuestros pecados por medio de sí mismo, se sentó a la diestra de la Majestad en las alturas. (Hebreos 1:1-3)Cuando Jesús fue apresado e interrogado, Pilato sabía que este tenía una extraña autoridad que él no llegaba a entender. “Pilato le preguntó: ¿Eres tú el Rey de los judíos? Respondiendo él, le dijo: Tú lo dices.” Marcos 15:2Y cuando fue crucificado, leemos en Mateo 27:37“Y pusieron sobre su cabeza su causa escrita: ÉSTE ES JESÚS, EL REY DE LOS JUDÍOS.”Las autoridades romanas , sin entender lo que estaba sucediendo, cumplieron las profecías, y vemos así que la promesa del Mesías rey se cumplió perfectamente, y el reino de los cielos nos ha sido abierto para aquellos que con fe busquemos la gloria de Dios. Leemos en Hebreos 1:8 “Mas del Hijo dice: Tu trono, oh Dios, por el siglo del siglo; Cetro de equidad es el cetro de tu reino.”Este texto que deriva del Salmo 45:6 proclama la grandeza de nuestro Señor Jesucristo. Ese bebé que nació en Belén no podía ser destruido por ningún rey humano. El Rey Mesías daría su vida para salvar al mundo de su pecado, y se sentaría en el trono a reinar. Su cetro de equidad reina y reinará eternamente, y un día toda rodilla se doblará delante de Él. ¿Y por qué no doblarla desde ahora, reconociendo su excelsa majestad? Durante esta navidad, adoremos al Rey de reyes, evitando las distracciones que nos puedan desviar del reino de los cielos.
David gets into Blair's head to get his 10 basic negotiating tips that he has worked with clients on over the years. LINKS “10 Negotiating Tips” (with 5 bonus tips) “Selling in One Lesson,” 2Bobs episode 49 Buying Less for Less: How to avoid the Marketing Procurement dilemma, by Gerry Preece Negotiating with Backbone: Eight Sales Strategies to Defend Your Price and Value, by Reed K. Holden TRANSCRIPT DAVID C. BAKER: Blair, today we are going to talk about 10 really interesting ways you can get your spouse to go ... Wait, I haven't, quit laughing. I haven't - BLAIR ENNS: I'm out. DAVID: How to get your spouse to go to the place for dinner that you want to go to. BLAIR: Okay. DAVID: How's that? BLAIR: Sure. What kind of trouble could we possibly get into? DAVID: Yeah, that would be a really stupid pod ... No. What we're talking about are some negotiating tips that you've thought about over many years. You've polled, you've tested, you've researched. You've worked with clients on. You've consolidated them into this one place. We may get to some bonus tips. I don't know if we'll have the time, but we definitely want to talk about the 10 basic tips around negotiating. Can you get me inside your head for a minute before I start pulling these out from you one by one? BLAIR: Well it's pretty crowded in there. What is it that you wanted access to? I gave you my password to everything the other day. What else do you want? DAVID: Is this going to be this difficult today? Are we going to do that? Or are we going to be cooperative? BLAIR: I'm feeling a little punchy. DAVID: Yeah, I see. I see you are. BLAIR: I'm in another hotel room. This is day 31 of a 36 day road trip. I tweeted today, "Okay. I've answered the question, how much travel is too much?". DAVID: Yeah. BLAIR: Getting into my head, I think these tips, I considered it kind of a beginner's guide to negotiating. I don't consider myself to be an expert on negotiating. But you can't advise people on the subject of selling and pricing without knowing something about negotiating, so a while ago I took a bunch of the best practices that I've encountered on the subject of negotiating, and kind of put it into one place. That's I think what we're going to talk about today. I'll call it a beginner's guide to negotiating, and we're referencing to these 10 tips that I've published previously. DAVID: Hopefully it will be more than a beginner's guide. But we'll just set people's expectations low. BLAIR: Yeah, right. DAVID: Then we'll exceed them. BLAIR: That's exactly what I was doing. DAVID: There are 10 in here. But there are two of them that we've actually had the chance to talk about in previous episodes. I will reference all 10 of them. But then with two of them I'm going to point people to a previous episode if they want to really bone up on all that stuff. DAVID: The first one is, avoid over-investing. This is one that we have talked about. It was in a recent episode. It was called Selling In One Lesson. The idea is that the more somebody wants it, the more at a disadvantage they are, right? Just summarize that for us and then we'll move on to the number two one. Over-investing is the first one. BLAIR: Yeah, so you can, a good metaphor for negotiating would be a poker game where there's times when you're bluffing, when you're playing certain hands. But in particular the idea of bluffing. Or calling somebody else's bluff. You can apply some of the tips that we'll talk about here. If it's very clear to the client that you want this so bad, and it's clear to the client not just from what you say, but from all of the free work that you have done, all of the costs that you've incurred. If you are clearly over-invested in the sale then you do not have much of a bargaining position. Because you are demonstrating through your behavior that you want it more than the client does. Therefor the client is the one with the power in the relationship. BLAIR: It's a big broad rule. Avoid over-investing in the sale. As you pointed out, we covered this in detail in the podcast, Selling In One Lesson. DAVID: Okay. Even if you do desperately need it, don't act like it. BLAIR: Right. DAVID: Second, and here we want to start diving in in more detail. The second principle for negotiating is, ask the question, "Have we already won?". As I read that, I wasn't sure exactly what you meant. That led me to dive a little bit deeper into this, and I found it really interesting. "Have we already won?". Are you really asking that specific question? Or is it more just framing the negotiating in your head? BLAIR: This is a negotiating point specific to the topic of negotiating with procurement. This comes up a lot, I wrote about this in my book, Pricing Creativity: A Guide To Profit Beyond the Billable Hour. In the last month in the various places I've been, and the talks that I've done, and the training I've done, procurement has come up a lot. Where I'll talk about a principle and somebody says, "Yeah, but you don't understand. That doesn't work with procurement". BLAIR: The role of procurement, and I learned the most from this listening to a talk by a guy named Tom Kinnaird. Tom was head of procurement at WPP. Gerry Preece is another great resource on negotiating with procurement people. Gerry is an ex P&G global design procurement person who has a consulting practice, and he's written a great book on dealing with procurement. It's called Buying Less For Less. I think the subtitle is The Marketing Procurement Problem. BLAIR: When I was listening to Tom Kinnaird, who was former head of procurement at WPP and is now a consultant, he was giving away at a conference in London I was also speaking at, he was giving away some insider procurement tips. One of the tips he gave away was, you need to know that procurement often lies. When procurement shows up at the end of a negotiation, when you feel like you are the ordained firm, you've either won the business or you're in the pole position, and then procurement shows up to negotiate the final deal. In that situation, almost greater than nine out of 10 times, you have won. You've already won, and the concessions that procurement is demanding that you make, it's not mandatory that you make them. BLAIR: Procurement's going to communicate to you that, in order for you to win the business, that it's still a competitive situation, they're still considering other firms. In order for you to win the business you have to cut price. The general rule of thumb is, if procurement shows up late and starts using that language on you, they're lying. I talk about this in my next article. I'm actually quite heated about it in the next article. So far I'm only at the unedited version of it. DAVID: Still very angry. BLAIR: Yeah. It will be published by the time this podcast goes to air. Hopefully it's a little bit more measured. But in it I make the point that procurement is the only profession in the world that I know of where they're taught that it's okay to lie. It's okay to outright lie in the course of everyday business. When they show up late and say, "You need to sharpen your pencil. We've got three bids. You're the highest bidder. You need to get your price to X or you're not getting the business", they're almost always lying. BLAIR: Now when procurement shows up at the beginning and they navigate the entire purchase process, you have another problem. They're not lying. It's an even bigger problem. They're seeing what it is that they're buying as a commodity, so you have to ask yourself, should you