Category Archives: sales

Business Coaching, Marketing, Marketing Strategy, Mastermind2020, Public Speaking, sales, Train the Trainers

10 business presentation tips for closing more sales from stage.

Conference

Whether crafting the perfect sales pitch or presenting your company’s product to a potential client, delivering a high-quality business presentation is an essential skill. It can be a deal maker or breaker. According to Steve Jobs, one of the world’s greatest corporate speakers, “Quality is more important than quantity. One home run is much better than two doubles.”

Business Presentation Tips: Closing Sales

To start with, you should always remember to ask yourself whether your product is solving your client’s problem. How will it make them more efficient, and how will it save them time and money?

Keep these questions in the front of your mind and follow the below business presentation tips to craft a concise and compelling messaging that converts your prospects.

1. Explain that You Understand Your Prospect’s Problem

Take time to learn about their issues so you can outline your understanding of their goals and vision. Immediately grab their attention by demonstrating that you really understand their business problems. Entice them into wanting to hear more of your problem-solving ideas.

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2. Keep Your Slides Concise and Focused on Your Prospect’s Needs

To draw everyone’s attention to each slide’s detail, it’s important to not overload them with information, despite the temptation to tell them everything about your product and all your best clients. Deliver a customized sales presentation that only covers the specific points that will be of value to them. “Specificity builds credibility,” advises executive speech coach Patricia Fripp.

3. Connect With Your Audience Using Storytelling

Structuring your presentation as a story makes it far more engaging: lists of facts and figures are stale and boring. Giving your presentation a narrative structure with the beginning, middle and end will capture your audience’s attention and actually make your presentation more memorable.

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Frank Carillo of ECG communications consultancy says, “Tell a story that will stick in their minds…Maybe it could be about how you came through for a client when that client really needed you. People remember stories better than anything else.”

4. Provide a Succinct Solution to Your Sales Pitch

Presenting measurable and achievable steps towards your audience’s goal is crucial and provides a greater chance of achieving a sales conversion. Demonstrate your vision and action steps with clarity and imagination to captivate your client.

5. Pay Attention to Visuals to Support Your Message

You should be using relevant, quality presentation visuals to deliver your message. A powerful image with just a few lines of text will communicate your message much more effectively than a wall of droning text.

Andres Hurtado Rangel

According to Dr. James McQuivey of Forrester Research, “One minute of video is worth 1.8 million words.” So its worth considering demonstrative videos and animations, too.

 

6. Offer Something Different

WOW, your clients by using quizzes and interactive charts or graphs. With a variety of presentation tools available, say goodbye to dull slides and make use of interactive presentation ideas that really serve to impress.

7. Consider Using a Client Survey

Whether sending your pitch or delivering information by email, this could be an ideal opportunity to immediately capture your client’s thoughts and feedback. This information could be aggregated across all your clients and prospects, offering valuable insights into their needs.

8. Conclude with a Strong Call to Action

Briefly remind your prospect of how your product is differentiated from your competitors’. Add a quick summary of why they should be confident that you can deliver the results they need.

9. Provide a Takeaway

To really go above and beyond, you could include a final slide with an option for prospects to select and receive relevant supporting documents. It’s a useful way of backing up your presentation and provides additional support for decision making.

10. Finally, How You Present Matters

We should never forget that regardless of the time and effort took to create the perfect business presentation, you want to make a great first impression. The window for captivating people’s attention is short, so keep your speech brief. Stand up with confidence, speak with enthusiasm, use body language to engage and most importantly, believe in the message you are delivering.

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Business Coaching, Business Development, Business Growth, sales

Sales Hiring

Not all salespeople are created equal. As a manager or owner, you know your sales performance is highly dependent on the quality of your team. Do they have experience? Do they fit the company culture? Are they trustworthy? Can they be trained? And when you consider that a bad hiring choice could cost you upwards of $800,000, the task of hiring the right people becomes much more harrowing.*
*Smith, Fiona, “The incredible cost of hiring a dud,” Business Review Weekly, July 31, 2012.

“There is something that is much more scarce, something finer, something rarer than ability. It is the ability to recognize ability.” –Elbert Hubbard

 

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7 Must-Haves Before You Hire

Before even penning a job description, you need to have tools in place that will help a sales rep thrive. You hire sales reps to do one thing: sell. They should not be creating your sales collateral, proposal, product offering, etc. It’s your job to have these in place before you can offer them a job. It all starts with you.

