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2 episodes with jim collin
2 episodes with jim collin
http://www.copperplatemailorder.com Copperplate Podcast 297 presented by Alan O'Leary September 2024 www.copperplatemailorder.com 1. Danu: The Garsun Who Beat His Father. All Things Considered. 2. Macalla: Blackberry Blossom/Lord McDonald's/Vincent Broderick's. Women of Ireland3 Niamh Ní Charra: Flush of Success/The Worn Torn Petticoat Tom Billy's Fave. Donnelly's Arm 4. Eilis Kennedy: The Saucy Sailor. Westward5. Michelle Mulcahy: The Drunken Sailor. Lady on the Island 6. John McEvoy & John Wynne: The Masters Return/The Dog Among the Bushes/Jimmy McGreevy's #1. The Dancer at the Fair 7. Angela Carberry: The Muke That Broke My Heart/O'Gallagher's. Back in Time 8. Mick Sands & Clive Carroll: Lough Erne's Shore. The Ominous & The Luminous 9. Sorcha Costello: Jackson's/Sean sa Cheo. The Primrose Lass 10. Mick & Aoife O'Brien & Emer Mayock: Miss Monaghan's/Neil Gow's 2nd Wife/Lucy Campbell. Tunes from the Goodman Manuscripts11. Noel Hill: The Holly Bush/Pigtown. Live in New York.12. Elaine Reilly: Madam Bonaparte/Boys of Ballysodare. Epiphany 14. Kevin Rowsome: Corney Drew's HP/The Faithful Friend. The Musical Pulse of the Pipes 15. Cillian Vallely & David Doocey: Billy Rush's/Jim Collin's Rambles/Pride of Rockchapel. The Yew & The Orchard16. London Lasses: The Culfadda/Farewell to London/Rossmore Jetty. 25th Anniversary Album
EPISODE 311: How can you make your business resilient in the face of challenges? Forget the traditional definition of a recession as a financial crisis–it goes beyond that. When I say recession, it could be when your star employee jumps ship to a competitor. It could also mean something happens to you, and your business can't run without you. As a CEO, what's your game plan when those happen? In this episode, I'll be sharing ten (10) foolproof strategies to recession-proof your business so it can weather any storm that comes its way. I'll be sharing some practical and actionable steps you can implement as early as possible, highlighting some of the great resources we have at your disposal so you'll be better equipped with the knowledge to run your construction business through any rough waters. Ready to recession-proof your business? Let's dive right in! Key Takeaways: Introduction (00:00) The many faces of recession (02:25) Drive your cash flow (04:24) Focus on maximizing your bottom line (06:24) Make your team more agile and efficient (11:39) Monitor your trade partners in your supply chain (17:27) Establish a go/no-go date on all of your projects (24:05) Upsell to current and past clients (28:43) Focus on your core competencies (30:51) Jim Collin's The Hedgehog Concept explained (32:10) Lead your team well (33:34) Operate as the CEO (37:26) Leverage the 80-20 principle (40:44) Quick recap (42:14) Great resources for you to check out (43:22) Additional Resources: - Watch the replay on How to Recession Proof Your Business HERE - FREE training on how to get out of your business and make it run without you HERE - Hear our clients' success stories HERE - Schedule your business evaluation call with our team HERE -- The Construction Leading Edge Podcast helps construction business owners maximize their revenue, eliminate chaos, systematize their work, and win back their time. Follow us on your favorite podcasting platform so you never miss an episode!
This week I'm adding onto my definition of leadership from the last episode by talking about one aspect of Jim Collin's concept of "Level 5 Leaders."
In this episode of the Transition, I discuss how to survive and thrive during tough times using Jim Collin's Framework of the Twenty Mile March.Order my book, “Black Veteran Entrepreneur” here: https://amzn.to/3gme7kg
Say, you've got it good. You're liking your life right now. Do you need to learn the art of letting go of good to get to great? Though it might sound too much like a Jim Collin's book, it's literally what today's guest has done. More than once in her life. And she'd done it in midlife. If you want to reach a new level of influence, power, or success, that you might define as revenue or freedom of time, you may have to stop doing something. Either stop completely, or delegate it to someone else. Listen closely to this episode where one successful book may or may not lead to another. One successful podcast may have to go away to birth a better one. For you… I wish whatever you're dreaming about … or better. My Guest: Gin Stephens is the author of the NY Times and USA Today bestseller Fast. Feast. Repeat., and Delay, Don't Deny: Living an Intermittent Fasting Lifestyle, an Amazon #1 best seller in the weight loss category, as well as Clean(ish): Eat (Mostly) Clean, Live (Mainly) Clean, and Unlock Your Body's Natural Ability to Self-Clean (2022), another Amazon #1 bestseller in several categories. Gin has lived the intermittent fasting lifestyle since 2014, losing over 80 pounds. She is the host of 2 top-ranked podcasts: Intermittent Fasting Stories and the Fast. Feast. Repeat. Intermittent Fasting for Life podcast (w/Sheri Bullock). You can join her private community by going to ginstephens.com/community. Questions We Answer in this Episode: You mentioned starting this new podcast and how it's already out-performed your first and made the comment about having to let go of things. The universe is speaking to me apparently. It falls in alignment with 10x is easier than 2x philosophy where to grow really big and explode you may have to let things that are doing "pretty well" go. What was your reason for starting this new adventure? Are you letting go of something in order to support it? And how does/did that feel? Have you done this before in your life and business? Any advice to listeners who are or who want to be coaches and trainers and aren't right now? What if they just feel pulled to become trainers but have no formal training just such a strong interest, what would you say might tell them this is a fleeting thing vs a real life-loving game-changing pursuit? Connect with Gin: https://www.ginstephens.com/ On Social: Instagram: https://www.instagram.com/ginstephens Other Episodes You Might Like: How to Pivot Your Fitness Brand Right Now with Natalie Jill https://www.fitnessmarketingmastery.com/your-fitness-brand/ Top 10 BEST Health Coaching Business Podcasts of 2022 https://www.fitnessmarketingmastery.com/best-health-coaching-business-podcasts/ Resources: Menopause Fitness Specialist™ Program: https://www.flippingfifty.com/menopause-fitness-specialist-program-2022/ Health & Fitness Business Scorecard: https://www.fitnessmarketingmastery.com/scorecard Marketing to Women Copywriting Course: https://www.fitnessmarketingmastery.com/copywriting-course
‘'Good is not the enemy of great, it's the enemy of growth.'' Sue Tetzlaff explains the transformational power of a strategy focused on greatness and the formula of leverage, to Jim Cagliostro. Episode Introduction Sue shares how creating a volunteer army transformed a struggling community hospital into a profitable, national award-winner, why the patient experience and the employee experience can't be separated and reveals strategies that can move 20% in a patient satisfaction metric in 18 months. She also explains how leveraging greatness in people, service and growth creates a magnet for talent, and why hospitals can never declare victory in greatness. Show Topics A moment of realization in a Michigan hospital Good is the enemy of growth Setting up a formula of leverage Creating a strategy for ‘'greatness'' is not an easy fix The patient experience is tied to the employee experience Growth can happen when leaders ‘'get real'' 04:34 A moment of realization in a Michigan hospital Sue said acknowledging that 75% of employees wouldn't use their own healthcare organization triggered change. ‘'I remember sitting in a room with the executive team and it was our strategic planning cycle. I had already been there 10 years through three-year strategic planning cycles. We're there at the table again and we're looking that these trends are just as ugly or worse than they were last time. We sat down to craft our strategy for the next three years, and we're looking at them, and one of the things jumped out like no other. It was all ugly, but one thing jumped out to me. 75% of our own employees would not use the healthcare organization that they worked at. And that really reflected of how the community was engaging or not with using their local healthcare services. And so put that in the pile of all the other data that was bad about patient satisfaction, safety, quality, profit, market share, out-migration, everything. When you look at that, all of a sudden, I remember looking up and I looked around at my peers and I said, "I am not going to be on the leadership team that loses this community's important asset. I did not come to this work to do that. And we have to figure it out. We can't just tweak our strategies this next time. We have to do something big and different. If we keep doing what we're doing, we're going to keep getting what we're getting and it is not going to be good. We could actually spiral to closure and lose this important community asset." So that led to me being volunteered, of course, to lead a team to figure this out because it was my moment …'' 15:10 Good is the enemy of growth Sue explained how that realization helped to create the framework of achieving great results. ‘'You know how Jim Collin says, "Good is the enemy of great." Well, good is the enemy of growth. And my explanation of that is these patterns that we saw. Starting with our very first organization, we saw it there. And sometimes it wasn't only until retrospect and that repeated pattern of looking back that you saw that good is the enemy of growth. So when we first packaged, how do we take this down the road to another hospital, we created a framework called the framework of achieving great results. And in the center we were creating great strategies, then creating ownership and alignment for those strategies to be successfully executed on. And then over time, we added then creating agility because I really believe that the agile and the enduring committed organizations are the one that's going to survive. You've got to be agile. You've got to be willing to change. You've got to be willing to improve. You've got to be willing to grow.'' 17:30 Setting up a formula of leverage Sue said the secret to success is not just in balance, but in leverage for growth. ‘'So this people, service, quality and growth at first, making sure we were balanced and we truly did have strategies under people, service and growth, as well as finance that we had them all. But then we realized that the magic was really not in just being balanced across there, but really setting up a formula of leverage there where if we invest, especially because we're in crisis there, in people, service and quality and our strategies there, if we invest more attention, energy, focus there and we nail that and move it from good to great, then growing actually just organically happens. Especially when you're a hospital and your community is right around you. You can say you're great all you want, but if it's not true, your community knows it. You can just have a billboard and run more ads, but guess what? You could add more services, but they're not going to come. Build it, they'll come. Okay, people. That is not the reality always, especially when your reputation is whatever you have now isn't good, why is something new going to be good too? Your community and those bad stories in people, service and quality, especially in small communities, those are loud and they're lasting, and you got to overcome that. And it's only through people, service and quality that you're going to overcome that. So the new formula under creating great strategies is people, service and quality, good to great, and then leverage that for growth, which then improves your finances. So it's not just in balance. It's in leverage.'' 24:45 Creating a strategy for ‘'greatness'' is not an easy fix Sue explained that in the early stages, the focus is on people, service, and quality before growth. ‘'……..when I work as a strategist with new organizations that have been fine or good for 20 years, and their market share shows it, and your revenue growth shows it or whatever, is I actually for the first three-year strategic plan I do with them, I put almost all of their emphasis on people, service and quality and tame down their growth plan. It's almost like an early investment of shore this up, move it from good to great, and then now the next cycle is truly a growth cycle. And now you can leverage all of that improvement that's been done, and now your growth efforts are easier, more successful. You're a magnet for talent. You're a magnet for patients. And so I stage it that way. So it's not a quick, easy fix. It never is. None of this is a quick, easy fix, but I'll do that a lot when I'm mapping out a strategy for an organization, is if they need to shore up day-to-day operations, people, service and quality, put your time, energy and focus there for three years. And I can tell you that it will have decades of lasting impact on everything, everything.'' 28:48 The patient experience is tied to the employee experience Sue said you can't improve one in isolation as both are tied together. ‘'And so that's where it started, and that really is people, service and quality. Employee experience, people, patient experience, and we truly, truly believe, Jim, that you cannot improve the patient experience, which is both about safe and satisfying care. It can't just be about service and friendliness and nice. It's important. It's part of compassion and caring, is to be civil and friendly and all of those things. But if you're just that and your quality and your safety sucks, I'm sorry, it's like lipstick on a pig or painting the shack. We really have to have substance behind that of true patient experience being safe and satisfying. But we believe that you can't, and we've over and over again shown this to be true, that you can't really improve the patient experience if at the same time in parallel, you're not improving the employee experience, that they're so tied together that you can't even separate them. People caring for people. Both of those things have to be working well. So those really fit under that people, service and quality pillar. So since so much of our emphasis of our work was definitely on those solutions that made us a magnet for talent, those solutions that made us a magnet for patients were really about improving the employee and patient experience, people, service, quality. That's where we realized that that was where the magic was and then leverage that for growth.'' 38:09 Growth can happen when leaders ‘'get real'' Sue said understanding their exact position and trend can help healthcare leaders discern if they need external expertise. ‘'So get real with yourself. Get real with yourself, and then get real with do you know how to execute on strategies for people, service and quality? Do you really know? Do you have the inside expertise? And if you don't, you need to either figure it out, which I can tell you, it took us six years to figure it out, three years to mastermind it, three years to test it. You can spend that time or you can find somebody that can help you. There are experts out there. That's what we do. I know there are others. There's other formulas, frameworks that can do this work too. But I think you just first have to assess and get real about where you are, and not just where you are right now but that trend. Are you trending up, down, all over the place, out of control and your quality is whatever? That's your sign that you have a problem. Maybe you have to own up to yourself that you don't have the fix. I had a CEO say to me the other day, Jim, he said, he goes, "Well, I think I want to try to fix it on my own first, and then if we fail, then I'll seek some outside help." And I said, "If your boiler broke right now and you didn't have heating or cooling for your patients or employees right now, would you as a CEO go down there and say I'll give it a try to fix it myself before I call in an expert?" He goes, "No." I'm like, "Well, how is people, service and quality any less important than heating your building?" So …my parting advice to frontline leaders is even if your organization truly, truly, truly isn't making this a priority, it can be yours.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Sue Tetzlaff on LinkedIn Check out VIE Healthcare and SpendMend You'll also hear: Sue's 20-year journey to Co-Founder, Chief Strategist & Executive Officer of Capstone Leadership Solutions, Inc: ‘'My original career goal, Jim, was to be a hospital CEO, and I was checking all those boxes. I became a registered nurse. I got a bachelor's degree in health information management. I got my master's degree in hospital administration. I got my fellowship and my board certification in American College. I got my first VP job in quality and then as a nursing officer and then as an operating officer.‘' How ‘'creating a volunteer army'' dramatically transformed a small community hospital: ‘'We went to over 900 (employees). We went from losing millions of dollars to making $11 million the three years after we started. Our patient satisfaction went from the bottom 25% of the country to the top. Some of our quality statistics were at 17% compliance. Now we were winning national awards …'' Identifying common patterns to create a common solution: ‘'…it's data and it's opportunities and it's problems. But when you work with multiple organizations, especially all at the same time, doing the same thing, you start to see patterns….this is not just a unique opportunity or solution or problem in one place. … This is a common problem. Can we have a common solution? ‘' The problem with ‘'good'': ‘'…And so the human behavior around something that's good is I may or may not use it again. I may or may not talk positively about it in the community and I may or may not recommend it to others. And that could be even if it's poor. If it's good, average, it's a may or may not kind of attitude or decision for the buyer. But when something is great, it's their go-to place.'' Why hospitals can never declare victory: ‘'…really John Kotter would say, "Don't declare victory too soon." But I would add never. You can never declare victory on this. You have to just start, keep going and it is the infinite game. There is no end. No matter how good you get, you have to keep getting better in people, service and quality. You cannot give up or you will go backwards.'' What To Do Next: Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies. There are three ways to work with VIE Healthcare: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it. VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.