be even participating in a process where the client clearly does not value what you do, and it's seen as an expense to be minimized rather than an investment to be made? But the lesson is, so the tip is, ask the question, "Have you already won?". BLAIR: When you're in a situation where it feels like you've won, and then procurement comes in and says, "You haven't won yet. You've got to get past us. You have to give us all of these concessions", don't believe them. In fact I would go further and say, "We have this idea that we've got to throw procurement a bone in a situation like this. We'll give them this one win and then they'll go away". That's not how they work. They're trained to keep asking until you say no, so you want to start with no. BLAIR: We could go deeper into that. We could do a whole podcast on negotiating with procurement. But that's the tip. You ask yourself before you start giving concessions away, ask yourself, "Wait a minute. Have I already won here? Is it really necessary for me to make these concessions?". Because in a lot of situations you have already won, and it is not in your interest to make any concessions whatsoever. DAVID: The main clue is found in when procurement comes. At the beginning or the end. BLAIR: Yes. DAVID: That's the second one, okay. The third tip here takes this further, and it's around the idea that procurement lies regularly. Not just about this one thing that we're talking about that relates to how to decipher the timing and whether you've actually won. BLAIR: Yeah, so it is a recurring theme here. You might think, I always say, "Attack ideas. Don't attack people and organizations". But I always make an exception for procurement. Reid Holden, who's written a couple of great books on pricing and also on negotiating, and he infiltrated the world of procurement. He has this great line, and I repeat it often. "80 percent of procurement people give the other 20 percent a bad name". DAVID: As opposed to 20-80, yeah. You're flipping that around, right? BLAIR: Yeah. In the story I'm writing, I'm writing two different examples of two different agencies pitching two different pieces of business and then having to deal with procurement. One hold their ground and the other one doesn't hold their ground. The example where the agency holds their ground, they're told in the beginning, "The account is a $500,000 a year retainer", and so they do a little pilot project for free. They prove validation. Then they're handed off to procurement and procurement says, "The fees are not $500,000. They're $300,000. Take it or leave it". The firm walked away, and in the end the client came back and said, "Oh, no no. We want you to work with us. You can have the original $500,000". BLAIR: As I was talking to the agency president who was telling me this story, I said to him, "If I were you in that situation. If I'd heard that from the procurement person, I would want to get the client and the procurement person in the room together. I would want to look them both in the eyes and say, 'I want to know which one of you lied to me. You said it was $500,000 in fees. You said it's not $500,000, it's $300,000. One of you lied. Which one was it?'". BLAIR: We know who the liar is. The liar is always procurement, right? Because they're taught that it's okay to lie. But I just imagine, and I'm ranting in this article, and you can feel me getting emotional now. Because I can't believe that we continue to give this egregious behavior a free pass. We need to call out irresponsible practices and outright lies when we hear them from our clients and our clients' procurement department. I hope I've addressed the issue of three procurement lies. I feel like we should probably get off the subject of procurement. DAVID: Well I turned the recorder off a long time ago, and what people are going to hear instead of you ranting is me providing a very reasonable response to all of these things. BLAIR: Instead of my therapy while I lie on your couch. I'm going to a marketing procurement conference in London. I think it's in June. I'm really looking forward to being in the room with these people, and having an open conversation about what I think of their business practices. DAVID: The third point is, beware of procurement lies. Let me just read some of these and then we'll go to the next point. "It's down to you and one other". That's one lie. Another one is, "Yours is the highest bid". Another is, "You have to cut your price to remain in contention", or all these other things that you might hear. BLAIR: Or, "Take it or leave it. There's no negotiating. There's no middle ground. Here's my offer. Take it or leave it". That's another one. DAVID: Right, yeah. Then a concession, you say, is an invitation to ask for more. All right. Let's get you back down to happy land, and we'll move off of procurement. BLAIR: Well we're still going to talk about procurement a little bit here in the next one. Go ahead. DAVID: The fourth point is, outwait the waiter. Outwait the waiter is the fourth point. Talk about that. BLAIR: Yeah. I forget where I heard this idea from first, because I really would like to attribute to the various sources that I've pulled all of these things from. It might be Chris Voss who wrote, "Never split the difference. Negotiate like your life depends on it". Or it might be Jim Camp. Or it might be Tom Kinnaird. I don't remember who. But the idea is, when you're in the final negotiations with people, and again it's almost always procurement. Because it's procurement who's trained in negotiating. That's another point. We really need to be trained in negotiating to counteract those on the client side who are trained in negotiating. BLAIR: One of the tactics that they do is, after you've won, or you think you've won, they slow everything down. Procurement will say, "I'll get back to you in this time period", and then they'll take longer. You'll reach out to them and leave a message, and they'll just kind of stretch things out to make you sweat and to make you more nervous. That's the way they can extract more concessions from you. BLAIR: Again, if you think back to the formula that we talked about in Selling In One Lesson, P equals DB over D. Your power in the sale is a function of your desirability, is your desirability greater than your own desire? Because if it's not, if you're communicating that your desire for the client and the engagement is higher than the client's desire, then you have the least power in the relationship. The tactic when procurement is trying to slow things down to make you sweat is, you slow things down even more. If they take 24 hours to get back to you, you take 48 hours. You communicate to them that, "Yeah, that's fine. We're in no rush. I mean, if this is going to happen it's going to happen. If it isn't, that's fine too". BLAIR: It's almost a game of, and there are times when negotiating really is a game and it really should be fun. It's never fun if you're over-invested in the sale, right? DAVID: Yeah, right. BLAIR: But it should be fun, and you should play this game. Instead of being anxious you just play it out and outwait them. If they delay, you delay longer. If they say they can't speak for 48 hours, you say you can't speak for 96 hours, etc. DAVID: Just multiply by two. BLAIR: Yeah. DAVID: They're saying, "We need to slow this down in some way", and they're expecting you to indicate some investment in the sale. Like minor panic or whatever. Instead you're flipping this around and saying, "Ah, no problem at all. Do you need more time?". BLAIR: Yeah. DAVID: "That's fine. We're not in any hurry, okay". BLAIR: You got it. DAVID: Got it, so that's the fourth point. The fifth point here is to beware the white knight. I don't think we need to talk too much about this one, because in a slightly different context we did talk about this in an episode called How To Drive Your Employees Batshit Crazy. Here we were talking more about management and so on. But the principle is the same. It's this idea that we are going to bring in the big white knight to save the day. Just give us a few sentences on this one. BLAIR: Yeah, the white knight is usually the senior person on your team. There's some negotiating going back and forth. Everything's proceeding, maybe well but slowly. Maybe it doesn't feel like it's proceeding well. But the principle or the senior person swoops in and says, "You know what? I'm going to fix, I'm going to get this deal done in one fell swoop". They show up and make a concession, thinking, "Okay. I'll just make the one concession and close on this". What they don't understand is, they've just undone a lot of work being done by other good people. BLAIR: Sometimes it makes sense, if you think of the previous tip about outwait the waiter. Sometimes it makes sense to just, it's part of the negotiation. To slow things down. When the principle shows up to speed things up and