Here are 7 things to consider before hiring a sales rep.

1. Training Program
What do sales reps need to know? How can they learn it? And how quickly should they know it? Think of this as your on-boarding program. What should they know at 1 month in, 3 months, or 6 months in? Document resources and locations. Explain how they should be used and in what order they’re best digested. Test your employees along the way. Review progress in weekly 1:1s, and make sure you’re keeping training materials evergreen by asking new employees for input.

2. Product & Service
Offering Sales reps need a defined offering to sell in order to be successful. At the very least, have a spec sheet and talking points in place before adding a sales rep. Make sure you’re able to clearly explain what unique value your products/services bring to the market. Your reps should be able to sell the value of your product rather than just the product itself. Give them the knowledge to do this.

3. Sales Process
Define your desired sales process—every single step from a discovery call to a closed deal should be mapped out. This process can be automated with a CRM platform. How long should the rep wait to follow up with a prospect after leaving a voicemail? Is there an approved quote template they should use? Does a manager need to review the quote before it’s sent to the customer? All these questions should be answered.

4. Presentation
Have a call script and a PowerPoint deck available, and invest in tools that will help your sales team deliver a compelling presentation. This will help your new sales rep better understand your offering and give them a great foundation with which to win over prospects

5. Proposal
Map out and create templates for each proposal type you think your sales rep will need. They should appear professional, aesthetically pleasing, and include your branding—logo, tagline, design elements, messaging style. You can easily knock out this to-do with a quote and proposal automation solution. If you don’t develop templates, you not only leave your brand image to their discretion, but also create one more task that takes them away from what they do best: sell.

6. Agreements
Most sales reps will say just about anything to close a deal. That’s why you should never leave the agreements up to them. They want to sell as much and as fast as they can; they’re not incentivized to worry about what happens after the sale.

7. Money in the Bank
You absolutely must have 4 – 6 months of salary in the bank before you hire a sales rep. Even superstars will need time to ramp up before they start bringing in big bucks. Plan for that.

Once you have these key items, you’re ready to define, post, and start interviewing for your sales job. But as I’m sure you’re aware, you’re not out of the woods yet. Often, selecting the right candidate for your business is the hardest part. And like we mentioned above, a bad hire could end up costing you dearly, so you want to hire the right person the first time. So, now that you know what you need to have ready before you hire, let’s turn our attention to the hiring process itself.

6 Steps to Hiring Your Sales Superstar

1. Define the Role
It’s really hard to find what you’re looking for when you don’t have any parameters. Take the time to go beyond the job description and really think about the day-to-day activities this person will need to perform. Consider what personality type would be best suited for this type of role. What skills and experience will this person need in order to be successful? Once you have a handle on what you’re looking for, you can start to sift through the resumes.

2. Review Job History
Look for a sales focus and longevity at companies. You don’t want someone who switches companies every 6 months. That’s a wasted investment. And on the flip side, don’t overlook employment gaps either. Furthermore, candidates who’ve had experience selling intangible solutions are typically worth at least interviewing because they know how to sell the invisible. In this profession, we’re selling the invisible: the value of our services.

3. Make the First Call Unscheduled
By calling the candidate out of the blue, you’ll be able to see how easily they’re able to adapt, and they won’t be as nervous because they will not have had time to anticipate the call. Use this conversation to break the ice with small talk, and test general knowledge of your company and the industry. This is a favorite technique of ConnectWise’s Worldwide Senior Vice President of Sales Adam Slutskin. If everything checks out, request the candidate’s W2, and send over the DISC assessment.

4. Set up a Face-to-Face & Follow-up Interviews
Assuming you walked away from the initial phone interview with a positive impression, proceed to the face-to-face interview. Because they’ll have time to prep for this interview, it’s okay to break out the tough questions—why you, salary requirements, and strengths and weaknesses.

If everything goes well, bring the candidate back in for your management team to vet. Keep an eye out for red flags, make sure this is someone your team wants to work with, ask for honest second opinions, and ensure the candidate is consistent.

 

Trust, but Verify. 
Always ask for a way to verify extraordinary 
claims like consistently achieving 100% quota, 
inflated job titles, high level degrees, and obscure certificates.

DISC Profile of a Sales Guy

DISC stands for dominance, influence, steadiness, and conscientiousness. It’s a personality test designed to help you identify innate tendencies. Most great sales people score highest in the dominance and influence categories.

