The Bizsuccess Book: by Gary Lockwood

The BizSuccess Book
By Gary Lockwood
Making changes that can transform your enterprise.
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The BizSuccess Book
By Gary Lockwood
This book is about making changes that can transform your enterprise.
"It is not the strongest of the species that survive, nor the most intelligent, but the one most
responsive to change." - Charles Darwin
Like most things in life, CHANGE comes in different shapes and sizes.
Incremental changes are step-by-step variations of your present situation. They are relatively easy
to understand, predict and manage. Transformational changes, on the other hand, happen when an
extension or adjustment of your present circumstance is no longer appropriate. Transformational
changes are difficult to predict. They tend to be complex, messy and confusing.
Let me give you a couple of examples.
A raise in salary incrementally changes your wealth, but winning the lottery transforms your
wealth. Aging incrementally changes your fitness, but a sudden stroke or a heart attack transforms
your level of fitness.
Each chapter of this book shows you how to transform your life and your business. You don't have
to settle for just making incremental improvements. You can make quantum leaps - breakthroughs -
in the results you are getting.
Reinventing your enterprise with these ideas can produce big changes and big results.
My goal is that YOU have the results you REALLY want from your business. I would be delighted
if this book helped you to grow your business, make more money and have more fun!
Success to You,
Gary Lockwood
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On to Table of Contents
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The BizSuccess Book
By Gary Lockwood
Six Strategies for getting BREAKTHROUGHS in YOUR Business...........4

Remember Your FUTURE .......................................................................9
Play to your STRENGTHS.....................................................................11
How to Think STRATEGICALLY about Your Business .........................13
Rethink Your Sales Approach.................................................................16
Develop your VERBAL LOGO..............................................................19
Get BETTER Clients!.............................................................................22
Got Referrals?........................................................................................25
The MAGIC Question............................................................................27
The Rainmaker.......................................................................................30
It's all in your HEAD!.............................................................................32
Letting Go..............................................................................................35
Take a Hike! ..........................................................................................38
Make a speech and live to tell about it!....................................................40
Attention Please - May I Have Your ATTENTION?...............................43
Don't PARK in the Comfort Zone!..........................................................46
Learn About Gary Lockwood and BizSuccess………………………...….49
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Six Strategies for getting BREAKTHROUGHS in YOUR Business
Wealth.... Quality of Life.... Satisfaction... Fun....
Are you?
* Getting all you want from your enterprise?
* Progressing in your professional practice as much as you desire?
* Satisfied that your job/career gives you everything you want?
"You don't drown by falling in the water;