Andrew tells Tom about his book The Humility Imperative. Andrew tells how he likes speaking about and teaching on leadership, and how the book came from requests from students to write down his message. Andrew describes how Jim Collin's Good to Great influenced his thinking on humility in business. Andrew tells how ambition directed on behalf of a cause is much more powerful than personal ambition. Andrew tells how, even now as a $20m+ business, small clients are just as important to FortyAU as they were when the business started, and serving small clients is one way FortyAU stays true to its values. Small clients have been critical to helping FortyAU weather different economic storms and grow in all conditions. Tom asks how Andrew empowers his engineers to have an ownership mindset. Self managing teams work best for FortyAU, where the pressure to perform comes from within the team. Andrew encourages his engineers to care about business outcomes and the people effected by the project more than just getting code written. Andrew talks about how software is a living product that's always changing. Tom tells how good enough and available is better than perfect and not available. Andrew says that collisions with customers make software better. Andrew tells how important it is to get feedback from users and embrace change management. Andrew tells how morale and productivity often go down in an organization when new software is introduced. Andrew tells how his company built a tool that transformed a paper based process into an automated process, but got a lot of pushback from the customer that the software was buggy when it was not. After introspection, the customer realized they had botched their rollout and the quality of the software was high. Tom talks about how it's impossible to avoid user testing—you either do it before launch or it will happened after launch. Andrew says humility works the same way you are either humble, or you'll be humbled by circumstances. Finally, Tom asks Andrew how he wants his kids to think about business.
In team meetings, leaders often need a simple code of conduct through which to operate. If you have the 'right people on the bus', they will be self-motivated and don't require constant coercing toward a compelling vision. In order to effectively delegate responsibility and accountability and create a high-performing team, leaders should follow Jim Collin's three rules of engagement for healthy teams. In this episode, we discuss Jim Collin's three rules, what they are and why each of them are so important to create the environment for a high-performing team to thrive. ----- * Do you love The Growth Whisperers and want to see our smiling faces? Subscribe to our YouTube channel. * Do you enjoy our content? Rate our show! * Is Twitter your thing? Follow @Evolution_Perth and @lawrenceandco1 to learn more about building enduring great companies. *Like LinkedIn? Follow https://www.linkedin.com/in/bradleygiles/ and https://www.linkedin.com/in/coachkevinlawrence/ ----- ----- Links: *https://evolutionpartners.com.au/ *https://lawrenceandco.com/ Newsletters *https://evolutionpartners.com.au/articles *https://lawrenceandco.com/business-resources ----- Related episodes #97 What time period should your role be focussed on? #124 Five things that make a bad strategic plan #85 How to get the most from a strategic planning framework #64 Why you need a Quarterly reset #85 How to get the most from a strategic planning framework ----- Additional episodes you might enjoy: #84 The 7 common strategy mistakes from Michael Porter #130 Jim Collins: Level 5 leaders #104 The habits successful leaders use to prepare each week #50 Jim Collins Flywheel Concept: How to build unstoppable momentum in your company #96 The three main barriers to consistent growth #90 Meeting Rhythm - The Annual Strategic Thinking meeting #110 Five most common questions we get about Scaling Up #89 The 4 different types of A players
In this extended Special Edition, David Baldwin and Martin Brossman discuss the book "How the Mighty Fall by Jim Collins" and how it relates to Brick and Mortar businesses. Here is the original video https://youtu.be/6Iwk6E0UVKI About our Alignable Brick and Mortar Roundtable https://groupsfinder.alignable.com/expert-groups/main-street-mastermind with myself and Dave Baldwin for on just $39 a month, giving your two closed zoom meetings with Dave and me focusing on your success. Also, a closed group keeps your Brick and Mortar business sharp, successful, and profitable. It is ONLY for Brick and Mortar Businesses. No contract, and if you are not gaining clear value, you can stop at any time. The open group on Alignable for Brick and Mortar business https://www.alignable.com/groups/brick-mortar-business-owners You can find me, Martin Brossman, on Alignable at: https://www.alignable.com/raleigh-nc/martin-brossman-and-associates-llc and Dave Baldwin https://www.alignable.com/raleigh-nc/baldwin-systems-llc My Success Coaching website is https://Coachingsupport.com . To join Martin Brossman's Small Business Monthly News Letter for useful tips and more, sign-up here: https://bit.ly/MartinsNewsletter If you value this podcast, share it! Email me what shows you like and what you want more of. Please include the word podcast and the show you are referencing in the subject line to martin@martinbrossman.com - Find all my online content at https://linktr.ee/martinbrossman
Patrick Lencioni: The 6 Types of Working Genius Patrick Lencioni is founder and president of The Table Group, a firm dedicated to protecting human dignity in the world of work, personal development, and faith. Pat's passion for organizations and teams is reflected in his writing, speaking, executive consulting, and most recently his three podcasts, At the Table with Patrick Lencioni, The Working Genius Podcast, and The Simple Reminder. Pat is the author of twelve best-selling books with over seven million copies sold. After twenty years in print, his classic book The Five Dysfunctions of a Team remains a weekly fixture on national best-seller lists. He has been featured in numerous publications, including the Wall Street Journal, Harvard Business Review, USA Today, Inc. magazine, and Chief Executive magazine. He is the author of The 6 Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team. Many of us have heard the invitation from Jim Collin's book Good to Great to get the right people on the bus. But once the right people are on the bus, how to do you find the right seat for each person? On this episode, Pat and I discuss how to utilize the Working Genius model to find the right work for the right team members. Key Points When addressing burnout, the type of work someone does is more significant than the volume of work. Three stages of work are present for almost every team: ideation, activation, and implementation. A cup of coffee in an excellent thermos can stay hot an entire day — that's true of us when we're aligned with our working geniuses. Finding the right work for a team member is far easier than finding the right person culturally. Before you look elsewhere, be sure they are in the right seat. To fill gaps in your team's geniuses, you can hire, borrow, or find people where competence will suffice for now. Resist the temptation to immediately jump to hiring. Resources Mentioned The 6 Types of Working Genius assessment The 6 Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team by Patrick Lencioni Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) How to Lead an Offsite, with Tom Henschel (episode 377) The Mindset Leaders Need to Address Burnout, with Christina Maslach (episode 609) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.
I discuss Jim Collin's concept of “Firing Bullets, Then Cannonballs”Be sure to subscribe to the Dog Whistle Brand Newsletter on Substack here: www.dogwhistlebranding.comOrder my book, “Black Veteran Entrepreneur” here: https://amzn.to/3gme7kg
IN THIS EPISODE, YOU'LL LEARN:07:31 - What opportunities Jason has been focusing on in 2021.16:10 - What Jason looks for in companies he invests in.19:40 - The business units that produce Amazon's revenue.30:29 - Why Amazon has been such a successful business over the past 20+ years.41:09 - How Jason thinks about the valuation of Amazon as an investor.And much, much more!*Disclaimer: Slight timestamp discrepancies may occur due to podcast platform differences.EPISODE RESOURCESGet a FREE audiobook from Audible.Read the 9 Key Steps to Effective Personal Financial Management.Check out our Investing Starter Packs about business and finance.Learn about our Investing Starter Packs on real estate.Jason Moser's Blog and Articles.Brad Stone's book, Amazon Unbound.Jim Collin's book, Good to Great.Clayton Christiansen's book, The Innovator's Dilemma.Related Millennial Investing Episode: MI015: Start Investing In Individual Stocks w/ Jason Moser.Related We Study Billionaires Episode: TIP11: Billionaire Jeff Bezos – The Secrets To His Success w/ Preston, Stig, & Hari.Related We Study Billionaires Episode: TIP362: Amazon Unbound w/ Brad Stone.Support our free podcast by supporting our sponsors.Save with a credit union that helps you build financial confidence with Navy Federal Credit Union.Make it simple to hire and manage remote employees across all 50 states with Justworks.Make your home safe with Simplisafe and get 40% off today. Indoor and outdoor cameras, comprehensive sensors, you name it.Now, not only the wealthy can afford collectibles! Enter Otis, an investment platform that makes it possible for almost anyone to invest in shares of cultural assets. Sign up now at withotis.com/TIP to get your first share for FREE!Impress your audience and yourself. Enjoy presentations for free with Canva.Read this episode's transcript and full show notes on our website.Connect with Jason: Website | Twitter | LinkedInConnect with Clay: Twitter See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
IN THIS EPISODE, YOU'LL LEARN: 02:01 - What types of companies 43North looks to invest in.07:29 - What types of industries are currently most exciting from Kevin's point of view.11:16 - How studying human behavior can help you as an investor.21:42 - The differences between working at a large corporation and working at a smaller company.42:13 - How luck has played into the companies that Kevin has worked with.And much, much more!*Disclaimer: Slight timestamp discrepancies may occur due to podcast platform differences.EPISODE RESOURCESGet a FREE audiobook from Audible.Read the 9 Key Steps to Effective Personal Financial Management.Check out our Investing Starter Packs about business and finance.Learn about our Investing Starter Packs on real estate.Paul Graham's article, The Refragmentation.Steven Levitt's book, Freakonomics.Jim Collin's book, Good to Great.Visit Kevin's blog.Visit 43North's and Finta's websites.Related Episode: MI071: How To Become A Successful Entrepreneur W/ Sean CastrinaRelated Episode: MI117 Impact Investing and Partnerships with Zachary Conway & Adrian Grenier.Support our free podcast by supporting our sponsors.Save with a credit union that helps you build financial confidence with Navy Federal Credit Union.Make it simple to hire and manage remote employees across all 50 states with Justworks.Make your home safe with Simplisafe and get 40% off today. Indoor and outdoor cameras, comprehensive sensors, you name it.First Majestic is offering our listeners an exclusive offer of $15 off per kilogram bar. Hurry because this offer only lasts until the end of December!Learn more about how you can get started investing in some of the best cash flow markets today with Rent to Retirement.Get the most unique goods every month from small businesses and emerging brands with Bespoke Post's Box of Awesome. Get 20% off your first monthly box with the code MI.Read this episode's transcript and full show notes on our website.Connect with Kevin: Website | Twitter | LinkedInConnect with Clay: Twitter See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
In this Episode we take a look at Jim Collin's BHAG's concept with Parissa Behnia of Sixense Strategy! We discuss who should use BHAG's, how best to institute them into your organization and when it may NOT be a good option to bring this development tool into your strategic planning.To learn more about Parissa, connect with her on LinkedIn at https://www.linkedin.com/in/behnia/ Or by email at: parissa@sixensestrategy.comBrandon Miller, M&A Director, Emerging Technology & Digital Marketing, 321 CapitalBrandon@321capital.com
The book of Acts holds tremendous wisdom for leaders of faith. Whether you are in the workplace or church, you will benefit from this conversation. Bill and Ed discuss what we learn about leadership from Acts Chapter 1, in this first of several episodes diving into scripture for help with our daily role as leaders. Utilizing leadership models from Jim Collin's Good to Great and Thom Rainer's Breakout churches, Bill and Ed unpack the different levels of leadership defined in scripture.
How do we know if someone was a great leader? One key is to take a hard look at their final act of leadership before they let go of the reins. Too many would-be leaders see succession in a distorted light that invalidates any good work they may have done. If we want to be seen as “one of the good ones” here's how to get the focus right.Notes and Resources:Prefer to read? Here's the full post: The Final Act of Leadership: What Leaders Get Wrong About SuccessionRead more thoughts about Jim Collin's book Good to Great here, or check it out on Amazon.Collins found that three fourths of CEOs deliberately set their successors up for failure so that they themselves would look good.Here's the original video of the dropped baton; see the last 20 seconds for the slow-motion close-up. Quotable: “Leaders who truly care about their organization and the people within it do not set them up to fail the moment they walk away.” - Ken Downer“If an organization soon stumbles after the leader departs, that's not a testament to his leadership ability, it's an indictment of it.” - Ken Downer“If we would be seen as great leaders, if we want our team to win, our final act of leadership is clear: don't drop the baton.” - Ken Downer"Great leaders prepare the organization to thrive even when they are no longer leading it." - Ken DownerRelated posts: Who's Your Second? Are We Really Leading, or Just in Charge?Delegation, Part 2: What to Delegate? Tips on how to develop your teammates through intelligent delegation.What is Your Leadership Legacy?