5. Tour the Facility
 This is your chance to impress them. Highlight all the little perks your facility has to offer, then share a sample commission sheet and paint the picture of how much a successful sales rep can take home. Show them all the tools you’ve invested in to help him or her quickly ramp up and become successful. This should include all the specialized systems you’ve put in place to help standardize and manage workloads. This is the type of information that builds confidence in your company, and makes candidates want to work for you.

6. Conduct the Final Interview Over Lunch
Now, you’re being interviewed, and you have to impress. If you’re trying to recruit a sales superstar away from a cushy job, you need to be sensitive to the fact that they’ve already built a lifestyle for themselves. You need to give them good reason to want to switch.

They’re not going to want to make a minimal base salary while they ramp up and learn your business. Beyond this, be sure to reiterate any other company perks, industry stats, growth potential, or company culture factors that could support their decision to choose to work for you.

8 Hiring Red Flags You Need to Know 

1. Incompatible Personality.
Find the right personality for your open sales role by administering 
a Dominance, Inducement, Submission, and Compliance (DISC) personality 
assessment. 

2. Unlikeable First Impression
Ask yourself:“Would I want this person to represent my company?”

3. Dishonesty 
Verify all accomplishment claims. If you don’t trust them, 
don’t hire them. 

4. unemployment
Look at the facts. Was the candidate a bad employee or simply a victim 
of circumstance?

5. No Self-Investment
This indicates low drive/ performance. Make sure they’re looking for 
a career, not just a job

6. More Techical than Sales.
Review work history and determine natural tendencies. 
Then ask:“Given the option, would you choose a sales or technical path?”

7. BAD Credir/Background check
Bad credit and/or criminal history = poor decision making. 

8. HIGH SALARY
Asking for a high salary with minimal bonus screams 
“I’m not a good sales person.”

Hiring the right sales reps doesn’t have to be scary. Avoid costly mistakes by ensuring you have the right resources in place to support a sales rep, and know how to effectively recruit superstar sales champions.

Once you’ve hired your team of quota crushers, you’ll want to give them ample time to ramp up, and then make sure you’re compensating them fairly. In part 2, I’ll share sales compensation best practices.

to learn more about Business Training visit mastermind2020.com for Business Assessment and Consulting BiZiON Group

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Business Coaching, Business Development, sales, Sales Management

Sales Compensation

shutterstock_125638022-mx6lt7f7mb98olo6sov4atad177e7przljxsj89600What’s the best way to incentivize sales reps? How much is too much, and how much is too little? You’re not the only one with these burning questions on your mind. You don’t want to overpay and undermine your profitability, but you also don’t want to underpay and risk losing your best sales reps to a higher-paying competitor. This guide will share time-tested techniques—provided by CharTech sales training expert Alex Rogers—for finding the right incentive ranges for your sales teams.

Costs

Contrary to popular beliefs, you should pay out on a percentage of profits, not gross sales. This protects you against having to pay commissions on unprofitable deals. Plus, it also keeps your sales reps from going after a nightmare client just to make a commission goal. Know what a profitable customer looks like, what sort of agreements will result in profit and what don’t. It can be hard to figure all these metrics out on your own. Fortunately, you don’t have to. There are plenty of business management platforms available to provide the visibility you need to determine what makes a deal profitable. Whatever you want more of is what you compensate on. You want more profit? Compensate on profit. You want more agreements? Incentivize agreements. Want more customers? Pay on number of acquired customers. What you compensate on may change every year, but base it on your business plan and business goals. Determine what’s more important to your organization. If you’re transitioning to an a-as-service model, it’s a great way to get your sales people to sell service contracts and the like. Before you can begin to pay out incentives, you first need to have a thorough understanding of your total cost of goods and services. Consider the following when trying to determine your total costs.

Identify Your Cost of Goods:

• Hardware/software 
• Labor burden 
• Expense account (lunch, golfing, presents, entertainment) 
• Outsourced services

All these areas eat into your profitability and should be excluded when considering commissions. For instance, if your sales rep spends $1,500 on golf and drinks with a client to capture a $10,000 deal with a 25% profit margin, you should only pay a commission on $1,000 of that $2,500 profit.

Incentive Considerations

Paying a base salary is incredibly important. It’s going to take time for your new rep to learn how to effectively sell your products, and most people need a steady paycheck in order to make ends meet.