you drown by staying there."
Edwin Louis Cole
Many of the CEOs, business owners, entrepreneurs and professionals that I coach have come to me
because of that feeling that "there must be more than this". Most are successful, yet have the feeling
that they are working harder and are less satisfied. Many were trying to develop a balance between
their personal and professional lives.
If you're having these feelings, join the club. A gap exists between expectations and the reality of
the workplace today. While business people generally expect they will take more time off and
worry less about money as their business grows, they currently work long hours, spend little time
with family and suffer from dangerously high levels of stress. These are the challenges of working
in a time of transition.
The bad news is there is a great gulf to bridge between reality and expectations. The good news?
There are ways both individuals and corporations can change to improve both workplace quality
and the level of productivity.
What are the possibilities? How would you like to just leap over the mundane, step-by-step
progress you have been making? You do not have to settle for incremental improvements. You
CAN achieve extraordinary breakthroughs in your business and personal life if you know how.
Interestingly, YOU already have the answers for more success! They are just locked away inside
you. Unlock the creative power inside you and focus it on turning your dreams into reality.
In my fourteen years of coaching and training, I've observed how successful business people "break
through" existing boundaries and move their business and their lives to a higher level. I have
identified six aspects of the enterprise where it's possible to achieve these breakthroughs.
To get breakthroughs, CEOs, business owners, entrepreneurs and professionals must systematically
examine and develop the six integrated principles of success. These Breakthrough Strategies are:
Develop a compelling STRATEGIC VISION:
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This is the process of surfacing and clarifying the areas of significance to you and your business.
You will establish meaningful goals in each of these areas. This assures that you stay focused on
the outcomes you desire.
In times of great change and ambiguity, how do you set meaningful goals? And how do you keep
your business moving forward and on target? This is what strategic thinking is all about. For this
breakthrough strategy, identify the 8 or 10 key areas that are important and essential for your
business and your personal life - cash flow, customers, employees, family, friends, spiritual growth,
health and so on. Write them down.
In each of these areas, develop a crystal clear vision of where you are going with this. What's
possible? What does it look like when you're living up to your best expectations in each of these
areas? Describe as best you can, in writing, what it looks like and what it feels like when you have
reached the point in each of your key result areas where you are happy with each. This represents a
picture of your future, as you prefer it to be.
These processes have been designed to take advantage of the way your mind actually learns and the
way entrepreneurs actually work. With clear purpose and direction, your efforts will be laser-
focused on the results you want.
Take meaningful TACTICAL ACTION:
These processes ensure that your actions and decisions are aligned with your values and vision.
You will set critical milestones, success yardsticks and key tracking indicators so you will achieve
your goals faster and easier.
To be goal directed, you need goals. Set aside a couple of hours this week to contemplate your 3 or
4 or 5 major business goals for the remainder of the year. Don't get hung up on the small stuff.
Look beyond today and this week and this month. Picture yourself on December 31 reflecting on
the significant accomplishments of the year. What will have had to happen to make you happy with
your progress, professionally and personally?
Don't forget to include your personal goals in here. They may be family related and growth related
(preferably both). When your monthly goals are in sync with your long-term goals, and your daily
activities are leading toward your monthly goals, you achieve "Goal Congruence".
Enjoy an unparalleled QUALITY OF LIFE:
In our high-demand, knowledge-based economy, issues such as free time, happiness, satisfaction
and peace of mind are not just nice-to-have. These things are crucial to your ability to operate an
enterprise at peak effectiveness.
The emergence of creativity, ideas, and information as our most valuable resources, and the
pervasiveness of the global, 24-hour business world have changed our concept of "time equals
money". Now, it's "results equals money". And we all know that more time at the office does not
mean more results. In fact, it often means fewer results and more mistakes.
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What's the answer? The solution is to take time away from your business. Free time makes you
sharper. Free time provides the rejuvenation you need to restore your confidence and sense of well-
being. You come back from time off with a new perspective, a higher energy level, increased
creativity, and often, a breakthrough idea. Take one vacation a year, get one break-through. Take
two vacations, get two breakthroughs. Take three, get three.
Getting and keeping a superlative quality of life is best done systematically, not just when
convenient. By consciously attending to the balance in your life, you can create a rich quality of life
most people only dream of ever having.
How to take advantage of LEVERAGING:
Here, you will regularly examine the results you get from the investment of your time and money.
Leverage to produce high-impact results is attained through support people, automation, outside
specialists, smart delegation and shrewdly managed priorities. Many entrepreneurs are still
operating under the mistaken belief that results are in direct proportion to how hard they work.
This is why it's so important to make wise decisions about how you invest time and energy. Why
do you feel that there's more to do than you can possibly do? Because there IS more to do than you
can possibly do. You must make choices. Often very difficult choices.
It is imperative that you are doing the right things, every bit as much as doing things right. You've
heard of the 80/20 rule -- 20 percent of all activities will produce 80 percent of the meaningful
results.
What are your 20 percent? What are the handful of activities that produce the results that you want,
that will make a difference, that will take you in the direction you wish to go?
Remember, you are rewarded only for results.
Building and strengthening your STRATEGIC RELATIONSHIPS:
Inevitably, the largest share of your income flows from a relatively small number of key economic
relationships, generally your top clients and referral sources. Identify these special relationships
that require nurturing and create action plans around retention and developing maximum potential
from each.
Truly effective business people succeed because they are genuinely curious and concerned about
people in general - and customers in particular. Their desire to understand the customer takes
priority over their desire to sell their products and services. The delightful irony, of course, is that
the very reason they are successful at selling is because they have made their desire to sell a
secondary issue. The primary issue is the relationship they have with their customer.
In too many cases, entrepreneurs focus on current transactions rather than relationships that will
sustain and grow the business over the long run.
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Committing to LEARNING AND CONSTANT IMPROVEMENT:
When you are proactive about learning and improving instead of just letting it happen, you
accelerate your capabilities, expand insight and experience startling advances in your thinking.
Effective learning must be conscious vs. unconscious, active not reactive. It must be something you
seek, not just "let it happen". If learning ability is not conscious, it can't be improved. It just
becomes "another habit" without effective application to the circumstances in our business (and
personal) lives. Most of us already spend too much of our day "doing things."
How do you become a good learner, and subsequently, a good change master? The answer is
surprisingly simple. Become an active, conscious learner on a daily basis by creating a diary or log
of your most important daily experiences.
Set aside time daily to consciously learn from your experiences. You will discover a little-known
secret that will put you on a course to life-long, continuous learning and improvement.
Bottom line.... these Breakthrough Strategies provide a practical, systematic way to achieve
remarkable results. This approach, once mastered, becomes a habit that enables you to continue
your program of extraordinary accomplishments over the remaining course of your lifetime.
Here is how you get started. Pull out your appointment calendar and start blocking out three or four
hours each month where you can be uninterrupted (if you can not do this, you are in trouble
already). Use this quiet time to think seriously about your personal and professional life. Use the
Breakthrough Strategies as your guide.
In each planning session, focus on one or two of the Breakthrough Strategies, articulate the desired
end results, map the possibilities, and create an action plan for the coming three-month period.
Refer to this action plan as you plan your time each day or each week.
What can you expect to get out of using these Strategies? The benefits you experience from using
the Breakthrough Strategies will depend on the specific nature of your goals. The most common
results for entrepreneurs include:
* Significant increase in income

* A goal achievement process that works
* A more satisfying lifestyle and workstyle
* Elimination of non-productive activities in favor of value-adding activities that propel
you toward your goals
* A more predictable future
* Peace of mind and increased confidence in your ability to accomplish your goals even
faster and easier.
If you would like more on this topic, get the BizSuccess Strategy Book…
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BizSuccess Strategy Book
Are you doing the RIGHT THINGS at the RIGHT TIME?
Why are some people successful in their business AND they don't work all the hours you work?
How do they do it?
The BizSuccess Strategy Book reveals the secrets
The BizSuccess Strategy Book will help YOU grow your business, make more money and have
more fun. Click to http://www.bizsuccess.com/strategybook.htm for details
© Copyright 2001 BizSuccess All rights reserved. No duplication
Back to Table of Contents
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Remember Your FUTURE
"Far away there in the sunshine are my highest aspirations.

