Great words from Jim Rohn:
Any day we wish; we can discipline ourselves to change it all. Any day we wish; we can open the book that will open our mind to new knowledge. Any day we wish; we can start a new activity. Any day we wish; we can start the process of life change. We can do it immediately, or next week, or next month, or next year.
We can also do nothing. We can pretend rather than perform. And if the idea of having to change ourselves makes us uncomfortable, we can remain as we are. We can choose rest over labor, entertainment over education, delusion over truth, and doubt over confidence. The choices are ours to make. But while we curse the effect, we continue to nourish the cause. As Shakespeare uniquely observed, "The fault is not in the stars, but in ourselves." We created our circumstances by our past choices. We have both the ability and the responsibility to make better choices beginning today. Those who are in search of the good life do not need more answers or more time to think things over to reach better conclusions. They need the truth. They need the whole truth. And they need nothing but the truth.
We cannot allow our errors in judgment, repeated every day, to lead us down the wrong path. We must keep coming back to those basics that make the biggest difference in how our life works out. And then we must make the very choices that will bring life, happiness and joy into our daily lives.
And if I may be so bold to offer my last piece of advice for someone seeking and needing to make changes in their life - If you don't like how things are, change it! You're not a tree. You have the ability to totally transform every area in your life - and it all begins with your very own power of choice.
Tuesday, June 26, 2007
Friday, June 15, 2007
Standing Out in a Crowded Market
Here's some great business advice from our friends at the E-Myth Worldwide:
A happy customer doesn't need to know why she's happy, but you do! And, if you don't, you better find out! First, ask yourself: "What's standing in the way of my clients getting exactly what they need? And what would it look like if we could actually deliver that?"
Consider everything you know or suspect about your customer. Become that person in need of your service. Be very picky, and assume that nothing is impossible. Now imagine the perfect product that meets, as closely as possible, what you determine are your customers' ideal choices.
You can organize your thinking around six broad categories:
1. Functionality. What does your product actually have to do to completely satisfy?
2. Sensory impact. How should your product ideally look, feel, taste, and/or sound to meet customer expectations?
3. Conscious associations. Some people are naturally drawn to state-of-the-art products; others respond to superior performance, price, safety, or reliability. Learn enough about your customers to know which conscious associations resonate with them.
4. Unconscious associations. Colors, shapes, scents, and experiences unconsciously attract or repel us. I have a client who test-marketed an enzyme-based cleaner. Sample shoppers selected bottles labeled "safe," "gentle," and "environmentally friendly," but avoided bottles that included the word "enzymes."
5. Pricing and Value. The lowest-bidding contractor may, or may not, be seen as the most desirable choice. For many customers, "low-cost oil change" is compelling, while "low-cost surgery" is not. That a restaurant is expensive may be its biggest draw.
6. Access and Convenience. Is your being "local" an important consideration for your customers? Or is having a nation-wide presence more so? Is it important to your customers that you're open on Sundays? Do you need to offer "live" operators, or do your customers prefer voicemail?
Remember: Tiny changes often make the difference between ordinary and extraordinary in your market. Once you've uncovered a better mousetrap that will add value from your customers' point of view -- create a system to deliver it. Don't let it occur by accident. Make sure your customers are getting exactly what they want, every time they ask, and watch them beat a path to your door.
A happy customer doesn't need to know why she's happy, but you do! And, if you don't, you better find out! First, ask yourself: "What's standing in the way of my clients getting exactly what they need? And what would it look like if we could actually deliver that?"
Consider everything you know or suspect about your customer. Become that person in need of your service. Be very picky, and assume that nothing is impossible. Now imagine the perfect product that meets, as closely as possible, what you determine are your customers' ideal choices.
You can organize your thinking around six broad categories:
1. Functionality. What does your product actually have to do to completely satisfy?
2. Sensory impact. How should your product ideally look, feel, taste, and/or sound to meet customer expectations?
3. Conscious associations. Some people are naturally drawn to state-of-the-art products; others respond to superior performance, price, safety, or reliability. Learn enough about your customers to know which conscious associations resonate with them.
4. Unconscious associations. Colors, shapes, scents, and experiences unconsciously attract or repel us. I have a client who test-marketed an enzyme-based cleaner. Sample shoppers selected bottles labeled "safe," "gentle," and "environmentally friendly," but avoided bottles that included the word "enzymes."
5. Pricing and Value. The lowest-bidding contractor may, or may not, be seen as the most desirable choice. For many customers, "low-cost oil change" is compelling, while "low-cost surgery" is not. That a restaurant is expensive may be its biggest draw.
6. Access and Convenience. Is your being "local" an important consideration for your customers? Or is having a nation-wide presence more so? Is it important to your customers that you're open on Sundays? Do you need to offer "live" operators, or do your customers prefer voicemail?