Continuing on from our discussion last week on Leadership and Jim Collin's book Good to Great, today we talk about the importance of having your team in the correct seats on the bus. Each member of your team has roles and responsibilities that are specific to your company and their position description. However, it's also important to factor in the strengths of your team to ensure that they are getting maximum job satisfaction and your company has the best people in the roles that suit them the most. Waiting for a sign that it's time to make some big decisions in your business, here it is! See omnystudio.com/listener for privacy information.
Ashley Merrill is CEO and founder of Lunya, a luxury sleepwear brand. On this podcast, we talk about Ashley's crazy launch story, learning the language of your industry, why successful virality is the anomaly and not the norm, and so much more! To learn more, visit: http://honestecommerce.co Resources: Luxury sleepwear for the modern woman lunya.co Sleepwear for the modern man lahgo.co Follow Ashley @ashley__merrill The Hedgehog Concept jimcollins.com/concepts/the-hedgehog-concept.html Read an article derived from Good to Great straight from Jim Collin's blog jimcollins.com/article_topics/articles/good-to-great.html Download a free chapter of the Small Giants book smallgiants.org/chapter-download Buy the Who: The A Method for Hiring book whothebook.com Scale your business with electriceye.io Level up your customer support gorgias.grsm.io/honest Get a free trial at klaviyo.com/honest Find out how your business can be sales tax ready at avalara.com/honest Get 1 month of automated Shopify backups for free at rewind.io/honest
Welcome back to the Digible Dudes podcast. We are back again with another interesting episode of David and Reid dedicated to a most recent book they read, Beyond Entrepreneurship by James M. Collins. Stay tuned until the end of the episode, where David and Reid dive deep into how that book impacts them and how they are going to launch the parts of that book into the company. Starting the conversation, David shares how he became aware of the author Jim Collins saying that he couldn't keep down his book Beyond Entrepreneurship because he believed that this book would help him to have a better idea about long-term disciplines to grow the company. Then, David and Reid share their attitude about the books you need to read if you are an entrepreneur or a founder or if you are just looking for answers, but according to David, it depends on your intentions. In the next part, David and Reid both share their key takeaways from the book, saying that the book helped them to figure out what needs to be done next for the company because the company has got a big deal of reputation in a short period. Further down to the episode, David and Reid share their motivation for the carrier, saying that it's not the money but the influence showing Patagonia clothing company as an example of a business that influences society rather than earning money. Continuing the conversation, David digs deep into the term Discipline in an organization, saying that building discipline is super hard as well as it's super important. Then, David talks about the risks you are about to get when launching a new product and saying you can't fail too often because you have a reputation to maintain. Wrapping up the conversation, David and Reid talk about the one last question they want to ask from James Collins, the author of Beyond Entrepreneurship, saying that they want to ask him what they should care about in Digible among those valuable lessons mentioned in the book. [06.09] Jim Collins - Who is Jim Collins and his book Beyond Entrepreneurship. [08.20] The Best Books – David & Reid talk about some of the best books for an entrepreneur or a founder; The Lost And Founder by Rand Fishkin , Jim Collin's Beyond Entrepreneurship. [16.42] Key Takeaways from the Book - Getting aligned with purpose, mission, and vision and building core values happen to be the key takeaways of David and Reid from the book. [26.36] Motivation for Carrier – Best career motivation is not money but social influence like putting the right people in the right places. [00.35] Discipline- What kind of discipline an organization needs to have, and how hard it to be achieved when a company is growing fast. [09.02] Launching a New Product - How it is to launch new products for a company like Digible and James Collin's attitude about a new product launching in his book Beyond Entrepreneurship. [17.16] One Question for James Collins - What they should pay attention to and what they should ignore when it comes to Digible. Resources: Lost and Founder: A Painfully Honest Field Guide to the Startup: goodreads.com/book/show/35957156-lost-and-founder Beyond Entrepreneurship: Turning Your Business Into an Enduring Great Company: goodreads.com/book/show/869231.Beyond_Entrepreneurship
Every pastor I've ever met wants to reach the lost and build disciples. I believe that’s you as well. I know you want to see people saved and for your church members to grow in their love and understanding of Christ. That’s why you got into this work. But now, after years of doing this work, you realize that it’s impossible to do it alone. You need help. You need others to come alongside and share the load. In part, that’s why you are listening to me. That’s why you found this podcast. You want to learn how to identify, train, and release leaders into the work. This is Mark Jones and I help pastors reach the lost, build disciples, and develop church leaders. Thanks for listening to Coaching Christian Leaders. If you want to know more about how I can help, then please visit www.CoachingChristianLeaders.com In today’s episode, we are going to focus on the most important leader you must train. You must train this leader before all others. And a failure to do so will cause problems. Who is that one leader you must give the priority to? It is yourself. Over the past four leadership development episodes you have: identified a leadership position to develop. You have written a short job description. I have asked you some questions with the hope of creating in you a sense of urgency. And we have brought the Lord into our planning. And today? Today we are going to focus on ourselves. We are going to work on our own leadership skills. Let me take a couple of minutes and tell you a bit about myself. My story will help you understand the value of personal leadership development. For me, becoming a pastor is a second career. Before I was a pastor I was career military. I retired from the Air Force in 1995 and shortly after that went into full-time ministry. The work I did in the Air Force – I was a Russian Linguist – had nothing to do with pastoring a church. So about one year before retirement I began to work on a Master of Divinity. Then about one year after retiring I went into ministry. I tell you this because early in my ministry career I realized something. Seminary did not prepare me to lead a church. In general, Bible colleges and Seminaries do not train pastors to lead churches. In seminary, I had only one class on pastoral leadership. All the other classes were on theology, Bible book studies, and language (Greek, and Hebrew). Those things are essential but they do not prepare you to lead a church. Where did I learn how to lead? The leadership skills I possessed, in the beginning, came from my years in the Air Force. The rest I learned on the job and from speaking to other pastors. And now I want to share with you what I have learned. Over the next few episodes, we will work on personal leadership skills. You need to learn to read with intention. You need to work with a coach or a mentor who will challenge you. You need to surround yourself with a small group of peers and meet with them regularly. Today we will focus on reading with intention. One of the best ways to learn to lead is to read with intent. If the internet is telling the truth, then CEOs read approximately 60 books a year. That’s five books per month. You are the CEO of your church. I know you already read to preach. Books that help you with message prep probably equal 2-3 books per month. So why not use the other 2-3 slots and read for leadership development? About a year ago I came across an article by James Clear titled 7 Ways to Retain More of Every Book You Read. James Clear is the author of the book Atomic Habits. I’ll put a link to this article in the show notes. But for the next few minutes, I will give you Mr. Clear’s seven points and put my spin on them. Quit More Books You do not have to read a book cover to cover. If it is not bearing fruit stop reading it. Not every book is worth the investment of time. And often you can get what you need early and then move on. Let me add this. If you want the information the book contains but find the book to be a drag to read, then buy a summary book. Here’s what I mean. Say you want to read Jim Collin’s book Good to Great but you do not want to read 400 pages. Someone has written a summary book and it's on Amazon. Summary books give an overview of the major ideas, they give an analysis, and they are typically under 50 pages long. You need to be reading more to improve your leadership skills but if the book does not click with you then quit it. And if you think the info is good but the read is overwhelming, see if someone has written a summary book. Choose Books You Can Use Instantly You need to be reading on the subject you can instantly use. Later I will recommend a few books you should read first. One of those is Paul Axtell’s book Meetings Matter. As I read that book, I began to use his ideas to change the church board meetings. It was exciting to see his ideas come to life in our meetings. Create Searchable Notes This bit of advice improved my reading. Today I mainly buy Kindle books. Kindle books save me money. The cost of a Kindle book is much less than a print book. Plus, at the end of my pastor career, I am not stuck with 100’s of print books that I can’t get rid of. But the main reason I read Kindle books is that I can search on my highlights and print my notes. I use a free program called Kindle Mate to pull off and print these highlights. Mr. Clear recommends Evernote. Whichever, create searchable notes. One more thing on this. If you really want to retain what you read, when you finish a book, print out your highlights, read over them, and then write down the ones that really resonate with you. Combine Knowledge Trees You need to link or hook what you are reading to something you have already learned or experienced. You do this when you read the Bible or commentaries. Your mind makes links to previous studies or message series. When you read secular material you need to create similar links to previous material. But you will need to be intentional. Write a Short Summary Mr. Clear gives a short outline on how to do this. He recommends you ask yourself these three questions: 1) What are the main ideas? 2) If I implemented one idea from this book right now which one would it be? 3) How would you describe the book to a friend. Surround the Topic Mr. Clear means that we should pull in articles and other subject matter that speak to the topic of the book. But I want to give an alternate way to surround the topic. Try and get a few friends or congregational members to read the book along with you. Then meet to discuss it. Surround the topic of the book with their ideas and viewpoints. Read it Twice Good advice but not every book is worth reading twice, but... those that are you should read over again. At the very least, you should read back over your highlights and notes. Here they are one more time: Quit More Books Choose Books You Can Use Instantly Create Searchable Notes Combine Knowledge Trees Write a Short Summary Surround the Topic Read it Twice So the first step in our personal leadership development is to read with intent. You need to be reading 2-3 leadership books per month. In the next episode, I will give you some book titles that you need to read now to grow as a leader. Some of those book titles are listed on my Resource Page found at CoachingChristianLeaders.com. So just pop over to CoachingChristianLeaders.com and look for the Resources tab. Thanks for listening to Coaching Christian Leaders. You should subscribe to this podcast so that you’ll never miss an episode. You can find this podcast in just about any podcast app. We are on Apple Podcasts, Deezer, Gaana, iHeartRadio, Google Podcasts, and now we are on Amazon Music. Check it out and make sure you subscribe. This is Mark Jones and I will speak with you soon.
This episode features the audio version of Fort Capital's 2020 Annual Letter detailing the decisions we made and the processes we followed throughout an unprecedented year. To read the full-text version, click here. Follow Chris on Twitter: www.Twitter.com/FortWorthChris Learn more about Chris Powers and Fort Capital: www.FortCapitalLP.com Follow Chris on LinkedIn: www.linkedin.com/in/chrispowersjr/ (00:21) - A Year for the Record Books (02:11) - Remaining Focused in 2020 Jim Collin’s - Good to Great (02:47) - Fort Capital’s Flywheel (04:15) - C.O.R. Episode #65 on COR or read about it here. (05:03) - A Focus on Class B Industrial (05:47) - Why We are Focused on Buying and Operating Class B Industrial (08:56) - Strategies for Creating Value Across Our Investments Click here to sign up for our Broker Deal Incentive Program (10:40) - Fort Capital’s Track Record (11:36) - Investors If you’re interested in investing with us or would like to see our more detailed track record, please reach out to investors@fort-companies.com or fill out the ‘I want to invest with Fort Capital’ interest form here. (12:25) - FCP Management For Property Management inquiries, please contact Steve Bailey at sbailey@fort-companies.com (14:08) - A Technology-First Mindset (15:11) - What FOS Does for Our Company (16:11) - Advantages of FOS (17:30) - 2021 Outlook Episode #91 with Spencer Levy of CBRE (20:04) - A Shameless Ask If you know anyone that might have an industrial property to sell, we’d love to meet them. Please get in touch with us here. (20:50) - Get in Touch If you know of someone who would like to invest in industrial real estate across Texas, we’d love to connect with them. They can email investors@fort-companies.com or fill out the ‘I want to invest with Fort’ interest form here. Interested in joining our team? Fill out our two-question survey and submit your resume here. To learn more about our team, check out our portfolio, or read more about how we think. Connect with us on Social Media to stay in the loop on what we’re up to: Follow Chris on Twitter Follow Fort Capital on LinkedIn Subscribe to The FORT Podcast Subscribe to our Quarterly Newsletter
Jim was born in the South of Sweden and has been working with lighting design at Light Bureau (ÅF) and has recently found his own practice, while being a partner with Annell Ljus och Form AB. We have been recording this episode at the Haymarket Hotel lobby (hence the background music and noise) but what is interesting is that Jim was working on lighting design of this project. It was an inspiring about different levels of a city and about qualities of light with a person who loves walking around a city both at day and night. «Good lighting is about adding to the emotional state» — this is only one of the comments that I wanted to highlight from our talk. Feel like this chat would inspiring for your co-citizen? Share a link with them ;) Follow & share: https://podcasts.apple.com/gb/podcast/gorozhanin-горожанин/id1476738623 Instagram (to see some behind the scenes): http://instagram.com/gorozhaninpodcast/ You can even become Gorozhanin's patron, click here: https://www.patreon.com/gorozhanin --- Send in a voice message: https://anchor.fm/acityforyou/message
As part of our Thanksgiving special, we are doing Part of 2 of Hearing from YOU! We hear from more listeners and we finally tell you...what the hell happened to Al! April gives an update on her family’s, eh hem, pivot on Thanksgiving and how they still made it memorable – fire, lots of fire. She also discusses how she realized she had been giving away her power to this season (pandemic, school closures, politics, health challenges, family loss, oh my!) and what she did about it… Here are the 3 things she’s doing each day to take back her power and her focus: 1. Every morning list 3 things you are grateful for. And it can’t be the same 3 you picked yesterday. 2. Every morning list 1 thing you are looking forward to today. 3. In the evening list 1 thing that progressed today and 1 thing that went well. Remember Fulfillment is found in progress, so make sure we are progressing something each day. It’s about training your eye to see what is going right in your life today. Though not turning a blind eye to the challenges our world faces right now. Yes, ignorance is bliss, but it’s no way to live. She discussed how to strike a balance like the one Jim Collin’s discussed in Good to Great when examining how to prevail in times of crisis. The Stockdale Paradox from Admiral James Stockdale says: “You must never confuse faith that you will prevail in the end —which you can never afford to lose —with the discipline to confront the most brutal facts of your current reality, whatever they might be.” Yes we must face the most brutal facts of our current reality. To not do that would be reckless at best. However let’s also focus closely on that first part—“faith that you will prevail in the end”. Yes! That! And for the audio from our listeners—we have Laura from DC looks at herself in the mirror and clearing away the BS that shielded her. Author Scott Miller makes a huge shift away from his 25-year lucrative career to go after something new. As he says "I disrupted myself". Babajide discusses how his fashion business in Italy shifted quickly during the lockdown and what happens next. Also her about the awesome things in 2020, like when Thomas from New Jersey talks about the struggle of his family business plummeting by 70+ percent. But then he says 2020 gave us a hard reset, to really value what we value. Take a step back and assess what is really important. And most importantly, she reminds us not to put 28 days later on your watch list. Don’t do it. You don’t need that right now…
In this day and age, most serious runners know that they need to do workouts that build their engine and they need to follow up that workout with some strength and mobility. Similarly, on a recovery run, they need to run controlled and they need to get in some strides. A long run and some flexibility work are what most serious runners employ once every week or ten days to ensure long term success. In this episode, I talk about the importance of the word "and" as we move into what will no doubt be a difficult winter. We're uniquely equipped as endurance athletes (and coaches) to deal with these unprecedented times. You may be familiar with the Stockdale Paradox, from Jim Collin's book Good to Great, which says that you must maintain unwavering hope and confront the brutal facts of your situation. I explain how this is an extremely helpful way to view this situation - having faith that we will be able to run races or simply do a long run with a group of friends, yet not set a deadline on when this will happen. I wrote about this in my newsletter for high school coaches in the spring of 2020. Click here to read that newsletter. I write emails for adult runners as well - go to CoachJayJohnson.com and sign up for my weekly emails for adult runners.