I may not reach them, but I can look up and see their beauty,
believe in them, and try to follow where they lead."
- Louisa May Alcott
What do you call a person who sees things that don't exist? Crazy, huh? Well, what do you call a
person who sees things that don't exist YET? How about a person who sees a nonexistent
amusement park in the middle of a uninhabited Florida swamp...then proceeds to make it happen?
Walt Disney!
We all know of people who "see" a vision of something that hasn't happened yet or doesn't exist
yet. We call them visionaries. Yet we all have this capability. You, too, can be a visionary, by using
the same skills you use when you remember something. When you remember, you recall:
Images,
Smells,
Textures,
Feelings and
Sounds.
Inside your head, you see, feel, smell, touch and hear things remembered just as if it were really
happening again now.
Imagine how useful it would be if you could remember the FUTURE. Instead of just recalling the
past, you could remember things that haven't happened yet. Actually, many of us do this already...
we call it "worry". Think about what we do when we worry about something. In our minds, we
imagine all sorts of bad things happening. Often, we can see these imagined events clearly taking
place, and then we see all the terrible side effects.
Worry is a complete waste of imagination.
Mark Twain said "most of my life's worst experiences never actually happened". Instead, what if
we use our brain's talent for imagining things happening to plan more effectively. In her
autobiography, Grandma Moses said, "What a strange thing is memory and hope. One looks
backward and the other forward". Let's use our imaging skills to help produce positive results.
Olympic athletes do it all the time. Remember the last time you were watching the Olympic games?
You may have noticed how many of the athletes talked about how they "visualized" their event.
Long before the actual event, they practice by imagining themselves winning their event. And they
do it in complete detail. Inside their heads they picture themselves at the starting line. Then they
imagine they hear the starter's gun. Next, they feel themselves coming up out of the starting blocks
and starting to run. They feel the track beneath their feet, hear the roar of the crowd and see the
finish line ahead of them. Finally, they picture themselves breaking the tape, feeling joyous and
triumphant and being congratulated by all their fellow athletes.
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All this is called "visualizing". It is the same as remembering the event before it happens, so you
can plan exactly what you want to do. You can use this skill to plan how to accomplish what you
want. You can also use it to prepare to deal with problems if and when they arise (a much better
approach than just worrying).
If you are new to visualization, here is a way to practice. Go get a glass full of water. Look at it
carefully, noticing all the details. Now, shut your eyes and try to continue to see the glass full of
water in your mind. You may need to open your eyes a couple times to get a glimpse of the "real"
glass of water. Keep at it until you can clearly see the glass of water in your mind.
Next, visualize the glass again with less water. Open your eyes, the glass is full; close your eyes
and the imaginary glass is partially empty. Keep at it until you can readily bring up the image of the
partially full glass.
How can you make this picture in your mind come true?
* You could drink some of the water from the real glass.
* You could pour some,
* Let it evaporate, or
* Give some away.
There are many ways to make an imagined situation come true.
What possibilities does that open to us? What if we could picture our future the way we prefer it to
be? If you can remember the future, you can create a plan to get you there. This is called Proactive
Futuring. There are three kinds of people in this world:
** Those who MAKE things happen - Inventors,

** Those who WATCH things happen (and complain) - Resentors,
** Those who don't know what's happening - Consentors
INVENT your own future.
Decide what you want, your preferred future, and then use visualization as your key to
actualization. Turn your daydreams into your 36-month view, in your mind's eye, of your business
and your life. You can always be successful in your imagination. Then you can develop a specific
plan of action toward your goals, including contingency plans for possible barriers.
This is truly a case of "what you see (visualize) is what you get". Imagination is a preview of life's
coming attractions.
Remember, it's your future.
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Play to your STRENGTHS
"There is one thing stronger than all the armies in the world,
and that is an idea whose time has come."
Victor Hugo
Remember in school, when you signed up for subjects in which you were already knowledgeable?
How did this make you feel? "Great! This is going to be easy." What advice did you get from your
counselors? Probably, they recommended you take classes where you were weakest.
What a drag!
While learning new subjects is a great idea, striving to develop weaknesses can work against you.
Conventional wisdom says you should work on improving your weaknesses. This is a terrible waste
of time, talent and opportunity.
Imagine what would have happened if Chopin, Einstein, Chris Evert, or Pavrotti had followed that
advice. All these people devoted their life to developing their natural strengths. As a result, they
each were tops in their field.
Highly successful entrepreneurs, as well as top scientists, artists, athletes and entertainers
throughout history achieved greatness by focusing on their areas of strength.
Everyone has a natural aptitude in something. Yes; even you have a special "gift". You may be
especially good at:
Working with numbers,
Drawing pictures,
Teaching children,
Growing plants or
Caring for those less fortunate than you.
Your special talent may involve music, athletic ability, empathy, writing, or working with your
hands.
Chances are, you don't even recognize your own aptitude. You might think that all of us can see
and appreciate the subtleties of color the same as you. You may not get that some of us are not as
graceful as you. You might believe that all people are able to effortlessly grow a beautiful garden.
The truth is that we are all very different. You are able to do some things better than I can. And, I
can do some things better than you.
How do you discover your natural talents?
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1. Write down a list of those things that you do that seem easy for you. These are the things that
you can do that seem almost effortless. Often, the tasks that are easy for us are those where we have
a special aptitude.
2. Make a list of those things you do where time just seems to fly by. When you are doing these
activities, you may look up and realize that several hours have passed without you even realizing it.
This is a good clue to activities where you have natural talent.
3. Write all the activities that make you happy. These are things that make you smile. These are
the tasks you would do just for yourself, with no promise of gain, just because they're fun,
interesting and fulfilling.
4. Look through the three lists to find the common activities. These are likely to be the areas of
your natural aptitude and talent. These are the areas of greatest potential for you. Imagine if you
could spend most of your time developing and playing at something that makes you happy, where
time flies and where it's easy for you. Wow!
Don't get caught up in the old advice to work on your weaknesses. Hire someone who is good
where you are weak. Delegate tasks that you don't enjoy to others who do enjoy those things.
Automate the repetitious tasks. Contract out the chores that you are not great at doing.
No matter how hard you try, it is unlikely you will ever be more than average in areas where you
do not have an aptitude. Always working on your weaknesses undermines your self-esteem since
you will focus mostly on your deficiencies.
On the other hand, working to develop your natural talents is self-rewarding and motivating,
allowing you to continually realize higher and higher levels of ability, achievement and success.
Invest your time and energy in being GREAT at something. REALLY great. You will be happier.
And the recipients of your work, your customers, will reward you for your excellence.
What a combination! You do what you love and people pay you for it!
Play to your strengths. Experience the immense satisfaction that comes with being superb at
something.
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How to Think STRATEGICALLY about Your Business
There's nothing so useless as doing efficiently that which should not be done at all.
Peter F. Drucker
Ready?... Set... Nah! NOW, we're getting nowhere!
At least once a year, most business owners, entrepreneurs, and professionals begin procrastinating
about doing their annual planning.
Why is this such a daunting task? For many, it's because most of us imagine annual planning as a
huge, time-consuming and difficult chore.
What if it was easy and quick?
What do you stand to gain from effectively planning for next year? Planning helps you
ü Remove the uncertainty,
ü Avoid surprises,
ü Pull your team together, and
ü Save time and money.
Here is a simple process for you to plan for next year. It is relatively easy and can be done in a day
or less.
First, let's get prepared. You'll need a few hours of uninterrupted time (best if done in only one or
two sittings), so block off one day or two half-days in your calendar. If you work with a partner,
spouse or key management team, schedule to do this together, as a team. Decree casual,
comfortable clothing and make arrangements for coffee and lunch.
For most enterprises, the annual planning process is most effective when guided by a professional
facilitator. If you decide to have a go at it on your own, use the following step-by-step process.
Phase one is self-evaluation of the enterprise. Here, you'll look at