says, "I'm going to make this one concession and close the deal", then they realize, that one concession is really just the beginning. They have just created a whole new set of problems, and the likelihood that the agency is going to close this business at a profitable position has just diminished significantly. BLAIR: The idea is, be careful about allowing the senior person, usually the principle, to swoop in at the last minute and make a concession that they think is going to just close the deal. Because it usually doesn't work that way. DAVID: Yeah. On the other side of the table, they've discovered where the weakness is and how they can get even more concessions. Because you've tipped your hand. That's a good one. DAVID: All right, number six. Decide your give and gets in advance. Decide your give and gets in advance. Which is opposite of what you just talked about, where somebody else swoops in without much consultation. We might make a concession, but we're going to do it very intentionally. We're not going to be willy nilly here. Decide your give and gets in advance. Who's doing this? The team as whole? Anybody that's in a position of power? How does this work? BLAIR: That's a good question. It's not just the person who's on the front lines. It's the people ultimately who have to live with the decision. It's a senior member. It's probably a team decision or the decision in the principle. The idea here is similar to going into an auction, right? We go to an auction, we think, "I'm not going to do anything stupid", and we end up bidding these crazy high prices. Because in part, loss aversion bias kicks in. We make a bid, we mentally own it, and then somebody outbids us and now we've lost something that we just a second ago emotionally owned. BLAIR: What the science shows is, we value losing something about two times as much as we value gaining it. In an auction that causes us to do crazy things. The way you combat that going into an auction is, you have an honest conversation with yourself about what your absolute maximum price is, and you do not deviate from that maximum price whatsoever. You do not allow yourself to get swept up in the moment. You hold the line by making the decision in advance. BLAIR: The principle here of, "Decide your give gets in advance", is the same thing. You decide, what are you willing to give up in advance in the negotiation? What are you not willing to give up? What is it that you absolutely need to get from the client, and what are you willing to take a pass on? You make those decisions in advance so that you do not find yourself in the middle of a negotiation, while at the table or in the conversation, giving away something that you are going to regret later. You just draw the boundaries in advance of the negotiation. DAVID: I want to take a slight detour here and ask you a question. Because we're assuming that this is occurring at the outset of a new relationship in many cases. If you do this right, do you have to play these same games in subsequent negotiations with the same client? Or do they get and sort of figure out your style and where the lines are, so that it's a little bit more efficient later? BLAIR: Yeah. There's two different camps here, and we may be opening a big can of worms. I mean, it's a legitimate question. There's the negotiating with procurement camp, where if you really are using these principles and you're getting into these protracted things and you have these standoffs, you win. You've won the first round. That does not mean that procurement's not coming back for you even harder. When you're going into a relationship with that type of organization, you're going to win some battles. Ultimately you will lose the war. Ultimately everybody loses the war. BLAIR: The idea is that you get to a point where, "All right. This relationship is no longer fruitful. They've kind of beaten all of the margin out of us over the long term". You know, hopefully it was a good run. BLAIR: Then on the other camp would be good clients where you're not dealing with procurement, or they're more of a value buyer where you just have to use one or two of these techniques, and you're not setting up a long term war where you're constantly battling each other. It really could be one or the other, where you're constantly in a negotiation. Always defending what you know is an onslaught that you're ultimately going to lose in the end, but it still might be worth it. It might be a three, four year good run and it's worth fighting the battle. Or other situations where you just find yourself using one or two of these techniques and that's it. Then you find yourself in a good relationship with a value buyer who really values what it is that you do. DAVID: Yeah. I find that when I talk with my clients, and we share some clients, it's dispiriting enough when they have to enter these negotiations with a new client. But when they've worked with a client for years and then this gets turned on them again, when they want to review the relationship. They almost are just intentionally forgetting everything that happened over the last four years, and you have to prove yourself again. There isn't much in business that can pull the rug out from under your confidence and slap you in the face than something like that. I don't even know why I'm saying this. It just hits me at the moment that it's very discouraging for people to have to do that over and over again. BLAIR: I agree. DAVID: All right. Number seven. Neuter the final negotiators. Neuter ... It's like we're watching a Game of Thrones episode here. What kind of a serial killer are you in disguise? Neuter the final negotiators. Okay. What kind of knife do we use here? BLAIR: Maybe there's a better word for neuter. What I'm talking about is, the moment that you have the greatest amount of power in the relationship is the moment when the client, not the procurement person, but the client says, "You're hired". DAVID: Mm-hmm (affirmative). BLAIR: When that happens, and often you go from the client saying you're hired to, then you get handed off to procurement or legal or finance or whomever. That other department will kind of, you've got to fight another war over there. But if you know the war is coming, if you know, if you're used to dealing with the same types of clients and you know there's a battle with procurement coming, use your power at its height. The moment you're hired. BLAIR: I had a client once who called me and said, "We're doing great. We're closing all of these really big deals. Seven figures. We've got all the senior decision makers in the room. But I have the same problem. It's like every time I get a call from procurement, 'You've got to knock 200 grand off of this', etc". BLAIR: I said, "Okay. Next time it happens, next time you close a deal, in the room you have the senior decision makers. You say to the client, 'Okay. We've got a problem here'. Everybody's in agreement. We're going to do this. Here's the price. Here's the scope. Everybody's in agreement. Everybody's excited about moving forward and really looking for the engagement. Then you stop and say, 'Okay. We've got a problem. We've just agreed on this. The price is the price. We've talked about the value that we're going to create. BLAIR: I'm going to get a call from your procurement person, and that procurement person is going to tell me that if I don't knock $200,000 or $300,000 off this price we're not going to do business together. The price is the price. We've just agreed on what we all agree is fair for the value that we're going to create. The price is the price. There's no economies of scale here for us to make the price cheaper. Can we agree, when procurement calls me', and then you look over at the client side and say, 'When procurement calls me, who can I get them to call?'". BLAIR: Now you're in this little, it's a little bit like a power play move but not as bad as it sounds. In that the senior client on the client side of the table generally will take responsibility and say, "No. Have that person call me". That's what I mean by neuter the final negotiators. Leverage the fact that you have the most power to combat procurement in the moment when the client says, "You're hired". BLAIR: Now the higher up you're dealing in a client organization, the more power you have. In this example my client, the agency, was dealing with senior people on the client side. Presidents of divisions. They weren't dealing with brand managers. Bu even some brand managers might be willing to lend some weight to helping you get around procurement. But again, you ask in that moment. The moment when the client says, "I want to do this", or, "We want to hire you". That's when you have the most power to neuter the final negotiators. DAVID: Well I think this would be fun to do. Because I can see saying it with kind of a twinkle in your eye, and they just smile and look at each other. Because