Chris Carr, President and CEO of Farotech, started his agency 19 years ago as a web development company, moved into SEO, and then transitioned to what Chris calls conversion science. Today, Chris says, his agency builds integrated systems that generate leads, nurture leads into clients, and then convert clients into brand ambassadors who refer new clients to the brand. Chris says that most companies spend a majority of their time and effort generating leads – and then alternating between generating leads and reacting to the results. He emphasizes that businesses can't depend on a single marketing platform. A properly designed system, like a flywheel, maintains consistent momentum, gains power, and generates “really great results.” Farotech “deep dives” for 2 months into a client's marketing, discusses a client's unique selling proposition, compares it to customer search volumes, and applies a software that identifies first top ten relevant Google search results in a client's market niche. Evaluating the “winners'” readability, content, content length, infographics, and backlinks yields information about what the client company needs to do to beat the competition. After Farotech understands a client's messaging requirements for both global audiences and the client's segmented audiences, the agency writes great, value-imbued, data-based content. Pushing data and information makes content sharable, Chris says. The agency provides a strategic 3- to 5-year roadmap that highlights gaps and opportunities and, over time, recommends messaging tweaks to keep the client “at the top.” One technique Farotech uses to great advantage is placing Pixel on a client's page to track visitor conversions, optimize ads, build targeted audiences for future ads, and remarket to people who have made a purchase. Pixel is very useful for capturing “lookalike audiences,” people who are unaware of a company and its offerings, but who are demographically similar to a company's “good customers” or similarly challenged. Finding the “lookalike” audiences for a client's emails and for its website users greatly expands opportunities. Chris says that blog messages should be targeted, polished, and personalized and delivered at least once a week in order for the blogger to be recognized as a thought leader. Chris says he likes to “fail as fast as I can, and then adjust and then keep going and keep going.” He believes it is very important to invest in training staff, and lauds Greg Crabtree's book, Simple Numbers, as an effective guide for “when to cut and when to hire. Chris can be reach on his company's website at: farotech.com consultation. Those who would like a consultation should email: info@farotech.com. He believes most companies will find this initial consultation invaluable. “He says, We work really hard to tell you where you're weak, where you should go from here. Even if you don't use us, these are the three things you should be doing, things like that.” Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast. I'm your host, Rob Kischuk. I am joined today by Chris Carr, President and CEO at Farotech based in Philadelphia, Pennsylvania. Welcome to the podcast, Chris. CHRIS: Hey, thanks for having me. ROB: It's fantastic to have you here. Why don't you start off by telling us about Farotech and what superpower you all bring to the world of marketing agencies? CHRIS: Thanks for asking. I stared Farotech about 19 years ago. We started out as a web development company, then slowly moved into SEO, and then from SEO into what we call a conversion science. What I mean by that is when clients come to me, they usually say, “If I could only figure out my SEO, then all my problems would be solved” or “If I was only good at social media” or something like that. What I often say is, “Hey, if you are basically wrapping all of your marketing around one particular solution, then you're building your house on sand.” What we try to make the argument of is we build systems, not solutions. If marketing is done right and it's turned into a system, essentially you have a system that generates leads, nurtures leads into clients, and then converts clients into brand ambassadors. And those brand ambassadors are going to be those loyal fans who create referrals for your brand. So, the superpower that I would have is I'm going to help strategize that in the beginning of the process and help our clients get to that spot. ROB: Where are they typically starting from? Are they just spending on anything? Are they trying to do some of these tactics that someone told them they should do, and they're coming to you because they're trying to be amazing at SEO even though they can barely spell it? Where are they coming from? CHRIS: I think most people spend the large majority of their time in lead generation. They're going to come to me saying that they might write a couple blogs. What I find is that most companies are what I call reactive marketers as opposed to proactive marketers. The reactive marketer is the idea that we live this life of quiet desperation. We have a tradeshow, so we sprint for the tradeshow, or it's Christmas season and we need to get our products ready for that. I worked a lot in the healthcare space; certain sports change how they market. You sprint and then relax and then sprint and then relax. A system doesn't do that. A system is kind of like Jim Collin's Flywheel. It just keeps spinning and spinning and spinning. Momentum turns into power, and power turns into really great results. ROB: I think a lot of people aspire to this sort of thing, but they very quickly realize that they don't really know what they should be talking about that's interesting to their audience. How do you think about that? What's an example of an industry where you've seen it could be hard for them to think about what to say, but in fact there is a system that can be put in play that makes a lot of sense once you get your head around it? CHRIS: That's a really great question. Unfortunately, I think Google tells you what to say in a lot of ways. You know your general topic; you have great products and services. It's shocking that when you say it the way you say it and then I look in Google and I'm saying, “Hey, what you think the audience wants and what they're actually searching for – you can try really hard to be great at your brand, but you're trying to convert the masses on something they don't even know about.” What happens is I'll sit down with a client and we'll talk about their unique selling proposition, and then I'll compare it to search volumes and say, “Hey, we create your messaging. These are the tweaks you're probably going to have to make. Do you agree or disagree?” If it's your brand, I want it to be sacred and I want to protect that, but if it's about volume and generating leads, then we might have to tweak or pivot or move. ROB: That certainly makes sense. Are you looking at that through the lens – I think level zero of this is you type what you think you're talking about into Google and see what else gets suggested, but then there's this deeper level of maybe search console and some other keywords. How do you dive down that rabbit hole and start finding out what they're actually talking about in the eyes of their customers? CHRIS: We develop a gap assessment right at the onset of working with a client. That's a 2-month deep dive into a client, their marketing. It's a 3- to 5-year roadmap to understand where the gaps are, where the opportunities are. But most importantly, I've got to understand your messaging and what your vision is and how you create effective messaging for not just the global audience, but to segmented audiences too. Within that process, what we try to do is once I've figured out your messaging, we have certain pieces of software that before we even publish, it's going to tell you who's in the top 10 spots on the first page of Google, who those top 10 companies are, and what kind of content you've got to create to beat them. I might look at readability, I might look at the length of content, I might look at the fact that they have infographics or backlinks. As I start to create that message, I'm going to say, we're going to base this piece of content on data, not on hunches. That's where we start. We start with the data. ROB: Interesting. It seems evident that at some point you're going to want to atomize this content, push it out into social, push it out into paid social, push it out even into – maybe what resonates even turns into some press. How do you get down to that next layer? I think there's probably some ways where the search data is the truth and the tools you have are the truth, and there's some places where on each platform, the audience is looking for something slightly different. CHRIS: At the genuine level, we write content for our clients. We'll interview our clients through a number of different ways so our writers write really great content. It starts with writing great content. That's table stakes. You've got to have great content. It has to have value. I always say that it should push data and information because that's what makes content sharable. But then it has to go into the system. I'll just get very tactical about it. We write content for blogs. Blogs get syndicated through social media channels. Then we'll use paid channels to reach certain target audiences. We'll use multiple different platforms but say it's Facebook. I'll Pixel on my client's computer. We'll find out, what are the visitors doing when they come to your website? Then I'll be able to get your messaging to that target and then a lookalike audience as well. So now I'm reaching people that don't even know you exist, but they are similar demographics or have certain challenges and things like that. ROB: Very interesting. That's been surprisingly effective for quite a while, but it kind of makes sense. Figure out how to drive the audience and then make sure you Pixel for retargeting and the lookalike audience. That combined with, maybe if you're capturing some emails, a lookalike on the email audience, those are sometimes those core four audiences: your email, the lookalike email, the web, and the lookalike web. CHRIS: Yeah. That's it in a nutshell. I forgot to mention that we do – not email blasts, but we do very targeted emails. I think the key you also want to include into that mix is segmentation. If you send one message to your entire audience, unless you have a very niche product – for example, we have a buyer persona that's a general business; then we have SaaS companies, then we have healthcare companies, and then we have manufacturing. There's very specific information that I share to healthcare companies that I don't want my manufacturing potential clients to hear. It just doesn't make sense. And I don't want to water down a message that can be used for everybody. I'd rather send a very segmented, polished, personalized message to a smaller audience than carpet bomb your entire database with a generalized message that doesn't bring value. ROB: Sure. How do you think about frequency amongst those different segments? Do you just hit each one when you have something to say? How do you make sure you're not neglecting something too long? CHRIS: We try to do at least a minimum of one blog a week. Everyone talks about Google's best practices, and I think we make them up as we go along. But we found is what we call it link velocity. If you can keep up that link velocity from an aspect of at least one blog a week, usually what happens is you establish yourself as a thought leader and Google starts to recognize that. What I don't believe is that you should just be a mill. Don't just publish content to publish content. What we do is sit down with a client and we develop an editorial calendar. In an editorial calendar, you're going to know what content goes out in the next 30, 60, or 90 days. We leave some room for things to be nimble because things change, the news changes. Pandemics happen. ROB: Yes, they do. CHRIS: But for the most part, you want to be in a scenario where frequency of about once a week is pretty good. Especially if you're sending out email communication as well, you don't want to be blasting people every day. It's kind of funny; I have a cellphone, and I also ride a bike. It's just something you do when you're old to stay in shape. I bought my iPhone case from a company called Rokform. Probably shouldn't have said their name. Anyhow, the case is really awesome. Connects to my bike. Really, really awesome. But the fact that they feel like they need to email me every single day is beyond annoying. It went from me being a loyal fan to me being like, dude, I've got to get around to unsubscribing, but I shouldn't have to unsubscribe because you should know your audience better. Like, how many phone cases are you going to buy in the next 5 years of your life? Two? One? Just a pet peeve, but it relates to the frequency of communication. ROB: Yeah, our own experiences certainly inform those conversations around frequency. I'm sure a lot of people can relate. You buy a pair of shoes and then a week later they're like, “Do you want some more shoes?” It's like, I am not that customer segment. I am not the weekly shoe buying guy. I buy a pair of shoes about every 6 months, and if you want to retarget me in 6 months and ask me for some shoes, I'll probably buy some. CHRIS: Yeah, you should be talking to my wife. [laughs] That's my wife's rhythm, about one pair a week. But for me – yeah. ROB: Different customer segments. There it is. CHRIS: Big time. ROB: Chris, you mentioned that you started off not really even intending to start an agency, starting off in web development. What made you realize that this was actually going to be a business that was viable, that was going to stick around for a little bit? CHRIS: Started the business about 6 months before 9/11. I was working at a private company called Vanguard. They're an investment company. I was trying to get into IT there. Thought I wanted to be in IT; what I really wanted is marketing. I got that job, and then 3 days later, 9/11 happened and they said, “Hey, we're going to have to put you back at your old job.” I was a phone jockey. I was a registered rep, and I was talking to people on the phone at a call center like 8 hours a day. It was at one of those spots where I'm sitting in the parking lot like, “I just don't want to go in there.” Anyhow, 6 months later, 9/11 happens and I have no wife, I have no kids. It takes me a whopping $1500 a month to pay my life and my bills. I was like, “You know what? Screw it. I'm just going to go out and do this thing.” Started the business. Got immediately gobbled up as a consultant for a couple years, working in a marketing company that specialized in pharma, and then 2 years later went on and started the agency. How do you know it happens? You don't. It's funny; my business partner was texting me this morning and talking about payroll and he's like, “I think I have kidney stones.” [laughs] You never wake up and feel like, “Wow, this whole agency this is just a dream. There's never a bad day.” We started a dream, wanted to do this thing, created a product, got a client. That client led to two clients. Two clients led to more