v What's most important to you?
v Where you're going
v What are you all about and
v What's your prime purpose?
This is what strategic thinking is all about.
For this phase, identify the five or six key areas that are important and essential for your business.
Here are some examples:
- More-than-enough cash flow,
- Satisfied customers,
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- Loyal employees,
- Positive image in the marketplace,
- Sustained growth,
- Outstanding productivity
- And so on.
Write them down. These are your organizational values.
In each of these areas, develop a crystal clear vision of where you are going. What's possible? What
does it look like when you're living up to your best expectations in each of these areas? Describe as
best you can, in writing, what it looks like and what it feels like when you have reached the point in
each of your key result areas where you are happy with each.
This represents a picture of your future, as you PREFER it to be.
If you can articulate a clear vision of your preferred future, focusing on those areas that are
important to you and to your business, that vision becomes your destination down the road. That
clear vision allows you to set goals in the direction of your preferred future. That vision provides
motivation, energy, purpose and direction. It certainly helps you to communicate with the people
around you.
Starting with a clear vision of what's possible helps you to answer the questions you must ask
yourself each day --
"Why are we doing this piece of work?" and
"Is it taking us where we need to go?"
Phase two is about making choices. This process includes telling the truth about your current
reality. Identify your greatest area of need. Where can you make the most definitive progress this
year?
To do this, use a scale of 1-10 (10 is wonderful and 1 is lousy) to rate each of the organizational
value areas. Rate each as to how well you are currently living up to that value when compared to
your vision of your preferred future. If you're doing this as a group, have each person describe their
rating.
Phase three is to establish priorities. The hardest and most vital part of thinking strategically is
accepting the simple truth that you cannot do all the things you want to do or even all the things
that are important. When you try to do it all, you do not do any of it well.
Use the completed ratings to select the one or two areas where you have the greatest opportunity
for improvement in the coming year.
* Where is your greatest dissonance?

* In which value area would improvement translate to significant results?
* In which value area is the largest gap between your preferred future and your current reality?
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Select one or two value areas as your priority for the coming year.
Phase four is to develop the action plan. Get clear about WHO will do WHAT and WHEN. Start
with brainstorming all the possible actions that could move you closer to your preferred future.
Be creative here. Don't be limited to doing what you've always done; you'll limit yourself to getting
the same results you've always had.
Once you've created a list of possible action steps, group the action items into categories such as
marketing, communications, facilities, employees, etc. Usually, 3-5 categories will cover them all
(it's OK to have a "Misc." category). Now, go back through each action item in each category to
assign a person to be accountable for that action, and to determine when that action item will be
complete.
Phase five is implementation. Your plan has little value until you do something with it. This must
also include follow up and review of progress. Each person must have a clear understanding of his
or her individual accountability. If it's just you in your one-person company, get clear on how you
will accomplish your assigned tasks. This may include blocking off some time each week to
concentrate on your action items.
Once or twice a month, stop to review your progress.

What's getting done?
What's not getting done?
How are you doing?
Examine the action items that are being pushed off. Either break them into smaller, easier tasks or
decide explicitly that you are not going to do that one.
Celebrate your successes and the progress you are making. At the same time, don't get too
impatient. Remember that your plan is for the whole year, so it's OK if everything is not done by
the end of the first month.
The process of thinking strategically about your business can be one of opportunity and excitement.
Through this process, everyone in the organization can understand and commit themselves to a
consistent system of values and vision for the future. It helps bring the plan alive for the people
who must deliver on the goals.
The payback is a high return on your investment of time and commitment to the process. The
payback also comes in your ability to withstand the whipsaw of change. An enterprise grounded
with a clear direction and a plan to get there will have FOCUS on what is important AND the
FLEXIBILITY to respond to new opportunities.
Here's to a successful year for you and your business!
15
Rethink Your Sales Approach
"Worry about being better; bigger will take care of itself. Think one customer at a time and take
care of each one the best way you can."
Gary Comer, founder of Land's End
Demanding customers - fierce competition - breathtaking technological innovation
These are the realities of today's global marketplace... realities that have changed forever the way
we do business, especially the way we sell. Gone are the days when salespeople could rely solely
on charming small-talk and aggressive closing techniques to make sales.
Many people think selling is something the seller does TO the buyer. They sell them something.
The result of this attitude to sales is that many salespeople adapt a manipulative, coercive style of
selling. Some salespeople think of selling as competition where they convince a customer to buy,
and success as a victory.
It's not surprising that many people fear salespeople and distrust them. They think of salespeople as
fast-talking and slick. They are wary of being sold something they really don't need or want.
Have you ever been sold something, and then regretted it later? How did you feel about the
salesperson?
The modern view of selling is that the purpose of the sales person is to HELP the customer make
good buying decisions. Someone seen as an ally and trusted advisor. A business partner you can
rely on to provide valuable help and advice as well as supply NEEDED goods and services.
The outcome of a sale is not that one person gains at the expense of the other. The best sales result
is win-win, forged by two parties who both leave feeling good about the transaction and with a
positive commitment to each other.
The role of the professional salesperson is largely a product of the 20th century. Before the
industrial revolution, people who made things were also responsible for selling their own goods. As
availability of products and services expanded, we needed people who specialized in guiding
consumer decisions. The role of salesperson has changed dramatically over the years as a result of
the changing relationship between availability and demand.
Since World War II, with accelerated growth of enabling technology, and the explosion of
competition, availability has outstripped demand. Sellers started pushing their goods and services
more aggressively at consumers. We began to experience the manipulative salesperson. The
perception many people have today of salespeople is the smooth-talking con man so well depicted
in movies such as "Used Cars", "Tin Man", and "GlenGarry Glen Ross".
How do you fit your sales approach to the needs and concerns of today's customers? Three
strategies:
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1. Clearly identify each customer's unique needs and requirements.
2. Tailor your goods and services to meet those needs at a fair price.
3. Ensure a long-term relationship by pursuing customer satisfaction.
* Clearly identify each customer's unique needs and requirements.