they know that that is coming, and they kind of chuckle and say, "Yeah yeah. Here's who it'll be. This is what they'll say. We'll take care of it". I love this one. DAVID: All right. We're on the way to 10, and we're at number eight. This one is an A B thing. What you say here is that you should either be ruthless, or you should be collaborative. One place is going to take you somewhere. The other place is going to take you somewhere else. Which is which here? Be ruthless or be collaborative? BLAIR: Yeah, so it's both but you pick your spot. You be ruthless with other professional negotiators, and you be collaborative with clients. With good clients. Because you have to work with the clients. You don't want to get into ... If you're setting the tone of the relationship moving forward where you're in this somewhat ruthless battle, you have to be aware of creating the conditions, if we're just not a very fruitful relationship moving forward. But you really should be ruthless with professionals. Again, you could hear me getting a little bit emotional as I talk about procurement people. You don't want to do that. BLAIR: One of the advantages procurement people have is, they are not emotionally invested in the sale. They don't give a shit at all, right? DAVID: They aren't even people. They don't even have emotions. BLAIR: "They're bureaucrats, Morty. Shoot them". Or, "They're robots". It's a Rick and Morty line. We're going to get into trouble with the 20 percent of the procurement people who are out there. Again, I just say to my friends in procurement, I don't actually have any friends in procurement, but it's possible that one day I might have a friend in procurement. I would just say that, the problem isn't just in the procurement profession. It's actually in the organizations above procurement who give license to procurement to procure creative and marketing service as though they were widgets. They think that they can drive cost down without affecting the quality or the value to be created. You can't really do that. The responsibility isn't just with procurement. BLAIR: But back to, these people aren't emotionally invested. We, especially if you're the creative person coming up with the concept, we tend to be emotionally invested in the results. You be ruthless with them. You hold the line. As I've already said, they're going to ask until they hear no, so you start with no. There's no need to build rapport or kindness or to ever negotiate out of emotion. If you find yourself being emotional, see if you can't retreat, regroup, let go of whatever it is that you're emotionally attached to. Then re-engage again when you're emotionally detached. But it's like, be ruthless. Hold the line. Don't fall into the trap of this ridiculous idea that you're going to befriend a procurement or a professional negotiator and you're going to, somehow through the strength of your personality, you're going to get to a solution. BLAIR: As you've pointed out, they're robots, or they're bureaucrats. I use that term in this moment out of a little bit of a respect. What I mean by that is, they're not clouded by emotions. They've got a job to do. They've got an objective. They're marching steadily toward that objective and not letting their emotions cloud their judgment, so you should be able to operate at that same unemotional ruthless level. DAVID: All right. Number nine is, use a positive no. Use a positive no. Can you explain that? I presume you can. BLAIR: Let's hope I can. DAVID: Yeah. BLAIR: There are so many different ways that you can say no. I think so many of us have a hard time delivering the word no, because in so many of our businesses, what we do is we find a creative solution to every problem. We don't accept that the answer has to be no to something, so therefore we have a hard time saying no. BLAIR: There are all kinds of different techniques on how to deliver a positive no. I'll just give you a couple of them here. First you just kind of, if there's an objection, you just make sure that you restate the objection. "Okay, I'm hearing that affordability is an issue for you". Then you deliver your no. You start with kind of a yes. "Yes, I hear that affordability is an issue for you". Then you deliver your no. "Listen, I can't give you that price in this specific situation". Then you layer in another yes. "But what I can do is stretch out the payment terms a little bit", or something else. Or throw in some other forms of value. Throughout the entire time, your attitude is always positive. It's not, "Oh, you know, I don't think we can do this". It's not, "There's no way we can do this". BLAIR: There's a time for, "No way". But there's a time when you want to use a positive no. You're nodding your head saying, "Yeah, I'm absolutely hearing you that affordability is an issue for you on this. I can't give you that price in this situation that you're looking for. But here's what I can do for you". Then deliver what it is you can. "I can throw in some extra value. I can stretch out the payment terms a little bit for you". It's all about delivering no with a positive attitude. BLAIR: I'm not saying that's always the approach. I think there are times when it's just a hard line, "No. Take it or leave it", walk away. But in many situations it makes sense to deliver a positive no. DAVID: You're also demonstrating that you've listened. That you care. You may make a decision that's not one they would prefer, but you're not just simply closing up and not listening to them. That's part of restating this to them. BLAIR: Yeah. DAVID: All right. The final one is to use alternatives to no, and you've got a few examples here. Are these used with clients or with pros? I think I probably should have asked that question many times here, because it's been interesting to hear the distinction. Using alternatives to no. Who do you use these with, primarily? BLAIR: Yeah, I would put most of these, like use a positive no or use an alternative to no, I would put most of them under the collaborate column. That means with clients. Where I find myself tending to want to be more ruthless and just deliver hard nos to procurement. Now that's me a little bit worked up emotionally, violating what I said earlier. The truth is, a really good negotiator will use positive nos and alternatives to nos with procurement from time to time. It's not just all hard lines. Although I really believe that you begin with a super hard line with procurement. BLAIR: I think generally speaking, for sure you should use these approaches with clients. The people that you want to have a fruitful working relationship with that. A great alternative to no, and I think this one comes from Chris Voss. If it's not Chris it's somebody else. I'll also, I'm recalling that some of the other techniques I probably got from Reid Holden in his book, Negotiating With Backbone. It's a small book. It's a really good book. Both of those books are great books on negotiating. BLAIR: His line, and again I think it's Chris Voss. Instead of saying no just ask, "Well how would I do that?". If procurement is saying, "Listen, the fees in your proposal, we're not giving you that. We're giving you 60 percent of what you've asked for. You can take it or leave it". Then you essentially turn the problem back onto, instead of saying no you just turn the problem back onto the client. "Okay, 60 percent of the fee. How would I do that? How would I deliver the services that you're looking for at just 60 percent?". DAVID: Mm-hmm (affirmative), and a pause, right? At that point? BLAIR: Right. Always a pause, and we're not talking about that here, but I've talked about the power of pause before. When you pause after you deliver a no or an objection or an obstacle for the client to overcome, you want to pause because whatever you hear next gives you so much information about how much power you have in the buy sell relationship. BLAIR: You could also use a, "Yes, but", instead of asking, "How would I do that?". The client might say, "I don't know. That's your problem. How you do it is your problem". You might say, "Well do you think we have 40 percent profit margin built into this?". "I don't know, that's your problem". You could say, "Yes, but". You could say, "Well you know, I suppose I could deliver on 60 percent of that. I mean, if that's your bottom line. I guess we'll just put the interns on it and remove access to senior people. Access to principles. We'll take our creative director off of it, and yeah, we can meet your price that way". DAVID: They're starting to get a warm feeling. BLAIR: Yeah. I mean, this is where we're having fun now, right? I think when the client asks you to do something ridiculous, you could ask the client, "Well okay. How would I do that?". Or if the client's not going to participate in that question you can offer a solution. Again, this speaks to the title of Gerry Preece's book, Buying