employees. More employees led to more clients. You just wake up one day, 19 years later, 150+ clients, 50 employees, and you're just – I joke around that it took 19 years to be an overnight success. ROB: [laughs] It becomes a lot of mouths to feed. I think one of those temptations for many folks in the agency world is to maybe look a little bit jealously at their SaaS clients. Of course, the grass always looks greener on the other side. How have you looked at that? “Man, it would be nice to have a product with 90% gross margins and the money keeps coming in.” CHRIS: Yep. Well, be careful what you wish for, because I have SaaS clients, and they say, “Getting them to buy the software is the easy part. We make all the money in the service.” I'm like, dude, I'm a service company that wants to build a product. You're a product company and you want to start a service. [laughs] Dude, you don't want to talk to people. It happens. One of the things that's very interesting in the SaaS space is if you don't have VC funding or you don't have a pretty good cushion, marketing is scary. What I mean by that is – I use the analogy of Photoshop. Photoshop would sell for anywhere between $300 and $500 back in the day before SaaS was actually SaaS. Do you remember Photoshop before it was SaaS? ROB: Oh yeah. I remember people asking who was going to buy Photoshop on a monthly payment when you can just buy the shrink-wrap or the download. CHRIS: Yeah. Honestly, I think most of it was just downloaded illegally anyway. It was terrible. [laughs] It was the early 2000s. Napster was there, and software was not free. But yeah, nothing like going on a podcast and admitting illegal activity, right? ROB: “I have a friend.” CHRIS: I have a friend, right? [laughs] It was a decade ago. But let's say you go out and buy the software and it costs $500 bucks. Now you're like, “We're going to lower that barrier of entry and make it $19.99. No one's going to cancel on us because we got them for $19.99.” I'm like, that's like $480 in cash flow that you don't have right now. It's going to take you 30 months for you to reclaim that other $500 bucks. It's awesome in the aspect of you've eliminated your barrier of entry, you stay competitive and stuff like that, but cash flow is king. I have SaaS clients, and the number one thing I'm looking for is, are you sustainable? Because if you don't have that core number of clients, man, it gets scary pretty quick. ROB: Right. You being in Philadelphia, I know there are some investors there, but it's not the Bay Area and it's not even New York, I don't imagine. That services dimension of it can be a function of SaaS survival in a non-VC-heavy market. CHRIS: Yeah. It's a critical call to make. How do you want to live? Sometimes you've got to do the service until you can just be product only. And I respect that. I respect anybody who's going to say, “I do what it takes, and when the landscape changes, then I'll pivot.” I can respect that. ROB: Oh yeah, I've certainly been down that path. It's hard from a pride perspective, and I'm sure we all get told what we're supposed to be when our company grows up and how it looks and what you're not supposed to do. Sometimes practicality and eating that pride – and also just realizing who it is that you want to be instead of who it is that other people want you to be is such a key step. CHRIS: And then you're also worrying about – I think there's a phrase that says for every level, there's another devil. What happens here is that you switch out of that service-based model, you're basically just a SaaS company from the regular sense of the word, but then your whole day is lead generation, lead nurturing, and then most importantly – which is something you didn't have to worry about before – you're always worrying about retention. It's one of those things where when a pandemic happens, you might be the first thing that goes. And that's a scary predicament too. I remember specifically, our company hadn't taken a hit. We thought we were going to take a hit. My business partner – he's the COO, but he also does the CFO type stuff – came to me with this long list of everybody that we buy from, and he's like, “This is the list of the people that can go. They're what I would call ‘nice-to-haves.'” That's a scary spot to be in if you're SaaS. One of the things from a SaaS standpoint is the same thing I say to people that are in employment. Make yourself unfirable. If you are a SaaS product that lives on the periphery of “nice-to-have,” you're nice to have, but you can also be very forgettable. ROB: That's true on SaaS. I think there's an extent to which that's also true in services, though. You can have a contract, but when March 15th, 2020 hits, if a client comes to you and says, “Hey, we're going to be done for a while,” what most people are going to do and what's probably prudent is to say, “Okay, I understand. Let us know how we can help you.” You're not going to fight and be like, “You've got 9 months left and another $90K on this contract, so you've got to pay up, bud.” CHRIS: That's where, for us, we always have a roadmap. The roadmap is even clients who say, “Hey, we're not seeing the results,” I'm like, “Great. We charted this roadmap together. Where did we go wrong? Where do you disagree? Because you agreed to the same roadmap too. We might not be where we're at right now but look at where we're going. If you don't believe in where we're at now, do you believe in what's a mile down the road?” If they say yes, then you say, “Let's journey on this together. I'm on this journey with you.” I want to be in a scenario here where I can be very vulnerable with you and just say, “Where are you suffering? Which part of this process isn't working, and what can we put a little bit more energy into?” as opposed to cutting the cord. I think one of the things we try very hard to do is to not be a vendor. We try to be a partner. I hate people that overuse that, but that's exactly how it works for us. We have clients that are like, “We've got to do another advertising campaign, and I forget what we said about this, this, and this. Farotech, what do we say about that?” I'll be like, “Dude, it's your company. You don't know what you said about that?” I mean, it's an honor and a privilege, but you become so ingrained in who they are that they forget what's been said about them, what they even say about themselves. ROB: Makes sense. Chris, you've given us some nuggets already, but if you rewind and think about the 19 years of the company, what are some lessons you've learned along the way that you might do a little bit differently if you were starting afresh in 2020? CHRIS: I got this questionnaire from you before we started talking and I knew this was coming, and it's so funny – I told my assistant, it matters what day it is. Literally, I consider myself a lifetime learner, but I also say that those last 19 years, I've Forrest Gump'd my way to this spot right now. Meaning I like to fail as fast as I can. Everything I'm saying here sounds cliché, but I like to fail forward, I like to fail as fast as I can, and then adjust and then keep going and keep going. I think the number one lesson that I've learned is if you just keep on swimming, if you just keep on pushing through the hard times, usually what happens here is the sheer diligence is enough. Especially in the service-based industry. In the product-based industry, it can be a little bit tougher because of competition. ROB: Sure. Those landscapes can change and there's things that can happen. It doesn't matter how much you keep swimming; you're not going to rebuild your Groupon competitor today and have it thrive like crazy. CHRIS: I don't think Tom from Myspace is going to make this dramatic resurgence against Facebook. I think at this point Mark's got him. But for the most part, I've seen two economic downfalls. Now I've survived through a pandemic. We signed our first million-dollar client; a year later, we decided to part from that client. I had all the staff from that client that I refused to let go of, and I tried to be a solider and say “I'm going to sell my way out of this,” which I failed miserably. They ended up hating me on their way out anyway, even though I'm putting their salaries on my credit card. It's terrible to say – took me almost 7 years to dig out of that hole of salaries. However, I would do it again because of the things I've learned. Nothing would have forced my hand like reaching the bottom of the barrel. That's just the way it is. ROB: Right. It's not that you would do it that way again; it's that doing it that way taught you more about the next time. CHRIS: Oh, I'm sorry, yeah, I wouldn't say I'd do it again. I'd say I wouldn't change it. In other words, unfortunately I feel like God wanted me to take this road so that I could – I don't think I would've learned if this didn't happen to me. ROB: Yeah. How do you now think about that alignment between the team that's working on a client, the revenue and team – you never want to think about when to cut the line, but there's a very tight alignment between revenue and staff in a services business. CHRIS: Yeah, we had to hire a consultant. Right now we use two different companies. One is called CEO Think Tank, where we run all of our numbers through them. The other one is called Simple Numbers. Simple Numbers is this really advanced accounting and virtual CFO service. They look at our numbers. We live and die by data of utilization rates, of client growth, of sales growth. There's a balance between knowing who to have on your team and when to have them on your team and stuff like that. We have an exceptionally high retention of employees, which has been wonderful, and that – I don't know how to describe it. Training is probably the most expensive part of an agency because we do what we believe is some radical things, and you can't just pull a geek off the street and say, “Hey, guess what? You have an account now.” So, investing in people, investing in training has made a big dividend for us. When we look at the numbers, we're really hard and we really push back when the numbers say your staff is bloated. We get that a lot. We have more staff than work. We get that a lot, but our pushback is that the more trained our staff is, the better job they do. The better job they do, the more clients stick around. And when you have a retention rate of clients in the 90s, you don't have to sell as much because your clients stuck around. If you bleed clients, you might think you're saving money because you have fewer employees, but you're spending way more in sales and marketing to try to get new clients that just fell off the bus. My analogy is falling through, but you get my point? ROB: Yeah. Simple Numbers – is that Greg Crabtree and the labor-efficiency ratio and all that jazz? CHRIS: Oh yeah, you're from that area. I think they're from down that way, aren't they? ROB: I think he's over in Alabama. I could be wrong. CHRIS: Yeah, he's a total rock star. Read the book. The book, to me – it's called Simple Numbers, but it could've been called “Simple Greek.” I require a business partner who can read that stuff. I pay someone to do my taxes. I pay someone to read my email. [laughs] All I do is talk marketing. They show me the numbers and they show me the stuff, and then we make decisions from there. But for the most part, if you trust the data, it all comes out well in the end. ROB: That makes sense. People should definitely dig in, read it. It's a good guide. When to cut, when to hire. All helpful in there. Chris, when people want to find you and Farotech, where should they go to find you? CHRIS: They should go to farotech.com. You can email us if you want to get a consultation. It's info@farotech.com. One thing I will say is that if you reach out and we do a consultation, this is not a glorified sales pitch. You're going to learn more about your business in an hour than – we try really hard to bring a lot of value to the client as opposed to just using that as an opportunity to market and pitch our services. We work really hard to tell you where you're weak, where you should go from here. Even if you don't use us, these are the three things you should be doing, things like that. ROB: Fantastic. We'll put that in the show notes. I hope people will reach out. It has been a pleasure, Chris, getting to know you and Farotech. Thank you. CHRIS: Thanks again. ROB: All right. Be well. Bye. Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.
“Resilience” is the official buzzword of 2020 - just outpacing “unprecedented.” We're all doing our best to keep moving forward as we face an uncertain future. What can organizations do to build resilience within their frontline teams? How can we help people develop the skills, purpose and connections they need to overcome current and future challenges?JD spoke with Dane Jensen, CEO of Third Factor, to explore the connection between pressure, performance and resilience. Dane outlines practical ideas you can use to create the conditions needed to build resilient employees, teams and organizations. Look out for Dane's new book The Power of Pressure: Why we break down and what we can learn from those who break through coming in March 2021.Check out Jim Collin's book Good to Great: Why Some Companies Make the Leap and Others Don't on Amazon. Watch his full Drucker Day keynote speech on YouTube.Remember to grab your free tickets for AxoniCom LIVE - the only conference focused on the needs of the frontline. This one-of-a-kind digital experience takes place on September 28th and 29th. These two days are guaranteed to help you prepare your frontline for whatever comes next.The 80 Percent is brought to you by Axonify. To learn how you can build training for your frontline workforce that actually works, visit axonify.com. If you have a frontline story you'd like us to explore on a future episode, let us know at podcast@axonify.comAudio clips from Rocky 2 and Rocky Balboa are used in adherence with fair use under Section 107 of the Copyright Act of 1976 for purposes such as criticism, comment, news reporting, teaching, scholarship, and research.
Successful Dressage Competitor, Specialising in Riding and Training Young Warmbloods (Listeners' Choice) Contact Details for this Episode are available on www.HorseChats.com/JimCollinLC Music - BenSound.com Interviewed by Glenys Cox
Today we discuss the second half of Jim Collin’s book, Good to Great. We review the first half of the book covered yesterday in further detail. The three main concepts covered today are the Stockdale Paradox, Level Five Leaders and Company Self Discipline. Enjoy and Apply! --- Send in a voice message: https://anchor.fm/mdrnac/message
School discipline has traditionally seen administrators and teachers mete out punishment for inappropriate student behavior. There’s another way advises social and emotional consultant Jim Collin. It relies instead on a social and emotional approach – one that seeks to help adults and students first understand the underlying cause or causes of the disruptive behavior. Central to success is the need to for adults and students to create and operate within a safe, calming space.
In this podcast we story hack Jim Collin's Good to Great!