I believe in having a 60-day ramp up period. During this time, there shouldn’t be any selling, just prepping to sell. Knowing that, what are you going to do to help them become successful?

Once you have a handle on the on-boarding, it’s time to think commission. Certainly, some reps can evolve into a commission-only plan, but they require a mixed approach up front. No one shows up on day one able to close tons of business for a product they’ve never sold before. Give new sales reps time to build relationships, learn the products inside and out, and become a part of your company’s culture.

The prospect of forgoing commission for 60+ days can keep a sales superstar from opting to work for you. In special cases like these, we recommend the commission ramp-down option.

With this model, they don’t have to sacrifice commission up front while they learn how to sell your products and services. The idea is that their skill level and sales will rise to meet the reduction in guaranteed commission each month until they’re achieving 100% on their own.

How a Commission Ramp-Down Plan Works

If you really want an established sales superstar, and their desired salary range is something you can afford, consider a guaranteed ramp-down commission plan to sweeten the deal. If he or she wants to make $150,000 per year, do a guaranteed, six-month commission ramp-down where the candidate gets:

100% of their commission in the first month 
83% in the second month 
66% in the third month
49% in their fourth month 
32% in their fifth month 
15% in the sixth and final ramp-down month

Roles and Responsibilities

To keep business running smoothly, it’s important to define each role clearly and to give them shared goals. Look at the various activities that tie your team together, and use these common areas to create intertwining goals. Below are some of the typical roles you’ll find in a sales organizations—and recommendations around how to compensate them.

Sales Admin

This role is the heartbeat of the sales team. It takes all the administrative burdens off your farmers and closers, so they can identify and capture more business. This is typically a salary-only role, but everything this role does can be tied to deals won. As such, we recommend adding a small incentive attached to won opportunities. This ensures everyone is motivated and focused on achieving the same goal.

Farmers

Finding and nurturing leads, farmers qualify, follow up with, and help nurture prospects into customers. Their performance should be measured against call volume and sales-qualified leads. The key is volume. Track the volume they produce without micromanaging them. A business management tool can help you do this. This role should receive a mid-level salary. More than admin, but less than closer.

Closers

Once leads near readiness to buy, they’re transferred from the farmer to the closer, to seal the deal. This role is highly persuasive and responsible for winning business. It should receive a medium/high salary.

Sales Managers

This role is fully dedicated to removing sales barriers. They’re compensated on the overall success of their sales team, and they typically receive high salaries.

Account Managers

This role sells into and acts as the primary point of contact for existing customers. Their salaries will vary based on experience, but usually fall somewhere between farmer and closer. They should be incentivized on customer retention rates, upselling, add-ons, and upgrades.

Quotas

Quotas are your primary measure of sales success. Without these, your sales team can easily lose focus of company goals. To make sure your team is on track, you need a smart business tool that empowers you to track sales goal progress, activities, as well as call volume via real-time dashboards. All these key pieces of data can be early indicators of failure or success. And you can use them to coach and manage your team.

Consider Having Quotas for (and Measuring):

1. Hardware profits
You need to make sure these traditionally low margin products aren’t being given away for free.
2. Labor profits
Product installation and maintenance comes at a cost. By creating quotas around this, you’ll ensure your sales reps aren’t recklessly discounting labor.
3. Contract amounts/agreements
 Net new business is a must if you want to keep growing. As such, reps need to be goaled on capturing a certain amount of new business each month.
4. Retention/Annuities
Anyone can sell something once, but keeping customers happy and coming back for more is another story. Reward reps with annuities for clients who renew service contracts with your company
5. Proactive sales
Activities This is the one quota that should be met every quarter. It includes follow-up calls, appointments, client or prospect visits, thank you letters, quotes, emails, or any other activities that have been demonstrated to move the needle in your sales organization.

5 Commission Recommendations:
 
1. Pay commission every single month 
2. Pay commission on the past month 
(e.g. September sales get paid in October) 
3. Print out all supporting documentation 
4. Job cost the projects 
5. Beware of changing it up

By putting these incentivizing best practices into place in your sales organization, you’ll position yourself to fairly compensate and motivate your team to succeed.