Less For Less. The idea that when procurement is buying marketing services, they drive the cost down. What they don't appreciate is, they're driving the quality down. Because in a people based business, the way you get your costs down is, you get less expensive people on the job. BLAIR: Just communicate that to the client. "Okay, we can give you that price. But here are all of the things that we have to strip out". What you're almost certainly going to hear is, "No, we want those deliverables or value drivers at the price you quoted". That's where you can laugh and say, "Yeah, well let me tell you about the things that I want in my life too, that I'm not going to get either". DAVID: One of the things that I've been thinking about my own situation over the years, and something that's hit me. It's given me this kind of warm feeling. I know that sounds weird. But it's when I find myself getting a little bit angry, and that's because I feel like I'm being taken advantage of, or not appreciated to the level I should be. BLAIR: Yeah. DAVID: I can relax and tell myself, "I don't need this that badly. Why don't I just smile and make this more of an interesting exercise?". Not so much a contest, but an exercise to see what I can learn. As long as I'm willing to walk away from it, I don't understand why I'm getting angry. I need to treat this more as a business conversation. It frees up my mind to think in these categories and not get all wrapped up in myself at some point. BLAIR: Yeah. I call that smile and defy. You smile to yourself for a minute. Remind yourself, "Let's not get carried away here. This is just a game". Then you defy what it is that's been asked of you. Then you just see what happens next. You have that ability to do that. I have that ability to do that. Because we're not over-invested in the sale. We're not allocating significant resources from our businesses to close any one particular deal. DAVID: Yeah. BLAIR: When you don't over-invest, and I know and work with lots of agencies who have learned to not over-invest in the sale, everything changes when you're not over-invested. It's easier for you to smile. It's easier for you to use some of these techniques. It's easier for you to walk away from poor fits, knowing that if it really is a good fit, it will come back on your terms. DAVID: Care a lot, but don't care too early. That should be the title of this. BLAIR: That's great advice, yeah. DAVID: All right. We will put some bonus ideas in the show notes. Marcus will help us with that. These are 10, and we'll throw some more in there. This was really fun to talk about, Blair. Let's hope that none of these procurement folks listen to this before you meet them in London, or we will have some real life neutering taking place. BLAIR: I would prefer they did listen, and we had some frank and fruitful discussions. DAVID: Okay. Thank-you, Blair. BLAIR: Thanks David.
Blair offers seven mindsets that any seller of expertise needs to master so that they can behave like the expert in the sales cycle. Links "The Jedi Mindset" by Blair Enns McClelland's Human Motivation Theory, also known as Three Needs Theory, Acquired Needs Theory, Motivational Needs Theory, and Learned Needs Theory Transcript DAVID C. BAKER: Good morning, Blair. You are in London. I'm in Nashville. BLAIR ENNS: Yeah, it's my afternoon, and it's your seven AM. DAVID: And don't tell me you've gotten a lot more done today already, because that's just a time change thing. Has nothing to do with productivity. Today we're going to talk about the seven masteries of the rainmaker, choke, choke. BLAIR: You're choking on the word rainmaker, are you? DAVID: Well, a little bit. I'm also, it's like seven. How come it's not six or eight? Seven sounds quite biblically, almost like we need to take an offering at the end of this or something. BLAIR: Let's do that. DAVID: I'm more choking on the idea of the rainmaker. Do you hear that term much anymore? I don't really hear it. We know what it means, though. BLAIR: No, but there was a time when you heard it often. In fact, if an agency were running an ad looking for a new business person, probably a health percentage of those ads would have the title rainmaker wanted. DAVID: Yeah. BLAIR: I've never liked the term rainmaker. It's a little bit funny that an agency principal would be looking for an individual who essentially has magical powers, the ability to make it rain. DAVID: Right. It's dry. The crops are going to die. All we can do is just rely on magic. So let's call on the rainmaker. We have no idea how he ... it was always a he back in those days, but we don't know how he or she does it, but this is our last resort. BLAIR: We have no positioning. We have no leads. We have no prospects. We have no formalized new business process. You absolutely need somebody who can make it rain, yeah. So I've kind of used that term tongue in cheek, but the idea of seven masteries, it really stems from the notion of mindset. Because you can master behaviors. You can master all kinds of things. And when I originally wrote about this a few years ago, I had come home to the idea that I was teaching people sales process and people were learning, so they were onboarding and understanding what it is that they knew to do in specific situations, but yet, they still couldn't bring themselves to do it. BLAIR: So I kind of went deep into the subject and realized well, the things that I'm asking them to do, because my approach, the Win Without Pitching approach to selling to new businesses is a little bit contrary to the conventional way it's done in the creative profession. So the things that I was asking them to do were contrary to their overall general pattern of behavior. And then you ask yourself, well, what sets somebody's general pattern of behavior, and the answer is it's really the thoughts in their head, the mindset. BLAIR: So I kind of arrived at this model, this idea of the seven masteries of the rainmaker. These are the seven things that are concepts that an individual needs to master in order to put themselves in the mindset, the mindset of the expert. I sometimes refer to it as the Jedi mindset, so they master those concepts. So they're in the proper mindset. Then they can begin to behave, generally speaking, across the pattern of general behavior, they can begin to behave like the expert, and then they can start to take onboard these very specific things that we teach client does x, you do y. BLAIR: If you learn those specific points of sales process, what to do in the sale, in certain situations, but you're not already operating or behaving like the expert, then they're not going to work. So this whole idea was about getting to somebody's mindset. DAVID: Okay, so we're going to go through the seven, but before we do that, let's assume that I want to embrace this way of thinking. What specifically, almost mechanically, are you suggesting I'm going to do with these seven things? Do I just write them down, and I chant them to myself? No, you're not talking about that. It's more I analyze my behavior against this list. What am I going to do with this after we get through going through the seven? BLAIR: As I walk you through the seven, you'll think about where you are on that spectrum, and in the first mastery, just ask yourself, hey, are you mastering this now, or do you have some homework to do? And then I am going to get you to chant something funnily enough. DAVID: Good luck with that. BLAIR: After we get through four of the ... I think I said to you, this is either going to be really fun, or it's going to be a complete disaster. DAVID: Right, yeah. BLAIR: So we'll just see how it goes. As I explain the mastery, you just ask yourself, well, is this something I have mastered, or do I have some homework to do? And then once we get through four, the first four, which I consider to be the foundational masteries, then I'll actually talk about stringing them all together in a little saying or a mantra that you can say to yourself, and I don't mean to say that you're like Buddhist guru here or something. DAVID: As you laugh and talk about that, right. BLAIR: We're going to get you to say it out loud and then you'll see that when you do this properly, this becomes the conversation that you're having yourself with, and it sets you up to go into a situation where you're behaving properly. And even if you don't remember the specific things I tell you that you should be doing in the situation, it won't really matter, because you'll be thinking the right things. Therefore, your tendency will be to behave appropriately. You will behave like the expert. And then you can forget all of the nuance, and you'll still probably do pretty good. DAVID: Okay. All right. So let's dive in then. The first one is focus, right? So talk about that. BLAIR: Yeah, so mastering focus, it begins with the subject of focus. When you go in and do a total