Manipulative salespeople try to manufacture a need where none exists. Better if you can bring
existing customer needs to the surface by clarifying your customers understanding of the symptoms
they are experiencing. Many people make a very good living out of helping people identify which
particular need may be causing a symptom, then advising them on how to fix it. This includes
medical doctors and good salespeople.
The most skilled salesperson guides a customer through a discovery process to uncover the
customers needs and wants. The effective salesperson helps the customer understand the
consequences of inaction and the value in making a change. The more clearly your customer sees
the ramifications of doing nothing, plus the many positive benefits of taking action, the more likely
they are to want to do something about it. This is called "tension for change". The customer who
has decided that they truly have a need AND that they really wish to do something about it, will be
receptive to your solutions.
* Tailor your goods and services to meet those needs at a fair price
For most businesses, offering generic products and services is a recipe for disaster.
With the vast array of choices available, customers want a solution that is right for them in their
own special situation. Listen carefully to the needs and wants of your customers, and then package
a combination of your products and services that specifically address your customer's needs.
To do this requires the ability to:

- Understand what the customer wants, and recognize what is important to them;
- Identify the relevant features of your products and services that are appropriate for this
customer;
- Communicate the specific benefits gained by using your products and services;
- Deliver the package of products and services with emphasis on the desired results expected by
this customer.
* Develop a long-term relationship through customer satisfaction

Truly effective salespeople succeed because they are genuinely interested and concerned about
their customers. Their desire to understand the customer takes priority over their desire to pocket
commissions from selling products and services.
The surest way to cement a long-term business relationship with your customer is to remember that
no sale is complete until your customer's expectations are met or, preferably, exceeded. Many
salespeople take customers for granted. The excitement of new sales often leads to ignoring
existing customers. The result is constant pressure to create new business from scratch. Meanwhile,
some of your best prospects are right there under your nose, in your own customer base.
The traditional, fast-talking slick sales person is no longer effective in today's global marketplace.
In today's dynamic and highly competitive marketplace, well-educated, savvy consumers look to
17
the modern salesperson for guidance in making well-informed buying decisions. If you are
unwilling or unable to adapt, you face the possibility of declining sales and risk severing long-term
customer relationships. The challenge is enormous and the stakes are high.
Remember, customers buy for their reasons, not ours. When you work to form a partnership with
your customers, providing them with valuable help and advice as well as supplying vital products
and services, you virtually ensure sales success.
Good selling!
** FREE Business Success Kit **
18
Develop your VERBAL LOGO
"There is nothing in a caterpillar that tells you it's going to be a butterfly."

- Buckminster Fuller
The next 30 seconds may determine whether you get your funding, make the sale or establish your
point-of-view!
In this faced-paced, mile-a-minute world, you often have only a few seconds to get your message
across. Most modern television and radio commercials are no more than 30 seconds. Where else
could you use an effective 30-second commercial message about your business?
These mini-messages are ideal for:

• Investor meetings,
• Networking meetings,
• Trade shows,
• Interviews,
• Sales calls or
• Anytime where you need to quickly promote your business.
How do you develop these messages effectively? Think in terms of "sound bites". Prepare your
brief message just like a speech, with
- An opener
- The content
- The closing
Let's examine each of these in more detail.
The Opening
The purpose of your opening is to grab attention. Assume that your audience is as busy and
preoccupied as you are. So you need to first get their attention with a question, "grabber" words,
humor or an interesting visual.
Using a question as an opener causes the listener to stop and think.

"Do you want to change the world?"
"How many new prospects do you want today?"
"When do you want to feel good again?"
Once you have their attention, your message can help them answer the question.
"Grabber" words are designed to startle, shock or at least cause your listener to want to listen to
what's coming next. The first sentence of this article is an example.
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A funny comment or an eye-catching visual is always an effective way to get the attention of your
listeners in a hurry. Obviously, any of these openings must be relevant to your message, or they
will confuse your listeners.
The Content
Once you have their attention, it's time to relate your main message. Since you usually have only
three or four sentences, craft this message carefully. The most effective message is the one that
states what your business can do for the listener. In other words, talk about the benefits received by
investing in your company, or by using your product or service.
Don't say, "I'm a dentist". Say, " I improve the health and well-being of my clients. Healthy teeth
help you look good and feel good".
The bottom line is that your listeners don't care what you do. They care about what you can do for
them. Talk in terms of results, feelings, benefits, outcomes and ideas. Imagine your listener with a
sign on their forehead that reads "So What? What's in it for me?" Remember that you only have 30
seconds. There will be time later to get into how you do these great things.
The Closing
Here is where you ask for action. As a result of your 30-second commercial, you want your listener
to do something or think something. Ask.
"When can we meet?"

"Give me your business card".
"Call today".
"When you think of shoes, think of The Shoemaster".
Also appropriate is your catchy tag line, if you use one in your advertising. The closing may be the
only part of your message that your listener will remember. What do you want them to remember?
So, there it is. Your miniature speech takes only 30 seconds. And it has a beginning, middle and an
ending. What can you do to make all this come out sounding and looking smooth, confident and
compelling? Prepare and practice.
Prepare by writing out your message, thinking through the key elements and deciding exactly what
you want your listener to be doing or thinking at the end of your message.
Practice by saying your message aloud. Rehearse this brief speech. Saying it aloud causes you to
pay attention to the sound and cadence. Practice in front of a mirror and you will see the gestures
and body language that make up such a large part of the communication.
Remember, it's not just what you say, it's how you say what you say that makes the difference.
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For your 30-second commercial to really be effective, act like you mean it, sound like you mean it
and look like you mean it. How do others realize that you really mean what you say? They notice
your enthusiasm, your mannerisms, your tone of voice, and your posture.
Part of your preparation is to be consciously aware of your non-verbal communication. If possible,