In Sales process “part 3”, I’ll talk about how to generate and hold accountability to sales practices that not only help your sales reps be more successful overall, but also give you dashboard visibility to sales tracking.

for more information in hot to grow your business. visit mastermind2020.com or request a business assessment at BiZion Group

 

 

 

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Business Development, Business Growth, Customer Service, Entrepreneurship, followup, Mastermind2020, sales, Sales Management

About Sales Process

“Excellence is a continuous process and not an accident.” –A. P. J. Abdul Kalam

Once you have the greatest incentive plan, processes, and sales training in place, it’s so important to measure your efforts. You might have the best of everything, but without a way to gauge how well it’s working or what needs to be adjusted, you’re driving blind.

I’m about to share actionable ways to make the most out of your efforts by putting the right tools and processes in place. By doing so, you will gain a strategic view into your sales operations and performance, and be able to take your business to the next level.

Better Forecast Where Sales Will Land

forecast-toolsIf you don’t know where sales are tracking today, this week, or this quarter, you can’t effectively manage to the set goals. You’re literally driving blind, and that’s not good for anyone. This lack of visibility also means you might not be able to see which sales reps are in good shape to hit their quotas, and which are struggling. It’s really challenging to lead a team when you have to trust them to bring issues forward. It’s hard to admit you’re not performing well. No one wants to have to do that. By putting automated tools in place to deliver real-time tracking by individual and team, you can start to proactively help your team stay on track to achieve sales goals. These tools might include a business management platform, like ConnectWise, paired with a quote and proposal automation solution, like Quosal, to track, guide, and streamline the sales process from inception to completion.

Create & Automate Sales Processes

In order to make your sales team as effective as possible, you’ll want to create a guided approach to selling. This process should include steps that help reps avoid common selling pitfalls—like not following up on time, forgetting to send a quote, failing to include terms and conditions, and underquoting your services. A sales manager’s least favorite question is ‘where are we with this deal?’ They don’t like having to ask their sales people for updates. And the sales reps don’t like being questioned either. That’s why companies buy a customer relationship management tool (CRM); it creates accountability. With a system that notes every activity as it’s performed, no one has to ask for updates anymore. They can just check the system. It eliminates the guesswork, saves time, and makes everyone happier. Part of the selling process should include identifying how customers typically buy from you. Don’t be surprised if a managed services deal is consumed differently than a onetime installation or integration. It all depends on what you’re selling. Every solution has a unique buying cycle. Certainly, there are exceptions to every rule, but generally speaking, you’re not going to run into a prospect who is ready to buy immediately.

Look at past sales successes. What actions preceded sales? Many successful sales processes include a mix of the following activities:

1. Discovery call 
2. On-site meeting 
3. Demonstration 
4. Quote delivery 
5. Follow-up 
6. Close

Once you’ve identified your steps in the process, you can make your team accountable for placing the opportunity in the right step, and systematically moving it along the sales cycle. And you’ll give managers 360-degree insight into every step along the way.

Eliminate Guesswork

With an automated process in place that pings your team when it’s time to perform the next step in the sales process, you’ll never have to worry about your team missing vital steps in the process. We’re human. We have a lot on our plates, get distracted, and forget important TO-DOs. And sales reps aren’t fans of documentation tasks. They’re a pain. By providing your team with easy processes (and tools to make them even easier), you’ll find it much easier to get them to document steps. It’s important to earn buy-in from your team. Explain the benefits and alternatives. Together, you can create processes everyone can agree on. Take the guesswork out of opportunities. Smart workflows keep your team members moving forward until opportunities are either won or lost.

Measure Each Stage of the Sales Cycle

What would you do if you found a certain step in your sales process was outdated and ineffective? You’d probably update or remove it. But if you’re not measuring or don’t have the tools in place to measure, you’ll never get to see what’s working, and you’ll never know which adjustments to make. The end goal of your sales process should be to shorten the sales cycle, close deals faster, increase profitability, and move opportunities forward more quickly. One way you can shorten stages of your sales cycle is by using a CRM, like the one inside the ConnectWise business management platform, to log key activities. This way, you can identify sales barriers, and start to brainstorm solutions.

How to Manage Your New Sales Process

A CRM will give you a 360° view into all of your company’s sales opportunities, activities, and goals. This gives you the benefit of being able to quickly identify and respond to areas that require improvement. Once you’ve got your hands on the data, act on it. Hold weekly sales meetings or daily huddles to review key stats. Use your CRM data to create real-time sales team performance dashboards—and forecasting dashboards based on historical trends. Deal with issues right away, instead of letting them take you by surprise weeks later. Build sales funnel reports that follow the opportunities moving along in your pipeline. For instance, show what percentage moves from the first stage to the second stage. This equips you to make more accurate sales forecasts.