business review with a firm, I don't know this for certain, but I would expect that one of the very first things that you look at is the firm's positioning. Once you do an assessment of where the firm is and how they need to improve, I suspect that's kind of the foundation of where you start, or one of them. It certainly is in my business. DAVID: Yeah. In fact, I'm doing one today, yesterday and today. And as I was driving to where I'm talking with you now, I was just thinking, you know, I love this work. There's so much science and art around positioning, and it sets the stage for everything, right? How can you have all these other conversations without that? And that's what you mean focus, power in the sell comes from deep expertise, which comes out of that focus. DAVID: So when somebody's listening to this first one, and they're thinking, okay, do I still have homework to do, that question is is my firm focused enough to give me power or leverage in that relationship. BLAIR: Yeah, are you focused, or are you the individual benefiting from a focused firm. And the benefit of focus is when the firm narrows its focus in terms of the types of problems it solves or the types of clients it works for, usually a combination of those two, when it narrows its focus, it allows the firm to build a deeper expertise. So if you're an agency principal, and you have a dedicated new business development person, just ask yourself, are you arming this person with the benefit of focus. So we're going to build a four statement mantra. BLAIR: And the first statement is I am the expert. I am the prize. And that comes from this notion, this idea that I see myself as the expert practitioner in the relationship and not a vendor. I have some power in the relationship because of the depth of my expertise. Therefore I have a sense of being in control, but this idea that I am the prize, I am the prize to be won. I and the firm, we are the prize to be won in the relationship. And it's not the client is the prize that I am trying to win. BLAIR: So again, that's a mindset thing. Do you see yourself as this deep expert and representing a firm that has deep expertise that is desirable to the client, and do you see yourself and the firm as the prize to be won in the relationship? DAVID: That is so powerful, even though the words are so simple. It's the opposite of being a supplicant. It's not an arrogance, though. It's more of a quiet confidence that I've seen this before, and I'm eager to help, but we should talk about whether this is a right fit. I don't have to have this. I keep thinking of all these statements that emerge from what you were just talking about on the focus side. Even though we're kind of skipping, we could unpack this notion for weeks. We could talk for weeks, just about what focus means. But that's how it all starts. I love the fact that ... obviously, it has to be on this list, but I love the fact that it's also the first one. DAVID: So I am the expert. I am the prize. So that's focus. Second would be purpose. So talk about what that means, because we're still talking about very foundational things. How does purpose relate to this as a second one? BLAIR: Yeah. So after you master focus, you build deep expertise. The second, master a sense of purpose. And by purpose, I mean kind of a higher mission or calling. So most well-positioned firms can express their positioning in some fairly standard, almost formulaic language, and I don't mean to denigrate the language by calling it formulaic. I think first, you actually have to express your positioning in a formulaic language before you get creative with the language. BLAIR: So most specialized firms can say we're experts at helping this type of client solve this type of problem, or this discipline for this market. And that's just the beginning. Once you have that nailed, you want to go off in search of a higher purpose. Now, what purpose does for you in the sale is it gives you moral authority. It gives you the moral authority because you're driven, not to sell something to the person sitting across the table from you, and you're driven, not to help them sell things to their client. By tapping into purpose, you're tapping into something that's bigger than you, and even bigger than your client. And that gives you some moral authority in the sale. BLAIR: I'll give you an example in my own business. So Win Without Pitching, I can express our positioning as sales training for creative professionals. So the discipline is sales training. Creative professionals is the market. But my mission based positioning is we are on a mission to change the way creative services are bought and sold the world over. So there are different reasons. It starts to get into this Simon Sinek, tapping into your why thing. But there are certain moments when I will say that statement to myself, or if I'm being introduced to give a speech, I'll hand that language to the person who's introducing me, and that helps me get through maybe a slightly anxious moment and tap into something bigger than what I'm trying to accomplish in the moment. BLAIR: And when you're thinking bigger, when you're thinking past the transaction that's in front of you, and you're thinking past even what your client's objective is, to something even bigger than that, that steals you, gives you this moral authority, it contributes to your confidence, and it allows you to kind of ... gives you more ... I don't want to go back to the power word, but more confidence to navigate through the situation, through the sale, acting like the expert. DAVID: Yeah, and what I'm going to say next, I don't want it to take us too much off track, but I couldn't help but thinking of something as you were talking through this. Part of what we're doing at the beginning of a transaction like this or a possible transaction, or relationship, I guess would be a better way to say it, is to gather some control in that relationship, set ourselves up for that, not, though, so that we can misuse the power, but to use it for the benefit of the client, and sometimes it looks like a mistake. It looks like a power trip. It doesn't make sense sometimes from the outside. It's like if you saw somebody holding a child down, and it was through a glass window, and it looked cruel, and then the next thing you saw is that they were giving the child a shot, or they were dressing a wound or something like that. So we're doing something where we're exerting control to help the client, not to abuse the client. And we're reminding ourselves of that during this purpose discussion. DAVID: I love the example of getting up on stage, picture you've traveled a long time, you're tired, maybe something has happened that's shaking your confidence just a little bit. And you say this to yourself that I am on a mission to help. I guess that's the second phrase here that we're talking about. The first one, I am the expert, I am the prize. The second one, around purposes, I am on a mission to help. All of a sudden, it settles everything down. It reminds us why we're here and what we're trying to do. BLAIR: Yeah, well said. DAVID: So the third one is leadership. This is also a foundational statement. These first four are very foundational. So leadership is the third one. BLAIR: Yeah, let me just build where we are so far. So focus, I am the expert, I am the prize. Purpose, I am on a mission to help. And leadership, the line that goes with that is I can only do that if you let me lead. The idea of mastering leadership speaks to the notion that the sale is the sample of the engagement. So for you to do your best work in the engagement, you need to be able to lead. I use the word power, and I tend to overuse it, and as you point out, I don't mean power for the sake of power. I don't mean overusing it, but I mean, the client letting you assume the expert practitioner position and lead them through the engagement, rather than them relegating you to the vendor position and having them drag you through the engagement or dictate to you how the engagement is going to work. BLAIR: You're being hired to help solve a problem or capitalize on an opportunity. And for you to do your best work, you need to be allowed to lead in the engagement. Now, if you're not leading in the sale, then you won't be allowed to lead in the engagement, because the roles in the relationship are established well before the engagement begins. They're established in the sale. That's why you need to behave like the expert. You need to behave appropriately. BLAIR: So this third mastery of leadership is simply recognizing that for you to do your best work in the engagement, you need to be allowed to lead the client. Therefore, it's your job or a requirement that you assume the leadership position in the sale before you're hired. Again, I refer to the battle for leadership or power or control as the polite battle for control. And it should