video yourself giving your message. Replay the tape several times. Once, to listen and observe the
overall effect of your message. Watch it again without sound. What are you telling the audience by
your posture, body language, facial expressions and your gestures? Do you look and act like you
really mean it?
Replay the tape again with your eyes closed. Listen for distracting sounds such as "uh", "ah", "ya
know" or sighs. All these things subtract from the effectiveness of your main message.
In our MTV world of excessive sights and sounds and experiences, make your point and get your
message across in a well prepared, well rehearsed 30-second commercial. Think of it as a brief
speech.
Mix PREPARATION with INSPIRATION and you'll get a STANDING OVATION
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Get BETTER Clients!
"Everything that can be counted doesn't necessarily count;

everything that counts can't necessarily be counted."
- Einstein
Have you ever noticed that some people make you feel good just to be around them? These are the
people who give you energy when they are near you. These special people seem to unlock your
creativity and stimulate your thinking. Wow!
On the other hand, there are probably others you can think of who just drain all the life out of you.
Which would YOU rather have as clients?
I don't mean to sound rude, but most businesses take on any client who steps up with the money.
Don't get me wrong; we all know that a paying client is indeed very valuable. My point is that you
consider the cost to you for dealing with the people you serve. Just for discussion purposes, let's
explore the impact that our clients have on us.
Meet Gusto.
The first type of client mentioned above (let's name this person Gusto) is the type who is fun and
interesting. When you interact with Gusto, you come away feeling energized. This person will
likely be the type who gives you honest, constructive feedback about your products and services.
Gusto will often even help you improve your offering. This type of client is instrumental in
growing your business through their referrals.
Since you like to be around Gusto, you'll provide extra service, faster turnaround and preferred
pricing. Since Gusto is such a happy client, you'll even refer people to THEIR products and
services. Because Gusto is receiving such great, attentive service, you get a steady stream of
enthusiastic referrals. You have a terrific symbiotic relationship with Gusto.
Say "hi" to Vampire.
Those other types of clients we discussed earlier (let's name this one Vampire), is the one who
complains the loudest, verbally abuses your employees, and is so very hard to please. Vampire will
often demand extra services, and then complain about them. Vampire will drag out the payments,
show up late for appointments and ask for special favors. It is easy to get angry and frustrated with
this type of person. A few minutes with Vampire leaves you feeling drained.
Honestly, which type of client do you want around you?
Imagine your SECOND appointment of the day is to meet a very important prospective new client.
Do you want your first appointment of the day to be with Gusto or Vampire?
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I remember riding along on sales calls with a young salesperson a while back. We paid a visit to
one long-standing client who ignored us for an hour, then curtly said there would be no orders
placed this week. The client then turned and walked away as if we were invisible.
Back in the car, the young salesperson said, "I wish I had 20 clients like that one." Seeing my
puzzlement at this strange comment, the salesperson explained, "I would love to have 20 clients
like this one. You see, I have 100 clients like that right now."
What is the impact on you and your enterprise when you deal with Vampire? For one thing,
Vampire can cause you to be cynical with new prospective clients. Sometimes, the frustration of
trying to placate Vampire can spill over to your staff, suppliers and your good clients. While
Vampire may be paying for your products and services, they may be costing you even more.
So how do you upgrade your client base?
Let's acknowledge that even the worst client who pays is still a paying client, after all. I do not
suggest you take that lightly. On the other side of the balance scale, recognize the opportunities for
you if you upgrade your client base. Before you run off your not-so-pleasant clients, try training
them, and yourself, to recognize what is happening.
Start with being honest with yourself.
Is it possible that your clients are mirroring your own behavior? To attract the kind of people you
want, be the kind of person you want to attract. If you want them to be pleasant, be pleasant. If you
desire to be around positive, forward-thinking people, take on that role for yourself. It is not always
easy to admit, but often, you are the catalyst for what is happening around you.
Second, wake up to the fact that you are tolerating more than you need to. Your boundaries are
being trampled, and you are just letting it happen.
What can you do?
The first step is to make a list of the things you are tolerating. Many of your tolerations are not even
conscious decisions. You have been tolerating stuff for so long that you do not even realize it is
going on. To surface and identify these tolerations, write down everything that you are putting up
with, getting by or making do. If you have less than 20-30 on your list, you are only kidding
yourself. Keep writing.
Look through the list to see which ones are related to clients and prospective clients. What
behaviors are you tolerating from them? What behaviors are you putting up with just to have them
as a client?
Next, examine your boundaries. Boundaries are imaginary lines you draw around yourself to
protect yourself from other people's unhealthy or damaging behavior. Boundaries are about other
people's actions. Boundaries are about what others can NOT do or say to you (or in your presence).
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For too long, most of us have been vague about where our boundaries are. We are even more vague
about making other people aware of our boundaries. Think of boundaries as the protective moat
around your castle.
When people step over your boundaries, you have several options. Generally, you can use these
options in this sequence:
INFORM - "Do you realize that you are speaking very loudly?"
INSTRUCT - "I require that you be on time for our meetings."
REQUEST - "I request that you pay your outstanding invoice today."
INSIST - "I insist that you stop using that language in my store."
LEAVE - "What you are doing is unacceptable to me. I am open to working this out with
you when you can do so appropriately and reasonably. Goodbye."
Make others aware of your boundaries when they are violated. You do not have to tolerate
inconsiderate or inappropriate behavior. Eventually, you can surround yourself with people who are
pleasant, easy to deal with, interesting and, oh yes, profitable.
Get BETTER clients. You deserve it.
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Got Referrals?
"We are continually faced by great opportunities brilliantly disguised as insoluble problems." -
Lee Iococca
Ho-Hum. Another day at the office, WAITING for a potential customer to call or come in.
Hmmmm.
What would your business be like if your current customers were enthusiastically rounding up
prospective customers FOR YOU? Imagine the excitement of talking to people who already know
about you and know about your products and services. How difficult would it be to close those
sales?
Of course! Selling to those people would be a piece of cake. So why aren't your current customers
bringing you referrals? Perhaps it's because you have not instructed them, motivated them, made it
easy for them, asked them or initiated the process.
Like most worthwhile endeavors, getting referrals requires