How a Business Management Platform Benefits You

Sales doesn’t end with the dotted line. What if you could tie in your CRM and sales process with everything else in your business? A business management platform can help you achieve this by offering CRM, ticketing, projects, procurement, and invoicing functionality that works together. You gain visibility into every aspect of your sales process. Overdue activities and tickets appear in red, so you can easily get back up to speed simply by ‘getting the red out.’ That’s what your weekly sales meeting should seek to accomplish. This type of a platform even gives managers the ability to see what reps are working on (or ignoring), which makes it easy to see who is a high-impact employee and who may require more training or isn’t the right fit.

Managers can even assign leads to sales reps within a business management platform, giving reps the ability to see which leads they’re expected to work. And, managers can easily access and respond to prospect concerns when their reps are out of office. Serving as a centralized database for all customer information, a business management platform makes it easy for new reps to ramp up because it gives them access to any client’s entire history. ConnectWise does all this, plus offers top educational materials every step of the way as you implement your very own sales processes. You can use ConnectWise for every team within your technology company—Service Delivery, Project Management, Sales & Marketing, and Finance. It’s one integrated tool for every facet of your business.

Conclusion

A great sales process lays the foundation for scalability. Documented processes simplify the training and on-boarding process. So, as you add new sales team members, you’ll more quickly realize the benefit of their talents as they’ll be following best practices unique to the way you do business. Supercharge sales by adding automation tools like a business management platform or quote and proposal automation solution to drive efficiencies within your processes. By automating keys steps of your sales process, you’ll cut down on errors, and so much more.

to learn more about How to grow your Business go to Mastermind2020.com or get a Business Consulting with BiZION GROUP

In part 1, I explained what you need to have in place before hiring a sales team, then (in part 2) I explained how to effectively compensate sales reps.

 

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Cloud Business Continuity, sales

A Business Phone system for Rapid Recovery

Video

Most every business needs a Real Business Phone system.

While many phone systems do the same basic things, Fonality is a best-of-breed solution for business phone needs, which is why SynerTech Solutions is a certified partner of Fonality. The number-one reason that SynerTech offers this product is the excellent support that comes standard with the system, since Fonality tech support is available 24/7 to help with issues and questions.

To make it easy for you, their business phone solution can be cloud hosted or on premise “HYBRID”. A unique feature about this solution is you are not locked into a deployment method. You can migrate from on premise to cloud hosted, or from cloud hosted to on premise. Fonality is carrier independent, so you aren’t forced to use any specific carrier and you aren’t locked into long-term contracts. There are contract options as short as one year.

With a wide range of phones and accessories, Fonality also offers a lot of feature sets for the phone system itself. The Professional option has over 50 features that you need from a phone system, including: 

  • Advanced Call Forwarding
  • Barge Report
  • Custom Caller ID
  • Dial by Name
  • Do Not Disturb
  • Personal Auto-Attendant
  • Real-Time Reporting
  • Speed Dial
  • Transfer
  • and many more!

Additionally, Fonality offers top-of-the-line enterprise features that take your usual business phone experience to a whole new level, including:

  • Audio Conferencing
  • Heads Up Display
  • On-Demand Call Recording
  • CRM Integration
  • Customizable call routing tools
  • Remote worker support
  • Web Browser Click-To-Dial Plugin

One of the best things is the Heads Up Display (HUD). With the HUD, you can drag and drop call handling, know who is available with presence and chat, control audio conferences, manage your voicemail, and even work with mobile freedom.

see more at http://www.datacenteralterno.com/cloudpbx

If you need a DEMO let me Know, I will be more than happy to arrange it.

Business Coaching, Entrepreneurship, sales, Startups

“Whatever it takes” means 24/7/365 availability

I’m addicted to freedom and congruence – and I do whatever it takes to create freedom, whether that’s making money, getting fit, building solid relationships… I do whatever it takes, and I never compromise

“Whatever it takes” means 24/7/365 availability. ordinary people will tell you that you need “balance” – “Don’t work too hard”, “Take it easy”. But if I love my business, why is doing business bad but playing golf all day is good? I work very smart.
Only losers can’t understand that your business can be (and should be) your passion, hobby, mission and purpose.
Success is not only about money, we know that – and words like “addiction” and “fanaticism” are used here in the context of commitment. How do you know whether you’re addicted to success or not? See what you do and think about and talk about and you will know your addiction.