Remember: Tiny changes often make the difference between ordinary and extraordinary in your market. Once you've uncovered a better mousetrap that will add value from your customers' point of view -- create a system to deliver it. Don't let it occur by accident. Make sure your customers are getting exactly what they want, every time they ask, and watch them beat a path to your door.
Thursday, June 14, 2007
12 Principles of Trust
As BNI members, we build our business relationships on a foundation of trust, or we don't survive very long.
My friend Bill was told that his options for putting a water cooler in his gym were 1) pay $50 a month to lease the machine, or 2) pay $80 a month to own it. He chose to own it. Now the finance company, which apparently OWNS the contract he signed, says that private ownership should have never been an option. Now that he has paid his $8,000 plus annual maintenance costs, they are ready to pick up their machine.
The BNI member he "bought" this from (let's call her Sarah) has some explaining to do. According to the finance company, Sarah was never authorized to offer an ownership option in the first place. Regardless of how this turns out, it is doubtful that Sarah will recover from this blatant trust violation. Review the 12 principles below and ask yourself how they apply to the way you do business, in and out of BNI.
1. We trust people who understand who we are and what we are about.
2. We trust people who help us discover the truth, even if it is uncomfortable.
3. We show our trustworthiness by asking good questions and listening.
4. Ask tough, though-provoking questions – the kind nobody else ever asks.
5. We trust people who respect our values.
6. We trust people who make us think.
7. We trust people who are accurate.
8. We trust people with whom we have an emotional bond.
9. We trust people who believe in their recommendations enough to express themselves with conviction.
10. We trust people who “speak our language.”
11. We trust people who do what they say they are going to do.
12. We trust people who care.
My friend Bill was told that his options for putting a water cooler in his gym were 1) pay $50 a month to lease the machine, or 2) pay $80 a month to own it. He chose to own it. Now the finance company, which apparently OWNS the contract he signed, says that private ownership should have never been an option. Now that he has paid his $8,000 plus annual maintenance costs, they are ready to pick up their machine.
The BNI member he "bought" this from (let's call her Sarah) has some explaining to do. According to the finance company, Sarah was never authorized to offer an ownership option in the first place. Regardless of how this turns out, it is doubtful that Sarah will recover from this blatant trust violation. Review the 12 principles below and ask yourself how they apply to the way you do business, in and out of BNI.
1. We trust people who understand who we are and what we are about.
2. We trust people who help us discover the truth, even if it is uncomfortable.
3. We show our trustworthiness by asking good questions and listening.
4. Ask tough, though-provoking questions – the kind nobody else ever asks.
5. We trust people who respect our values.
6. We trust people who make us think.
7. We trust people who are accurate.
8. We trust people with whom we have an emotional bond.
9. We trust people who believe in their recommendations enough to express themselves with conviction.
10. We trust people who “speak our language.”
11. We trust people who do what they say they are going to do.
12. We trust people who care.
Wednesday, June 6, 2007
The Two Day Challenge
Sponsored by the good people at justsell.com:
A challenge for you... a simple challenge where everyone wins (you and those around you). No real risk exists and it requires no additional time.
Within the next three weeks, set a two-day period as your days (or your team's days) to inspire others – two days where you'll put on blinders to anything negative and be the one in the office whom everyone else can count on for words and actions that inspire and encourage.
Two days where you're the light for other people – your colleagues, your prospects, your customers.
Allow nothing negative and focus only on how to serve your prospects and customers.
Once you set your two days, fully commit to the effort regardless of the inevitable challenges, regardless of the weather (please… never the weather).
Fall off the inspirational horse at 2:11 on the first day? Get back on at 2:12 – no excuses. Two days. Be tough.
Remember, you wake with an option for your daily attitude. Challenges will come up regardless. Choose the positive attitude and formally commit to spreading it for two days. Not only will it be contagious, it might become a personal habit – a personal habit that motivates you.
A challenge for you... a simple challenge where everyone wins (you and those around you). No real risk exists and it requires no additional time.
Within the next three weeks, set a two-day period as your days (or your team's days) to inspire others – two days where you'll put on blinders to anything negative and be the one in the office whom everyone else can count on for words and actions that inspire and encourage.
Two days where you're the light for other people – your colleagues, your prospects, your customers.
Allow nothing negative and focus only on how to serve your prospects and customers.
Once you set your two days, fully commit to the effort regardless of the inevitable challenges, regardless of the weather (please… never the weather).
Fall off the inspirational horse at 2:11 on the first day? Get back on at 2:12 – no excuses. Two days. Be tough.
Remember, you wake with an option for your daily attitude. Challenges will come up regardless. Choose the positive attitude and formally commit to spreading it for two days. Not only will it be contagious, it might become a personal habit – a personal habit that motivates you.
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