PLANNING and PREPARATION.
First, the planning.
Start by making a list of all the people who might be a referral source for you. These may include
people you do business with, such as:
Your banker,
Accountant,
Attorney,
Printer,
Consultant,
Broker,
And so on.
This list will also include at least some of your existing clients. How about friends, community
leaders, previous business associates, and suppliers?
Next, scan the list for the handful of your best current referrers. Chances are, you have a few people
who routinely recommend prospective customers to you. Perhaps you also send referrals to them.
Start with these potential "Referral Partners". Almost always, you'll have better results by
developing stronger relationships with a few referral sources rather than shallow relationships with
lots of sources.
In order to help your Referral Partners give you good, qualified referrals, get crystal-clear about
what you are looking for.
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What types of people/organizations make the BEST customers for you?
Are there any geographic limitations?
How about size/volume requirements?
What problems do your products and services solve? Your Referral Partner will have an easier time
of spotting potential clients for you if they (and you) are clear about what symptoms to look for.
This also makes it very natural for your Referral Partner to suggest your firm as a way for their
colleague to solve a problem.
Don't overlook the desired personal characteristics of potential customers. As you know, the
chemistry you have with a customer is a crucial factor in establishing a long-term business
relationship. Have you ever noticed that some people make you feel good just to be around them?
These are the people who give you energy when they are near you. These special people seem to
unlock your creativity and stimulate your thinking. Wow!
On the other hand, there are probably others you can think of who just drain all the life out of you.
Which would you rather have as clients? You can surround yourself with people who are pleasant,
easy to deal with, interesting and, oh yes, profitable.
When you are clear about describing the recommendations you want, you make it easier for your
Referral Partners to identify prospective customers for you.
Now that you have identified several possible Referral Partners and you are clear about the types of
customers you want, it's time to create a customized plan for each Referral Partner.
Think win-win.
What does the Referral Partner get from this relationship? Brainstorm all the various ways in which
the Referral Partner benefits from giving you a recommendation. Be as specific as you can. Each
person has individual needs and interest, so be creative in discovering ways in which this person
gets value from the Referral Partner relationship.
Perhaps one of your current Referral Partners could help you brainstorm this list of possible
benefits that come from referring clients to you. Remember, people do things for their reasons, not
yours. If you can't articulate the benefits of sending referrals to you, you'll not likely get many.
In order to instill confidence in your Referral Partner, spell out exactly what you will do when
given a referral.
Your Referral Partner has surely developed valuable relationships over the years and will be most
reluctant to do anything that might jeopardize those relationships. Be specific as to what will
happen when your Referral Partner gives you a referral. A simple, step-by-step process that shows
how you will represent yourself (and your Referral Partner) will provide assurance that the
potential customer will be treated with respect and dignity.
Next, discuss the specific actions you want from your Referral Partner.
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Do you want them to call the potential customer?
What do you want them to say?
Would you prefer they arrange a three-way appointment?
Often, people want to give you referrals, but don't know exactly what to do or how to do it. Train
them; coach them; help them get clear on what's expected of them.
Once you get a referral, be sure to show your appreciation.
Behavior that is recognized tends to be repeated. You can show your appreciation in many creative
ways. For some Referral Partners, it may be a gift. Others may prefer recognition, favors, events or
special support. Showing your appreciation is not only the polite thing to do; it is also a smart way
to encourage more referrals.
So far, we've discussed getting recommendations for potential customers. What about referrals to
new referral SOURCES? By using the same process outlined earlier, you have the opportunity to
develop new Referral Partners. This is a great way to dramatically increase your business without
the time and effort of cold calling and cold prospecting.
Bottom line; developing and implementing an effective referral strategy can produce a steady
stream of new business for years to come. You can achieve your professional goals faster and
easier through effectively targeting referrals. Start today.
Got referrals?
If you would like more on this topic, get the BizSuccess Strategy Book…