Addiction to success in every area of your life means commitment without compromise, retreat, excuses, or waste. Someone who is addicted to success is like that drug addict – complete focus, no distraction, total commitment. They take responsibility for achieving their goals. Winners are like Jeff Olson, self-made multi-millionaire, a success in every area of his life. He was playing baseball in a successful team and made a decision to quit the baseball in favor of his business. Being an expert in baseball, unless you’re a professional, does not put money in the bank.

to your success,

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followup, sales

Turn Your Excuses into Reasons

I think I have heard every excuse out there. “I’m late because it rained. My dog was sick. I got lost. I had another meeting.” If there was a million dollar check waiting for you, would you have shown up on time? Some people even make excuses in advance – “I’ll TRY.” TRY means To Relive Yesterday’s Failures. Losers make excuses and champions make things happen.

$ When your excuse is TIME, “I don’t have time because I’m always working,” perhaps that’s a good reason to make your business work so that you can buy all the time you need. Use leverage, adjust the way you use time, reallocate your time usage.

$ When your excuse is MONEY, “I can’t afford to join your group / get the business opportunity,” perhaps that’s a good reason to invest in an opportunity to learn how to make all the money you need!

$ When your excuse is ACCESS, “I don’t know anyone,” perhaps that’s a good reason to start meeting the right people, learning how to communicate better, and so on.

Every single choice you make is a step towards or away from your goal. If your goal is a million dollars, every choice is in effect worth a million dollars – think about it. I can make this call or not make it. Is it worth a million dollars to make this call? YES. So don’t make excuses – MAKE THE CALL! Small steps all get your journey made. EVERY STEP COUNTS.

Take responsibility for your own success. Decide to stop stopping. Commit to spectacular, sizzling, superb success. No more excuses. I don’t believe your excuses – I believe your actions. You either showed up or you didn’t. If you said you would and you didn’t, you LIED. Winners are not whiners. Winners smash through barriers. They take no prisoners. They do whatever it takes. When an achiever commits to a date, you can write it in blood.

Take a new look at your options and decide that your future will not be equal to your past. Create the future you deserve. No more procrastination, no more compromise, only RESULTS. Turn your excuses into reasons and you will turn your frown upside down!

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Business Coaching, Business Intelligence, Entrepreneurship, Leadership, Marketing, Mastermind2020, sales, Strength Training, Train the Trainers

The Brain of the Successful Businessman

Real entrepreneurs love their businesses, are good at what they do, and provide 90% of the employment in the world. They are the engine that drives capitalist societies.  This is something you may want to consider if you are an entrepreneur.

Men and Women who succeed in business of any kind – those producers who take personal responsibility for their income and not via a job – share a particular attitude and mindset that works. Those who don’t, simply fail. And while not all failures can be attributed to the fault of the entrepreneur – acts of God, and so on, it mostly is our fault.

The transition from employee to entrepreneur is difficult for most, while for the real entrepreneur it’s a wonderful liberation. Of course background and conditioning have an effect, but the most important factor is attitude. In the final analysis, the defining factor is mindset. Please note that when I talk about “entrepreneurs,” I’m not talking about franchisees – employees who buy an expensive job and continue to take orders and demand that the franchisor take ultimate responsibility for the franchisee’s success or failure.

I’m talking about lasting success, not a lucky break, a flash in the pan, being at the right place at the right time, or buying a business that is already so successful that it’s hard to fail; I refer to the self made person who builds lasting success and bounces back from failures.

So, what is the ideal mindset for progress and production in business?

Successful business owners, be they network marketers, Donald Trumps, shoe polishers, auto shops, roofing business owners, plumbers, or authors, are driven people. Their goals and objectives drive them through the tough times. And they tend to surround themselves with like minded people – winners, not whiners. They read, they are lifetime learners, and they are humble. Most of all, they are self disciplined. A successful entrepreneur is seldom obese, a smoker, a drinker, late for meetings, or badly dressed. And they are well groomed, because they have a healthy self respect. Donald Trump doesn’t drink, smoke, or use bad language. I certainly can’t imagine him smoking pot.

Authenticity, integrity and decency are hallmarks of these winners – they are not politically correct hypocrites or passive aggressive back stabbers; you know where you stand with them.

You learn more at www.MasterMind2020.com

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