Published Jan 29, 2019 VIDEO TRANSCRIPT Chris Hogan - G'day world, Chris Hogan and Grant Mayo from Nutrition Warehouse coming to you from Me Media studio here in Burleigh Heads, for episode 107 of Get Fact Up! Thanks very much for joining me Grant. Grant Mayo - Chris, it's a pleasure to be here. I know we haven't caught up for a few years, so it's really nice to see your pretty face this morning. And shout me this beautiful coconut coffee. So yeah, I'm real excited to be here, I'm pumped! - Good, mate, and I wouldn't expect anything less from you. Mate, honestly it's been a journey and I've known you for, must be coming up, what, 15, 16, 17, 18 years, something like that. Grant Mayo - Absolutely yep. - And I've seen you on your journey, for all of that, for all of that time and also joined you for part of it. So, 2007 was when Nutrition Warehouse was founded, correct? Grant Mayo - Nutrition Warehouse was founded in a one bedroom apartment, in Southport in 2007. - Yes, and I remember sitting there, with you, actually talking about, what are we gonna call this thing? Grant Mayo - Correct. That was one of my, one of the biggest goals at the time was what will we call this new supplement company, - [Chris] Yeah. Grant Mayo - that's gonna take over the world. - [Chris] Yeah. Grant Mayo - And, I think for months and months, I really had a lot of variety of different names. I still remember asking all my close family, friends, relatives, anyone that would listen to me. Pick a name, which one would you call it? And I do still remember walking down Wallsend with my mum, and my dad at the time, and we were walking through, and I went, Chemist Warehouse, wow, what about Nutrition Warehouse? And mum went, that sounds like a good name. So, I quickly raced home, checked the domains, and I couldn't bloody believe it. - [Chris] No. Grant Mayo - It was still available. - I got the text message, I remember, and I checked too, and I was just gobsmacked. And part of me, we were no newbies to eCommerce, cause we'd been doing it for years prior. Both of us. Grant Mayo - Yes, yes correct. - And so, when we saw that Australia hadn't caught up, and created nutritionwarehouse.com.au, and that it was available, it was almost an element of disappointment in Australians, and their innovativeness, if that's a word. But, lo and behold, you got the name, and you haven't disappointed anybody by what you've done with that brand, so. Grant Mayo - Ah, I appreciate that. - [Chris] Yeah. Grant Mayo - Our team has been wonderful along the years, I mean we've, it's been a great journey, you know? But picking that name, I knew the name was really important in the beginning. Obviously, with my previous startup, and selling that, and obviously going in competition with them, I knew that the name was everything and I knew that it couldn't be a silly name like, Grant's supplements, or Mayo supplements or like Big Bob's supplements or, you know? It had to be something strong that would conjure up images of, which we created, which always was a vision and big brands, warehouse prices, all of the greatest brands in Australia and across the world, and the synthesised warehouses that we see today that no one had previously done. - Hmm, yeah. Grant Mayo - So I knew the name was paramount to its success. - [Chris] Yeah. Grant Mayo - So, and that's why I toiled and sort of had a lot of sleepless nights coming up with that name. - Yeah, I can see how really important it was to you, yeah. Grant Mayo - And we actually trademarked it as Worldwide Sports Nutrition, and that's what it's actually trademarked as. Take a look at the trademark now- - Oh God! Man, I remember. I remember playing with that logo. Grant Mayo - It was, it was Worldwide Sports Nutrition and I had other various names which were probably just as average as that one realistically, 'cause it's such a long name. Imagine typing worldwidesportsnutrition.com.au falling asleep by the time. So yeah Nutrition Warehouse although it's a little bit shorter, thank God is a much much better name. - [Chris] Yeah Grant Mayo - And it's proven itself over the last decade. - Yeah, yeah far out. So 2007 yeah you're in the 12th year. Grant Mayo - Well, yeah. We didn't open the first store until April 2008. - [Chris] There you go. Grant Mayo - So the first, you know obviously if you remember obviously you know when obviously had Me Media helping me at the time and yourself and you obviously built the first website for Nutrition Warehouse and I still remember being in that one bedroom apartment and entering all the brands and the products myself and I wake up at six in the morning and my partner would go to work and I'd wake up and be at that computer at 6am. I would give myself to about 1pm so about seven hours of just adding brands, products etc and be ringing you every half hour. How do I do this? How do I do that? And really just teaching myself how to obviously you built the skeleton and the look and the feel of the website and I added all the products and I'd done that for weeks if not months. - [Chris] God! Grant Mayo - Whilst I looked for you know a viable location - [Chris] Yeah. Grant Mayo - To open up the first retail bricks and mortar store. - And was the first location Underwood? Grant Mayo - It was Underwood, yeah. - [Chris] Yeah. Grant Mayo - Still there today, just celebrated its 10th birthday. - Unreal. Grant Mayo - Yeah, so same store and I still remember opening that store and look, when I first opened that store back in 2008, it was right next door to a company called The Supplement Inn. Now The Supplement Inn at the time was one of the biggest supplement chains, sorry I shouldn't say chains, supplement store - Yeah, Grant Mayo - in Brisbane. - Yeah. Grant Mayo - And I was like, everyone's like, why are you opening right next to the Supplement Inn? That's crazy, and obviously I sold my previous company which I started as a startup and I'm happy to talk about that, obviously for those listening, you know, back in 2002 I was the co-founder of ASN, Australian Sports Nutrition, which is still around today and doing a good job, not as good as us, but a good job. And look, I founded that with a friend at the time, and we started that startup together. Initially I had the idea of being an X world champion body builder, like how can I create a job for myself, what am I gonna do after I've retired from this sport for body building. And I really looked to different avenues, I was doing security, and I was working at a plumbing store, and none of them lit my fires, it's just a job, I can't see myself doing this forever. And when I moved to the Gold Coast in 2000, there was no supplement stores around there. I started working for a supplement company as a sales manager, and at the time I said to the CEO, John, I said where's all the supplement stores on the Gold Coast? And they weren't big back then, we're talking 2000, 2002. - You were still educating people on what supplements were. Grant Mayo - Exactly, yeah, people were sort of frowning on supplements or even the gyms back then, don't go to the gym you'll bulk up, and now look at it. So yeah, I was travelling around Queensland, you know, seeing other supplement stores and health food stores. Now just from everyone's memory back in 2000, there wasn't very many supplement stores. - There wasn't. Grant Mayo - There was probably two in Brisbane, nothing on the Gold Coast. So I just thought, well, you know that light bulb moment, I went, I reckon I can open a supplements store, and I've always loved helping people train and reach their goals, maybe I can open up a little store that will sell supplements, create a job for myself, people will come and see me and get the advice on how to train, how to look a certain way, and I'll obviously sell them the supplements. So we founded ASN in 2002, and that journey took us to 2007, where we soon realised although we were good friends, my partner and I, we were really bad business partners together. And realistically, I had a vision from the beginning of what I really wanted Nutrition Warehouse to be, and although ASN at the time was the industry leader, and everyone said do not get out of that, you're going places, and everyone was supporting us, and we had five or six stores at this time, plus online, and we were doing really well. I knew that if I stayed at ASN, I would never be happy. And I've never ever done anything for the money, it's always for the goal, you know what I mean? Although, the money is nice. So when I moved on from, when I realised the vision I wanted to trade was never going to happen, because my business partner was probably the alpha, you know what I mean? I decided that for me to be happy, I need to move on. So we spoke and we both agreed that we were clashing, and this was never going to work, so I decided to sell my 50% of the company to my business partner and move on, and basically that's the story - Yeah. Grant Mayo - Of how I got into Nutrition Warehouse. - Yeah. Grant Mayo - I started from scratch again of how to build that oneral vision of how I really wanted to trade that company. - Mate, yeah, and so many lessons in that whole story. So coming back to the start of Nutrition Warehouse, I think the great lesson for everybody to learn was no-one's coming to save you, it's up to you, and you know, even though you had capital coming your way from your split from ASN, there was no staff to help you, you know you wanted to limit your outgoings with Me Media to make sure that you could use that capital to obviously open a store, buy the supplements, and resell, create accounts with wholesalers and whatnot, and so you actually put in the hard yards and you sat down, and you entered the product, seven hours a day, and that lasted for a bloody long time, until such time that you were able to start hiring people, and to be honest it must have been, how long was it before you actually hired your first person to work on the website? Grant Mayo - Stupidly, it was six months. - Oh it was six months, was it? Grant Mayo - Six months, so, yeah look, from the get-go at Nutrition Warehouse, I was the salesperson, I was the bookkeeper, I taught myself how to do the books, I was the eCommerce manager, I was the web packer, you know back in Underwater, create a little room out the back of the store, I can still see it now with the little curtain, and I'd be behind there and someone would come in to the shop and I'd be like I'll be with you in a minute. And I couldn't get sick, you know what I mean? - No. Grant Mayo - It was impossible. - Yeah. Grant Mayo - And I was still living on the Gold Coast so I was commuting to Brisbane - Yeah. Grant Mayo - And you know, realistically I just had a newborn baby. - Oh far out. Grant Mayo - Ruby who's now nine so it was a bit chaotic back then, but like it's, you have to do what you have to do. I had set aside so much cash to obviously make this venture work, and that's why I did not hire anyone until I knew that first store and that model was going to be successful. - That's right 'cos the person in the first store actually helped with the online stuff didn't they? Grant Mayo - [Grant] Yeah, Paul. - Yeah, yes. Grant Mayo - Paul Edmonton, I love him he only just left recently - [Chris] Aw! Grant Mayo - And Paul was with us for nearly a decade. - Far out, yeah. Grant Mayo - Yeah. - Yeah, is he gone to create competition for you or? Grant Mayo - Paul's out there doing his own thing and he's got a range of strength accessories. - [Chris] Okay cool. Grant Mayo - Yeah so he's good and - Oh he's created his own brand? Grant Mayo - Yeah he's got his own brand of accessories for the industry. - [Chris] Awesome. Grant Mayo - Now they're Australia's leading accessories. - That's great. Grant Mayo - So they'll be able to, obviously, Paul came in and saw the value in what we were doing, but still hang on there for a lot of years, and then decided to go out on his own, yeah. - Yeah good on him. Grant Mayo - [Grant] Yeah. - So, bodybuilding. How has that actually set you up to have the correct frame of mind to be, I guess, the business owner that you are today? Because something that you said before we started was you know, people often ask you when are you gonna stop? When are you gonna take a back step, or when are you gonna say that enough's enough? What has the sport of bodybuilding done for your mental state and your drive? Grant Mayo - Yeah, sure, good question. Look when I started bodybuilding I was around 20, I think it was my 21st birthday I got some dumbbells you know, I mean I was sort of interested in the gym around 21 but if you see photos of me I was like 50 kilo, I'm only short, I'm only 5 foot 7, so I was a really skinny, small kid. And a few friends of mine started going to the gym and like would you wanna come Mayo? And I'm like what would I go to the gym for man? Like back in those days, we're talking the 1990s, I mean early 1990's, you didn't have the privilege of having World Gyms, Anytime Fitness, Snap Fitness. - Did you wear the leotard? Grant Mayo - [Grant] I did. - [Chris] Ha, the uni-tard. Grant Mayo - I did, the little short ones with the stripes - [Chris] Beautiful. Grant Mayo - They were the go-to shorts. - Aw beautiful. Grant Mayo - [Grant] Quite embarrassing. - There's photos out there. Grant Mayo - I'm quite sure there is, it's quite embarrassing, but that's what everyone wore back then. - [Chris] I know. Grant Mayo - But look yeah, I was invited to the gym with a good few mates and I started going to Viking gym in Newcastle, where I originate from, and it's probably as big as this room, the gym, and there was a lot of sweaty guys and heavy weights, and at first I thought what the fuck am I doing in here? Like seriously, but before long, I actually loved how you know, my body started to respond. And before long, people started to say you should compete in bodybuilding and I'm like get the fuck outta here, I'm not getting up there in my little skinny underwear and flexing on stage, like seriously you know? But my body did respond quite quickly, and before long of course I'm on stage, with my little skinny underwear. And in my first comp in Wollongong, cos I wanted to escape and get away from Newcastle and not embarrass myself. I went down with a couple of great friends, and look I won the novice and the under 70's in my first comp, and everyone was like wow, who is this kid, you know what I mean, that's like I think I was 23 at the time, so I'd only been training two or three short years. And yeah that made me feel good about myself, and obviously I kept competing and thought well what else can I do if I can win that novice comp? But to answer your question, what that done for me is in the business is taught me that goal setting is the most important attribute of any business. Obviously you've gotta have a vision, you know what I mean, of what you want to create, you know? But then setting the goals along the way, and then actually actioning them goals, and not just having all those goals and sitting there going who's going to do this? Who's going to do that? So setting those small goals along the way, and my first goal was obviously one retail outlet, an online business, ensure that it is profitable, making money, make sure we're on the right track with the look and feel, the customers love it, and add a value that no one else is doing. Back in those days when we first opened in 2008 in our first store, a lot of supplement stores, including the one I used to own, were doing a pretty average job. To me they were creating, you know, putting up images of the bodybuilders and stereotypes, and really making it hard for mums, dads, and like-minded people to want to come in and even talk to those people. So I had a vision of turning it around. Although I was a bodybuilder and I was heavily muscled at the time, I wanted to create something completely different. - I remember, I remember that conversation, because we chose the imagery for the front of the store, the front of the website, that reflected the everyday person and that wanted to get fit or look a little bit better or tone up as we used to call it. Grant Mayo - Yeah, yeah. - And I remember the imagery that was chosen that was plastered consistently across every store, and that helped invite those people in. Grant Mayo - Yeah, absolutely. I think we were just trying to turn it on it's head, the whole industry. I think that back then it was really the foundation of the supplement industry growing in Australia, although stores had been around for you know, like Ager Street and so forth for like a decade, no one had really grown a chain of supplement stores, except for ASN with five, six stores. - Yup. Grant Mayo - You know so our goal from the beginning was obviously to make sure the business was going to work, y'know what I mean, and put those hard yards in, and that's exactly what we did for the first three or four years, we really kept our costs low, we opened up stores in areas we thought were going to obviously kick straight away. I guess when the business really took off was when we opened the Ashmore store on the Gold Coast, cos the first two stores were pretty much like every other supplement store in terms of size, so like 80 square metres. Now at first I didn't want to spend this huge enormous rent, I wanted to make sure the business was right, all that was called Nutrition Warehouse so my vision was always to have these big box retail, 200 squares minimum, to conjure up that same image, all the biggest brands, the best products, the advice, but we couldn't really do that straight away cos it just wasn't relevant to the money we had in the bank to actually do it. So we started small, like everyone does. And I still remember standing in front of Ashmore, it just celebrated it's ninth birthday last weekend. - Yeah Right. Grant Mayo - So we went down there and sort of reminisced about how I stood there and sort of went wow, nine years ago I stood here and looked at this store, and I went this is a big ass store, it was 300 square metres - Yeah. Grant Mayo - And I'm like, what the hell am I doing? But my vision was to have these big box retail, to have a presence that everybody wanted to come in to look at. - How risky did it feel making that decision to do Ashmore and warehouse stores? Grant Mayo - It was life or death, realisitcally, if it didn't work it would have ruined me. - Yeah. Grant Mayo - It would have ruined the brand, it wouldn't work, I put everything into that, the last pennies basically. - Yeah. Grant Mayo - So when - And that was a huge store, and that's where you transitioned all of your eCommerce, your pick and packing, you obviously had the space and you also have a bit of office space