never feel to the client like you're dominating them or lording anything over them. They should feel the way it feels to you when you're hiring an expert practitioner yourself. They're calm, they're collected. They're clearly in control of where things are going or what the appropriate next steps should be. BLAIR: But they're also quite consultative with you, and they make you feel like you have input and you're not being dragged along. So that's the third mastery is leadership. DAVID: I can't help but think about the notion of process as well, because many clients of the folks that are listening to this podcast, those clients are sometimes going to question the process you want to take them through, and it's pretty important to not only have a reason for the process, but to also stick to your process as the expert. Now, if it's not a good process, you don't need to stick to it. I guess that was obvious. BLAIR: It's funny. I was thinking that, too. I'm sure you've seen this, too. There are a lot of agencies out there that kind of manufacture this, I'll call it process, the Canadian version. They manufacture it, and they lead their clients through it, and I come along, or you as a consultant come along and look in and go oh, it feels a little bit hollow and empty, and it's needlessly long, and it's not as fruitful as the client might think. So I think we can laugh about it, but there's actually some fairly hollow processes out there. DAVID: Right. But assuming that it's a good process and it really is a core part of how you're going to lead the client, then this begins to be a part of how you conduct this conversation. It's like you've hired me as an expert. The way I've done this in the past many, many times is to follow this process. I don't mean the hollow process. I mean the good process. It's allowed me to find the truth more reliably and more quickly. And that's a part of leadership. Leadership is not just the advice I'm giving a client. Leadership is also the process that we go through together to arrive at that advice. That's more the point. So focus, purpose, leadership. And the fourth one is detachment. DAVID: Let me go through and repeat these phrases again. So on focus, we have I am the expert, I am the prize. On purpose, I am on a mission to help. On leadership, I can only do that if you help me lead. And then third is detachment so walk us through that. BLAIR: Yeah. Fourth is detachment, and the line that goes with it is all will not follow, and that's okay. There's really two things you want to master about detachment. First of all, you want to detach from the outcome. So we're talking about the mindset you get into right before you go into the sales interaction. And you layer in all these masteries, focus, purpose, leadership, and this idea of leadership, I'm going into the exchange, and one of the things I'm looking for is I'm looking to take the lead, and I'm looking to see if you will let me take the lead. Do you recognize me as an expert, and are you willing to let me lead in the engagement? If you are, you'll let me lead at least a little bit in the sale. And the fourth mastery here, detachment is letting go of the fact of well, if they don't, that's okay. BLAIR: Your business is bigger than any single one interaction or any single one opportunity. You are this focused expert. The idea is if this person or this client or account doesn't come with you, if they don't let you lead, if they don't hire you, et cetera, that's okay. So you detach from the outcome. That's number one. You focus on the mindset and the behavior, and you detach from the outcome. So again, if you imagine when you hire or work with other professionals in your life, if you end up saying to a lawyer or accountant or solicitor or whoever the most vaunted expert is in your life, if you decide kind of not to go with them, they're not pleading for you to please, please, please give me your business. Because they're this recognized expert who have, you imagine that they have all kinds of opportunities available to them beyond you. BLAIR: And that's essentially what you should be thinking to yourself and then communicating to your client, and just let go of the outcome. So that's the first point on detachment is just generally focus on the mindset, focus on the pattern of behavior, and let go of the outcome. Don't be tied to the fact that this person absolutely must buy from you. BLAIR: There's a lot rolled up in this idea. The idea of not over investing in the sale is tied to it. It's easier to detach when you haven't over invested in the sale. But the second part of detachment is each of us personally tends to have something, and it's usually one recurring thing that we want from the other person in the sale. BLAIR: And I'll go back to this model of motivation known as McClelland's needs theory of motivation or the three needs theory that says people are motivated primarily by one of three different things. It's the need to win versus others, the need to orchestrate others, and the need to connect with others. So if you're a high competitive drive, and you have a high need to win, then you really need to detach from, before you walk through the door, just let go of the need to win this opportunity. If you have high power needs, you have the need for authority and respect, that's probably a good thing, because you and I and have been talking about that. You want to occupy the expert practitioner position, but some people can be in danger of having too high a need for authority and respect. BLAIR: And that's me. So I need to let go of the need to be the absolute authority on something, and other people have high affiliation needs. What they're concerned about in any social interaction, even in a commercial one like this is the need to be liked by others, the need to connect with and be liked by others. So in that situation, they would be telling themselves something like all right, this person doesn't need a friend. They need an expert practitioner. So I will detach from my need to have this deep, personal connection with somebody. There's some more nuance there. You don't want to detach from that completely. But you do want to recognize essentially what a big motivator is and recognize that you tend to go to this too often, and in the situation you want to let go of it. BLAIR: So the idea is that all will not follow speaks to this notion that you don't need to close every deal, and then there's this secondary detachment of what is it that you personally need. Identify it and let go of it. DAVID: Because we should not need constant affirmation that we are an expert in the relationship. We should enter that potential relationship. Every once in a while, it's on a rocky ground, but believing generally that we are the expert, and there's a lot of evidence for that and that many, many clients over many years have paid us a lot. And then after the engagement, we've heard that it made a difference for them, whatever business our listeners are in. DAVID: I love talking about this notion about how much we care or what we care about. I have this theory that has zero scientific underpinnings, just to make that clear. BLAIR: Those are the best theories. Go on. DAVID: All of a sudden, you're interested now. The idea is that we have 200. Now the number might go up or down, obviously, but we have about 200 instances in our souls where we can care a lot more than the client can. And every time we deeply care more than the client does about something, a little part of us dies. And then we have 199 left. So you want to use those very carefully. They're like little tokens that are not going to be replaced. Caring about the wrong things, it just kind of kills you slowly, right? BLAIR: Yeah, you've punched all the holes in your care card. You're out. DAVID: Exactly. Where's my free card? BLAIR: Clearly, you've punched yours years ago. DAVID: I don't even know what a care card looks like anymore. Okay. So what's this mantra that you're going to try and get me ... you say it, and I'll repeat it. And this rolls up the first four. BLAIR: I am the expert. I am the prize. I am on a mission to help. I can only do that if you let me lead. All will not follow, and that's okay. You try it. DAVID: Okay. If I say that is, will you let me lead the next six episodes of the podcast? BLAIR: Yes. DAVID: Okay. BLAIR: You can have whatever you want if you say this. DAVID: Okay. I don't believe that. But I am the expert. I am the prize. I am on a mission to help. I can only do that if you help me lead. BLAIR: If you let me lead. DAVID: If you let me lead. All will not follow, and that's okay. So obviously, I messed it up. I have to practice this some more. Okay. So those are the first four, and you've wrapped them up. The next three masteries are different, though. They're not foundational. They're more specific situation masteries. And we sometimes get these in as well, today. BLAIR: Yeah. DAVID: So what's the first one? Silence. BLAIR: You're looking at the list. You tell me. DAVID: Ah, you were pulling that on me. You just did that to me, and I fell right into it. BLAIR: Yeah. DAVID: Okay, I'm a sucker. BLAIR: The fifth mastery is silence, and I think we've talked about this a little bit before. I think mastering silence is the single biggest little thing that you can do, if that makes sense, and it does make sense, the single biggest little thing you that you can do to become a better sales person. Nature abhors a vacuum, and when a buyer and seller are talking, any time there's a pause in that conversation, there's an impetus on both parts to fill it, and if you're the seller, you tend to fill a pause in a sales conversation with some sort of concession. You don't even have to master silence. You just have to learn to be more comfortable in silence than the other party. Because if you can be more comfortable, then the client is likely to fill the void with a concession or they will give you really valuable information. BLAIR: So we always teach that any time you raise an objection or place kind of a hurdle in front of the client and ask the client to jump over that hurdle, or you ask for a behavioral concession, after the statement or the ask, you just be quiet. So if you put forward your proposal, and it's got a price on it, and you're putting it forward orally, and you say and the price is $200,000, then you just stop and say nothing. And it's hard to do this initially, but it's actually very easy to get good at this. And if you can just kind of not be the person to break the silence, and you let the client fill the void, then you'll get all kinds of information on where the client stands, on how much power you have in the relationship. And you might even get some concessions, whereas sales people like to fill a void in that moment. The price is $200,000, silence, and then the sales person can't stand it, and says, oh but we could do it for less. DAVID: Yeah, and the panic rises so quickly. It's like yeah, maybe they just need to pull out Fortnite and start playing it or check their email. You're not suggesting that. BLAIR: I would say count to 10 under your breath. DAVID: Yeah, okay. All right, so silence is the first of the three after the foundational ones, and the second one is directness, say what you're thinking. We've talked a lot about this one, but it fits in the system, right? So just remind people, if they haven't heard that episode. BLAIR: I was just working with a firm earlier this week, and we were just doing some role play scenarios where I was on the subject of saying what you're thinking. So I was just throwing out some scenarios. And I was saying okay, here's a scenario, you're talking to a prospective client. You're thinking oh, they're probably too small. They probably can't afford you. What do you say? And I was really surprised at how people ... and I've been doing this for years. I continue to be surprised at how people struggle with finding the language to actually politely say what you're thinking, because we are not conditioned to do that in this business. In the creative and marketing firm business, we're taught that we're in the service business. The customer's always right. We're taught to nod and smile yes, even when we think the answer is no. BLAIR: But an expert would never do that. If you've got an opinion that's contrary to one that's been stated by the client, including an opinion on what the next step should be in the path to determining whether or not you're going to work together, you should say it. So be direct. Put it on the table. So I say there's a slight pause. As soon as you get the thought, the contrary thought, you have an obligation to state the thought, and you pause long enough so that you can think of a way to say it with kindness. So we talked about before, the subject goes by the name kind ruthlessness. So you're kind in your language, but you're ruthless in your standards and your behavior. By that I mean, you're being direct, you're saying what you're thinking. If you think the client's assessment of their problem or their opportunity is wrong, then you should say so. BLAIR: If you think there are flaws in the way they're proposing to hire a firm like yours, then you should say so. If you think the client is making a mistake in the engagement, then you should say so. Any expert worth their weight would confront politely with kindness the client with the mistake they think the client is making. And we, almost universally ... it's not universal, but it's almost universal. We don't do that. We need to learn to get better at doing that. So you master this idea of directness of saying what you're thinking. DAVID: I'm picturing somebody taking the oath of office or being sworn in before they give testimony. There needs to be something like that for experts, a commissioning service for experts where they raise their hand and say, I pledge to do it politely but to be honest and to state the truth with the clients who deserve that from me. They deserve that leadership from me. This is very powerful. BLAIR: I love that idea, our equivalent of the Hippocratic oath. DAVID: Right. So silence, directness, and the last one is money. So master your own wonderful relationship with money. That's one of the things we got with another couple or some friends or whatever, and we can talk about sex. We can talk about all kinds of ... we can't talk about how they raise their kids, and we can't talk about money sometimes, and that carries over into how we conduct these early relationships and sales studies as well. We can't really talk about money for some reason. BLAIR: Yeah, and that's why it's the seven and the last mastery. I like the idea that if people were just to read it, you have to master money. Some people would be repulsed by it, the idea. And those are the people that I'm really speaking to here, because we're not mastering the accumulation of money or the spending of money. What I mean by mastering money is mastering our own relationship with money. I believe, and I think we've talked about this before, that most of us have a dysfunctional relationship with money. BLAIR: In my book, Pricing Creativity, the last chapter, I think it's titled the last obstacle is you, and I talk about the mental barriers ... we've done a podcast on this ... the mental barriers to profit. And that's what I'm talking about is not getting hung up on money, and all of the personal emotional things that we were taught or we learned around money, all of the baggage ... baggage isn't fair, because as you pointed out, in social situations, the rules around talking about money are actually quite different than they are in a business situation. You say you've got friends where you can talk about sex, you can talk about politics, you can talk about things. But you can't necessarily talk about money. There's only a small number of people in my kind of personal life, where I have an open relationship without the subject of money, where we've agreed that we're going to talk openly about money, and there's really nothing off limits. DAVID: Yeah. BLAIR: I'm really talking about mastering the subject of the hold that money has over you or the idea that the subject of money is somehow holding you back because you don't feel it's worth it. I got an email two days ago from a client, who said ... he forwarded an exchange that was happening in his firm. He said, oh you're going to love this. He said read down and start from the bottom. So this is a firm that's recently moved to value-based pricing. So they still scoped it based on hours. Somebody internally said, well, it should take this many hours. The client wasn't buying hours, but they sold it for way more hours than it took to deliver. And two people internally were saying this is unethical. We cannot do this. BLAIR: So the principal at the firm and I are kind of laughing back and forth about this, because if you think it's unethical to create extraordinary value quickly, then you have a dysfunctional relationship with money. DAVID: You also have some other issues that are coming around the corner, too. This is such a great topic. I'm not at the point where I'm going to start chanting this. But I do ... I really do like this. So the foundational four, focus, purpose, leadership, detachment, and then the three masteries that are more for specific situations which you might use in certain specific cases would be silence, directness, and money. Blair, this was fantastic. Loved our discussion today. BLAIR: Yeah, thanks. It wasn't nearly as weird as I thought it would be. DAVID: Thank you, Blair. BLAIR: Thanks, David.
(1 Samuel 27-30)(Series:Making of a Man, Lessons from the Life of David) As we face challenges, remember to strengthen outselves in the Lord.
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