there as well. Grant Mayo - Yeah so we turned that into head office realistically, and we cut the shop in half, we put a, well probably two-thirds I guess, made the shop like two-thirds and made the warehouse out the back, and we put a deck upstairs and put all the staff upstairs for the accounts and everything, finance. And that store really blossomed. - It did. Grant Mayo - And it became our number one store, even probably the number one store in the country within like three months. - [Chris] Far out. Grant Mayo - As we were setting up that store people would just, we done more sales in the first month of that store than the other two stores we had at the time combined. - Yeah. Grant Mayo - So we knew we were on a winner, and that might of, was starting to kick goals. - Was there a sense of relief when that happened? Grant Mayo - Absolutely, absolutely, every business owner would be like yes. But look you gotta go out there and take those risks if you wanna have great wins, and that's exactly what we did. That gave us the confidence to push forward and go okay this is working, you know, let's reset the goals. - So how does it feel beyond that? What was the next sort of biggest risk you felt you were taking that maybe gave you that same sort of feeling, was it the warehouse purchase maybe? Grant Mayo - The warehouse purchase was like five years ago, so we had about 25 stores by then. It was really just going, it was really like, just saying hey, we're gonna open five stores this year. You know, where are we gonna find them? And then the next year we'll open up seven, and the next year we'll open up eight, and last year we opened up 15 in one year. - Holy cow. Grant Mayo - Which - So Grant Mayo - Phenomenal effort from the whole team. - What's the number now? What's the total? Grant Mayo - We're at 66 stores today. - Holy cow. Grant Mayo - Yeah so. - 66 sores, are you across every state now? Grant Mayo - Yeah, yeah we're national now, so. - Far out. Grant Mayo - We're not in Tasmania, but. - Yeah. Grant Mayo - Sorry Tasmania. - Sorry, yeah. Grant Mayo - One day we'll get there you know. - Yeah, yeah. Grant Mayo - Is that a state? Is Tasmania like? - I think it's considered a territory actually, yeah. Grant Mayo - So yeah we'll eventually get there, but yeah we're in every state, you know, and have been for quite some time. Again, when we set goals in the beginning it was like hey lets conquer Brisbane first, and the Gold Coast combined and we really didn't skip over to Sydney until about four years in, wanted to make sure the model was going to work in a cluster area rather than going hey let's spread ourselves thin, because the cost of sending someone to Perth, or Darwin or Adelaide etc didn't make sense to me. - So in essence, starting in the smaller, I guess, suburbs, the suburbs, and being successful there, allowed you to refine your model, allowed you to get better at business, and if you could make it work in those places, then essentially why wouldn't they work in the higher populated areas? Is that kind of the theory? Grant Mayo - Yeah, absolutely, that's the model we sat down and worked out and said hey, this is what we're going to do. Grow it in Brisbane, refine it, make sure it works, and then obviously when the time's right, roll it out to Sydney and Melbourne. - Yeah. Grant Mayo - And we got really lucky rolling it out to others in the state because we had so many amazing team members that we offered some really good packages to go hey Chris, why don't you move to Sydney and start Nutrition Warehouse in Sydney? Y'know what I mean, and that's what we did, you know. - That's great. Grant Mayo - Yeah, like we had some great team members, June McKillet moved to Sydney and start that, now we've got like 14 stores in Sydney. And the same in Melbourne, Rowan Philips went down to Melbourne and started there, and got 14 stores in Melbourne as well, so. - A good team, you've had a great team then too. Grant Mayo - Because of those team members, they really helped the brand grow in a state, it's a lot easier than going down and finding a brand new person, getting them to understand the vision, our values, our goals, and a lot harder for us to do that when we're a thousand kilometres away. - Yeah. Grant Mayo - So we got really lucky, or we hired the right people to make that leap of fate and help us grow the brand throughout Australia. - So many questions came to my mind then, there was a flood of them, I actually didn't know which one to ask first, so you mentioned values, how important have values been in your company growth and culture? Grant Mayo - Yeah definitely, look, I think values are everything for a company, you've got to have the right values when you're hiring people, they've gotta sit with your values in life, y'know what I mean? And a lot of our values for the company really come from those first initial 12-18 months of starting Nutrition Warehouse, you know, hard work, honesty, reliability, all these values that we have that we're looking for in you know, not just our teams, but our customers, and our brand partners, y'know what I mean? You know, one of our values is doing more with less, cos I grew up not with a silver spoon in my hand but you know obviously started the first company with nothing. I honestly didn't put one cent into that first company, I actually borrowed it from my business partner, cos I had no money, I had the idea but I had no money. - You had the body though. Grant Mayo - I had the body, and it's pretty face. So yeah, not grown up with a silver spoon in my mouth, I still today, even though the company's quite successful, still have that mentality to do more with less. Like if you go to our offices they're not shiny, brand new furniture and the warehouse or the support office is not painted with the Nutrition Warehouse or whatever. It's a building, it's functional, it's got desks, and we get in and we add value for the customers. - So is that almost no ego? How do you Grant Mayo - Ego's a killer, I mean there's a bit of ego here look at this. - I know there is, but you've been able to laugh at yourself and not take yourself too seriously, especially on the Nutrition Warehouse journey. I remember you at ASN and to be honest you were far more, yeah more ego then. Nutrition Warehouse was a different ride for you and so, how has your, how have you kept your ego in check with regards to, is it constantly referring to those values? Is that how you've done that? I've got so many questions sorry. Grant Mayo - Yeah, I love questions, love 'em, not that one but, look, we always want our team members to align with the values, we want our team members to understand values and know them off by heart. But look, when I was younger, when I think like for me personally, I can't speak for anyone else, bodybuilding had to be a little bit of ego, maniac driven, because bodybuilding is a sport where, it's unlike any other sport where you have to, it's a 365 day a year challenge, where you're waking up in the morning, on all day eating the right foods consistently, 6, 7 meals a day, you're training once a day, cardio once a day, you can't go out drinking, you're really pushing back your lifestyle for many years. So for a decade when I was bodybuilding from 20's to 30's I really, although I had great friends, I still didn't have a great lifestyle theoretically. I was realistically training, eating, sleeping, working, and repeat for a decade. You know I didn't go out, I didn't party, so you get very tunnel visioned, but that's what it takes I think to be a great athlete or a great champion you know, you really have to push forward and know exactly what you're going after and set goals and keep going. Now I wanted to be the best that I could be in bodybuilding and I'm really proud of myself that I achieved more than I ever thought I would so. - I'll stop you there, that was a fantastic answer, 'cos I want to get on to the goal setting. Grant Mayo - [Grant] Sure. - Now goal setting is considered almost the be all and end all for curing depression. Very simple. Putting goals in place and actioning them. So have you ever experienced depression at all? Grant Mayo - I probably experienced some with the breakup of my relationship with my first fiancee, and obviously happened to lose my daughter, not completely, but sharing my daughter and having limited time, you know, we've got this two year old child now I have to see her two nights a week instead of seven. So yeah I think whether you call it depression or whether it was painful, it's definitely a period of my life there where I was like you know, trying to create this great company and then there was this separation which personally affected me. - And how did that affect work? Grant Mayo - If you ask people at work it probably didn't. I was very good at like - [Chris] Keeping the two separate? Grant Mayo - Keeping the two separate and going hey, I think my mindset back then was, hey this has happened, it's out of my control, if I let it affect me at work, I could lose this business, and then I'm really back to square one again, you know. But, I think probably about a three or four month period that I was sort of like down and out. - So did you apply goal setting in that, in your personal life as well around that? Grant Mayo - That's a good question I mean you're talking seven years ago. - Sorry, sorry. Grant Mayo - That's okay, no no. - It's a hard question to answer. Grant Mayo - I honestly would be lying if I tried to answer that one, - Yeah. Grant Mayo - Cos I'm not too sure. I know that I came out of it and obviously - Now you've got a great relationship with your daughter. Grant Mayo - Yeah. - And now you have a new relationship. Grant Mayo - A great, new, beautiful relationship, I've got a one year old little boy named Max. - 15 months though. Grant Mayo - 15 months, 14 or 15, I'm gonna get in trouble for that one he's really crazy man, so Max Mayo, yeah. - And we said earlier if you could have called him Mass Mayo you would've. Grant Mayo - [Grant] I would've called him Max Mass Mayo. Because my nickname's Mass. - Mass. Grant Mayo - Cos I'm only short, you know back in the bodybuilding days my nickname was Mass, and my Instagram is MassMayo, so I've kept that. - Whoa, whoa, you couldn't give him Mass then mate, you had to call him Max. Grant Mayo - Well this is true, and a lot of people from the old days still call me Mass, they'll call me, hey Mass what are you doing? Which I still like, I still like that. - Yeah. Grant Mayo - But yeah look, goal setting's very important throughout your life whether it's personal aspirations, business, whatever you want to do in life, you gotta have a plan. - Is it, what are your goal sets, are they three months, are they seven days? Grant Mayo - Quarterly. - Quarterly goals? Grant Mayo - Yeah we have a yearly one, and then we try hit 'em quarterly. - Yeah. Grant Mayo - Y'know what I mean. But normally we sit down and work out how many stores we wanna open and try and push the boundaries. You know, like I have found over the years that you gotta have some audacious goal too, y'know what I mean? - Yeah. Grant Mayo - Like I could sit here today we're gonna open up 30 stores this year, and everyone would go you're crazy. - I remember you saying 50 stores. I remember you saying 50 stores. Grant Mayo - [Grant] Correct, yeah. - And I honestly went whoa, okay if anyone, like I actually believed you, I thought if anyone could do it you can, I just didn't know how long it was going to take. Grant Mayo - Neither did I. Neither did I. But I think if you want to set a goal like I could say today hey we're gonna open up 30 stores this year and my whole team would go you're fucking crazy, but then you've got to hire the resources to make that happen. Now if I sit here and go ten stores, we can do that quite easily. - So how does this, how does this sort of quote, I don't know if I'm, I'm definitely not getting this right and I don't even know where it comes from but how does this quite resonate with you? We overestimate what we can get done in a day, but we underestimate what we can get done in a year. Grant Mayo - Yeah, absolutely, yeah, it needs a long time, you can achieve the luck, but if you don't have the goals and if you're not following the, you know, my role is to make sure to set the goals within certain teams, whether it's eCommerce or chain management, or customer service and make sure that they're getting done. - And how often are you reviewing those goals? Grant Mayo - Well it depends, it's different timelines on different goals but. - Weekly? Grant Mayo - We have weekly huddles each week. We sit down, refine everything. What are we doing, how are we going? In business, everything seems so beautiful on the top, but underneath, you know it's the old saying with the duck underneath, and that's the same as Nutrition Warehouse, because you know we've got eCommerce for instance, you know like we're trying to achieve these objectives, and then there's server issues. There's been a lot of server issues lately this year. - Oh far out. Grant Mayo - And yeah, it can take two weeks out of our time to fix and change servers and that puts everything back and that has to be taken into account you know, I can't go in there going why isn't this done? Oh well, because we've done this. - Yeah. Grant Mayo - You know so you have to obviously change the goals to suit external issues out of your control you know. But yeah we try and push, we wouldn't have got to where we are now in ten years without setting strong goals, we wouldn't have got there without the team, hiring the right people. - Absolutely. Grant Mayo - The right team members. - [Chris] Yeah. Grant Mayo - Because also, although I'm the founder and the CEO, if it's not for the team, we wouldn't be anywhere. - [Chris] Yeah. Grant Mayo - Now you gotta hire the amazing people. - [Chris] Yeah. Grant Mayo - I'm always one of those people like get the right people on the bus, get the wrong people off the bus, - Yeah. Grant Mayo - Which is easier said than done. - Is that a Jim Collin's book? Grant Mayo - That is from Good to Great. - Good to Great, yeah. Grant Mayo - Yeah, building a world class company. - Yeah, yeah yeah. Grant Mayo - And yeah it's a true terminology, because the best people will make the best company, the worst people will make the worst company. So you gotta decide which ones are good and which ones are bad. I've always a saying to my team leaders, if we were closed tomorrow and we opened up a new company, who would you put on the bus, and who would you leave off the bus? - Right yeah. Grant Mayo - And the people who you leave off the bus, work out now how we can move them on in a professional manner. - Free up their future. Grant Mayo - Yeah, because it's best for them as well. - Absolutely. Grant Mayo - If they don't have a long term, if we cant't see them working out in the long term at Nutrition Warehouse, we wanna help them get a new role that suits them. - That's right. Grant Mayo - You know we might have hired the wrong person. - No. Grant Mayo - Sorry, the wrong person for the role. - Yeah. Grant Mayo - So it could be on us, it may not be their fault. - No, exactly. Grant Mayo - And we've done that before. - Yeah. Grant Mayo - So you gotta see both sides of the business. - It's best for everyone. Grant Mayo - It's best for everybody. - Yeah. So one last question, you may not be able to answer this. Grant Mayo - [Grant] Sure. - What do you think has been the, maybe the best thing you've done in marketing for your business? Grant Mayo - Hired Me Media. - You're a naughty boy. Grant Mayo - [Grant] Well. - I know that's not, hasn't been your role for some time because like you said as you've grown you've had to hire people, hired agencies, all the rest of that so. Grant Mayo - I think, I enjoy the marketing side of it more now than I ever have. - Yeah. Grant Mayo - Because you know, marketing is wonderful where you can actually do something today and see results in minutes. - Yeah. Grant Mayo - You know where in traditional marketing, you throw it out there and go, did that work? Oh we can't measure that. So look, I think in Nutrition Warehouse, we've got the brand Nutrition Warehouse, but integrating to that brand we want to create different things to add value for our customers, so we've created the 60 day body challenge, which is a challenge to help anybody that doesn't understand supplements, the mums and dads, you know, anyone, ladies that have been pregnant who want to get their body back, or you've just had a family, you haven't trained for ten years, and you're like, hey now it's my time. - Is 60 days too short a period for people? Grant Mayo - Well no, because - Or is it too long? Grant Mayo - If you go to 60daybody.com.au, you'll see the before and afters, and there's some amazing ones, like sensational efforts. - But is that almost expecting results overnight? Like 60 days, that's pretty short a period of time. Grant Mayo - We've had people lose 20 or 30 kilo, the transformations are amazing, go there and have a look, because we give them everything. We give them the plans, we give them the training, we give them the supplements, and it's free, not the supplements. They can buy the supplements, but everything else is free, everyone else is charging so we decided to give back to the community and offer something to help other people. - Beautiful. Grant Mayo - So we have the 60 day body, we have the supplement awards throughout the year which obviously helps people choose the best supplements voted by - The public. Grant Mayo - The public, yeah the customers who use those supplements. It's an unbiased marketing. - Yeah an unbiased review yeah, it's great. Grant Mayo - Yeah review, you can see that on our website too, and along the way we've created all these different things that add a lot of value for the customer so I think that's probably our best wins, we're not just a supplement company sitting here going hey buy this, you know, we're trying to add value - Absolutely. Grant Mayo - To our customers along the way, which we love to do. - Going above and beyond your actual product, you have to have this service, and you have to have the advice, and the advice has actually been there from day one as part of your biggest brands, warehouse prices and best advice. Grant Mayo - Our mission is to help others achieve their own individual health and fitness goals, it's that simple. We wanna help others achieve their goal. Whether it's bodybuilding, swimming, karate, UFC fighting, how are you gonna get better at that, and train, recover, or look a certain way? That's really what we're about. - Yeah Grant Mayo - And we feel like we've achieved that.
Emotional literacy—sometimes also referred to as self-awareness—is the ability to appropriately understand and express your feelings. It is key to becoming a productive sales professional. Why? Understanding your emotions and what keeps you from being a successful salesperson gives you the steps to move in a positive direction. Here to talk with Paul about emotional literacy and sales call reluctance is Connie Kadansky. She is the president of Exceptional Sales Performance and a notable coach in the industry, specializing in sales call reluctance. If you’re ready to overcome what’s holding you back and become a productive and effective professional—don’t miss this one! Outline of This Episode [0:20] Paul introduces Connie Kadansky. [1:20] What is productivity? [1:40] Why is being productive important? [2:00] Why aren’t sales professionals productive? [3:10] Steps to improve productivity [5:40] Attributes of a salesperson [7:30] Productivity tools and strategies [9:30] Top 3 do’s and top 3 don’ts [13:55] Favorite productivity story Sales call reluctance and its impact on productivity Connie’s definition of productivity is “aligning and integrating all activities with the salesperson’s goals and the goals of the company”. If a sales professional is struggling with productivity and unable to reach their goals—they’re not aligned with the goals of the company. So, why aren’t they productive? Connie points out that it is often tied to sales call reluctance. Sales call reluctance is an emotional hesitation to prospect. She recommends facing the reluctance head-on. There is always a purpose to the emotion, but you must learn how to identify and navigate those emotions to become productive. Keep listening as Connie and Paul discuss steps to improve productivity and attributes of a productive sales professional. Emotional literacy and other tools for success Emotional literacy and sales reluctance go hand-in-hand. You must face the emotions that are holding you back from prospecting—not ignore them. When you accept the emotion for what it is, then you can decide to move into a more productive emotion. Connie points out that it becomes much easier when you acknowledge that the sale isn’t about you. You are offering a potential client a product or system that will offer them value! She also notes that finding an accountability buddy can be instrumental in reaching your goals. In fact, your chances of achieving a goal go up to 72% if you have someone to keep you accountable. Connie’s top tips to become more productive Connie’s top 5 tips to become a more productive sales professional include: Take on call reluctance head-on! Use scorecards: Score yourself on activities, because whatever you measure, improves. Learn how to center yourself; don’t waste time transitioning from activity to activity. Don’t go to lunch with colleagues—go with prospects! Or anyone you can learn from. Learn how to say an “enlightened no”. Say no to things you know will distract you and sidetrack your day. To hear more details about Connie’s tips make sure you listen to the full episode! How to assess your priorities A great quote from Jim Collin’s reads “If you have more than 3 priorities, then you don’t have any priorities”. Connie took this quote to heart, and wrote out a lost of her top priorities—and came up with twenty-seven. Knowing she needed to narrow this list down, she asked herself three questions: What is the most important task? What is most urgent? What priorities have deadlines? Once you have narrowed down your tasks to three works in progress, an effective way to knock them out is by chunking out the work. Break the tasks down into manageable steps and be disciplined enough to carry them out. Planning and prioritizing can make all the difference. To hear more of Connie’s advice, tips, and strategies, listen to the whole episode of Sales Reinvented! Resources & People Mentioned The Unopened Book by Dan Newby and Lucy Nunez Good to Great by Jim Collins Sales Call Reluctance by Connie Kadansky Connect with Connie Kadansky Connie’s Website 602-997-1101 LinkedIn Twitter Connect With Paul Watts LinkedIn Twitter Subscribe to SALES REINVENTED Audio Production and Show notes by PODCAST FAST TRACK https://www.podcastfasttrack.com
Duncan's blog: https://www.cloudstreaks.com/blog/2019/6/23/emotional-health-is-experiencing-the-full-spectrum-of-emotions-in-a-healthy-way-not-only-feeling-positive-emotions School of life: https://www.youtube.com/watch?v=8Su5VtKeXU8&feature=em-uploademail “Sad people know what they are sad about, depressed people don’t.” Alain De Botton Contact us at info@cloudstreaks.com
It’s difficult to become a great organization, and even more difficult to sustain that success. This week, Dr. Pilcher explores the 5 stages of defeat as identified in Jim Collin’s book ‘How the Mighty Fall’ and what you can do as a leader to get up before you fall too far. This episode addresses questions, such as:Why do successful organizations fall?How can you get up before we fall too far?How do you lead your team to work with relentless resolve every day to achieve results, manage through difficulties and come out better at the other end?Recommended Reading:How the Mighty Fall by: Jim CollinsRecommended Learning: Reflective Practice – Do More of What’s Working__________________________________________________________________
This week on the podcast, we launch a series “Side Hustle Success (the Remix),” where we revisit some of the entrepreneurs we interviewed over two years ago. These are entrepreneurs who built successful businesses from their day jobs and share the lessons they’ve learned along the way. On today’s podcast, I check in with Marni Barron, president of education technology firm SoulTree, LLC. Marni talks about overcoming your fears as an entrepreneur, and how not to fall into the trap of a high consumption lifestyle. On the Rant/Rave/Review segment, I revisit Jim Collin’s book “Good to Great” and discuss why this business strategy book has important insights for our career strategy as well.
The gang talks about the Jim Collin's theory from his book, "Good to Great," that when building a company the "who" is more important than the "what." Jason talks about Mark Roberts, the world's most famous streaker, Bryan beefs on the fast food industry, Brandon beefs on the internet listening in on his conversations, and Komal leaves early cause she has better thing to do. And we totally stump the brewer cause Bryan dumb. Plus we're all pretty sure that Kevin McCalister from Home Alone went on to be Jigsaw from the Saw movies. Plus swear words. Sorry, mom.
Jim Collin’s 2001 book “Good to Great” introduced the “Level 5 Leader” who, he said were most effective at producing high returns. But by their very nature, Level 5 Leaders aren’t in the headlines. Their accomplishments are rarely showcased as examples of success. But they deserve to be celebrated. Are you a Level 5 Leader??
Growing Your Firm | Strategies for Accountants, CPA's, Bookkeepers , and Tax Professionals
My personal mission is to help CPAs and small businesses to leverage technology for their success. Once a practicing CPA I discovered a passion for technology. After years of churning out tax returns and completing audits I discovered my Hedgehog (see Jim Collin’s, Good to Great) and decided to marry my passions for the accounting industry and technology. I am honored to be recognized as an industry leader on technology topics impacting CPA’s. This allows me the opportunity to be a speaker at industry conferences around the country. I embrace these opportunities to educate CPA’s on a wide variety of technology topics such as, cloud computing, Microsoft updates and many other topics. During my journey I have made a number of important stops. Notably, as a member of the Maryland Association of CPA’s Board of Directors and ultimately Chairman of the Board. I have also participated at a variety of levels with the American Institute of CPA’s. I am a regular presenter for state and national conferences, discussing technology and leadership topics for CPAs.
Successful Dressage Competitor, Specialising in Riding and Training Young Horses About Jim Collin - Jim Collin Dressage Specialist and some Event Jumping works with young and warm bloods and does a lot of breaking and training and coaching. His Mother introduced Jim to horses at a young age and he became a professional rider at 15 years old Jim's Favourite Inspirational Quote - It is better to regret something you did, rather than something you didn't do. Who Has Inspired Jim - Steve Brady - Simon Kale - Malcolm Kerridge - Heath Ryan - Carlos De Cleermaecker - Maureen and Jan Bruce - Roger Fitzhardinge About This Episode - Jim discusses developing a relationship/trust with horses, and teaching beginner instructors about communication skills. He discusses teaching the young horse to go on to become a successful competition horse, explaining training methods in a step by step process. Music - BenSound.com Time Stamps and Contact Details for this Episode are available on www.HorseChats.com/JimCollin
How do you go from being just good to being great ? What does it take ? In today’s episode of The Secret To Success podcast ET walks the guys through 4 key concepts that took him and the squad from being just good to being great. ET urges that as you listen to today’s episode listen to understand the concepts. After you understand the concepts take them and apply them to your journey as needed. The centralized theme of today’s episode is to get in a system or create a system of your own that will get you to the next level. Time Stamped Topics [12:10] - Going From Good to Great [37:53] - How To Get A Clear Vision [44:23] - The system allows you to win [1:03:00] - Negative comment reviews [1:06:33] - Ask ET [1:30:21] - Nugget of the day Contact our sponsor Wells Financial Legacy at 1-800-339-8034 for a FREE consultation with a credit specialist. Here is the 4 Animals Assessment the guys keep referring to. Find out if you’re a flamingo, gorilla, turtle, or chameleon. Things To Think About: “Some birds aren’t meant to be caged.” “If you’re in a hole the first thing you need to do is STOP digging.” “When you have a system everybody doesn’t have to play the game of their life to win.” Book Recommendation: Jim Collin’s -Good To Great See ET Live: Miami, FL August 5 Thank God I’m Married Conference Detroit, Mi August 24 Take Control Entrepreneurship Series: You Owe You Washington, D.C. September 2 Stay Ready Conference March 2018 Phenomenal Life Cruise Get connected with a network of over 3,500 people who listen to ET, and embodies the work ethic and spirit of ET. To learn more about Breathe University. Subscribe to the podcast via Apple Podcasts Thank you so much for listening to this episode of the Secret 2 Success podcast. If you haven’t done so already, please take a minute and leave a quick rating and review of the show in iTunes .
Shimina introduces us to Jim Collin’s book, “Good to Great.” We dive deep into one of the book’s powerful metaphors about being on the right bus, as it relates to one’s professional career path. This is one of our favorite episodes to date! Checkout the book, “Good to Great” by Jim Collins - http://www.jimcollins.com/books.html Listen to the music of Black Violin! - http://blackviolin.net (Follow them on Twitter @BlackViolin) Follow us on Facebook (Head Boss in Charge) and Twitter (@HeadBossPod). Email us a question at headbosspodcast@gmail.com. Song Credits: "Bossy" by Kelis (feat. Too $hort) "The Boss" by Rick Ross (feat. T-Pain)
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