How do they do it?
27
The MAGIC Question
"Nothing happens unless first a dream." - Carl Sandburg
In today's fast-paced, everything's possible, instant global access world we live in, most people
have more freedom and opportunity than in any period in history. We can do almost anything, go
anywhere or be whatever we want. The paradox is that many people don't know what they want for
their life. Most have only a vague or incoherent image of their future.
You can help.
By asking one MAGIC question, you can help other people (and yourself) to clarify what's
IMPORTANT in their future. The question is called a "future review" question.
Here's how it works: Ask the people around you:
"Imagine that you and I are talking three years from today, and you are looking back over the three
year period, what would have happened during that time that makes you happy?"
It's as easy as that.
And what do you do next? Just sit back and listen very attentively. You have just asked that other
person to describe their PREFERRED FUTURE.
Some people will respond immediately with the enthusiasm of someone who is painting a portrait
of their life, as they desire it to be. Many others will have difficulty answering this question. Some
may not want to tell you. In any case, their response will tell you volumes about them.
Let's look at the possibilities.
With those people who readily answer your question, you will likely have an interesting
conversation about what is most important to them and what would make them satisfied. In those
cases where you can value-add to their preferred future, or where you can help them achieve their
desired results, you have the basis for a long and satisfying business relationship. In cases where
you cannot help them, perhaps you can recommend a resource that can.
The famous speaker, Zig Zigler, says, "You can get anything you want in this life if you help
enough other people get what they want out of life." The future review question can open the door
for doing business together, pursuing joint ventures or just for a terrific conversation.
With people who have difficulty answering your future review question, help them by asking a
series of smaller questions. Help them articulate the things that are important to them. Ask them
about:
What they would like to do,
Where they would like to go,
What they would like to have
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How they would prefer spending their time,
What kind of people they want to be with.
This can be a very creative and stimulating discussion.
It's not unusual for someone to have a fuzzy or incomplete image of his or her short-term future.
This is not, after all, how most of us were taught to think. Yet, one of the greatest services you can
perform for these people is to coach them to think through and talk out loud about their desired
outcomes. And, here again, if you can help make their future come true for them, you have just
established the foundation for a great business relationship.
What about the people who refuse to answer your future review question?
Their unwillingness to answer likely means one of two things. First, their commitment may be to
the past, not the future. They may not have thought about their future as something where they have
any influence. Secondly, their unwillingness to share their desired future with you indicates a lack
of trust. In either case, you have no basis for a business relationship.
Some people don't have the courage or desire to dream, or they don't trust you enough to share their
thoughts with you. Don't waste your time. Move on to someone else.
When should you ask the future review question? Think of it this way. When do you want to know
if you have a basis for a mutually satisfying business relationship? Ask early and ask often.
We have been discussing this future review question in terms of business situations. How useful
would you think it would be to ask this same question of friends and family?
What might you learn? For starters, you'll learn what would make them happy. You then have the
most wonderful opportunity to help them pursue the desired future that will bring happiness to
them. Instead of second-guessing what it would take for your friend or family member to be happy
and satisfied, ask. You'll not only have the fun of helping make their dreams come true, but just
asking the magic question of friends and family creates the most fascinating conversations.
The future review question is not really a magic question. It just works like magic. And, by the
way, it works not just for the people around you. It works for you, too.
Let me ask you a question.
"Imagine that you and I are talking three years from today, and you are looking back over the three
year period, what would have happened during that time that makes you happy?"
Your turn.
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The Rainmaker
"Even if you are on the right track, you'll get run over if you just sit there!" - Will Rogers
Remember when scientists used to seed the clouds to try to make it rain? They would fly over rain
clouds and dump salt pellets to try to force the rain from the clouds. I guess they figured that they
could just help Nature along a bit.
In my years of helping business owners and professionals discover ways to grow their business,
I've seen many who sat around waiting for rain. They would wait by the phone, hoping a
prospective client would call or come to the business.
Their attitude seemed to be a combination of passive hope and resignation. They HOPE someone
will do business with them. They HOPE that others will initiate contact with them. They seem
resigned to whatever business floated their way.
Others, including some of the most successful, took positive ACTION "to make it rain". These are
the ones who made calls, ran ads, got out of the office to make their own contacts. Through their
activity, these business professionals created opportunities for new business.
A few years ago, my own business went through a slow period. As the business slowed down,
revenues decreased and the demands on my time decreased, too. For a while, I enjoyed the slower
pace. Then I figured out that we were on a path to financial disaster.
I realized that something had to change drastically.
Verna, my wife and business partner, finally said, "Get on the phone and stir up the cosmic dust"!
So, I took her advice and started making calls. I called everyone I knew. I called past clients, old
prospects and people from my old phone lists. I even called people I knew in a previous company.
Also, I got out of the office and attended business mixers, seminars and other events where
business professionals (my target market) tended to show up.
Sure enough, after I started all the activity, we began to notice that the phone was ringing
constantly. We were getting calls from prospective clients wanting to know more about our
services. Even more interesting, many of the incoming calls were from people we did not contact.
It seemed like the very act of outbound activity was causing inbound business.
Time and again over the years, I've seen this phenomenon. Positive action, directed OUTWARD
seems to stir up the cosmic dust. It doesn't work if the actions are directed inward. No matter how
many times you count the inventory, rearrange the furniture or have internal meetings, these
inward-focused actions won't cause clients to show up or prospects to call you.
So what does this mean for you?
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Consider a couple of things. First, brainstorm the types of outward-focused activities that are
appropriate for your business. Would it be appropriate to?
Ø Make calls (to whom?),
Ø Go visit (where?),
Ø Run ads (what type, when?).
Would it be reasonable to attend mixers, seminars, do some direct mailings, conduct a telephone
survey, or canvass the neighborhood?
Next, pull out your calendar and start blocking off some time for these tasks. Generally, this type of
business-building activity is best done in blocks of time, so pencil in blocks of one to three hours
for this.
Clearly, most of these actions require preparation. To make sure you don't make a career of just the
preparation, schedule the set-up tasks on your to-do list for specific days. That way, you're more
likely to get them done.
Finally, just do it.
You know in your heart that you enjoy the results of this business-building action, especially when
the revenue starts to come in. The benefits to you and your enterprise are legion. More clients, more
revenue, better client relationships and happier employees are just a few of the advantages you'll
realize when you take action to make it rain.
So, what are you waiting for? "Stir up the cosmic dust". Be the RAINMAKER.
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It's all in your HEAD!
"A happy person is not a person in a certain set of circumstances, but rather a person with a
certain set of attitudes. - Hugh Downs
Having a positive attitude toward your business and toward life in general may be one of the most
important characteristics of successful people.
In my years as a Business Coach, I have observed many successful entrepreneurs. With very few
exceptions, those who are successful and happy have developed and maintained a positive outlook.
A positive attitude is not ACCIDENTAL.
Successful entrepreneurs know how to create a positive attitude and positive motivation for
themselves. They don't just wait for it to happen. That would be like wanting a drink of milk, then
sitting in a pasture, waiting for a cow to back up to you.
By the way, having a positive attitude is not the same as blind optimism. I am not suggesting that
you ignore the challenges in your life. I AM suggesting that you just not dwell there.
What do SUCCESSFUL entrepreneurs do to develop and maintain their positive attitude?
First, they know what's important. They have carefully determined what counts in their business
and personal life. Highly successful people have clearly articulated values for their business in the
areas of
ü Customer service,
ü Employee relationships,
ü Cash flow,
ü Productivity,
ü Image and
ü Growth.
Why is this significant?
The past few decades have seen enormous and accelerating changes in technology and social
structure, in geopolitics and especially in the organizations in which we work. The pace of change
is staggering and daunting. The mass of information available to humankind is doubling every 18
months. You make up to 1000 decisions per day. The time-to-market for new products and services
is dropping fast.
This is truly "Life in the Fast Lane".
In the midst of all this turmoil, you can't do everything. It is important to focus on a few things that
you can do well. Someone once asked the great football coach, Vince Lombardi, to describe his
offensive strategy. He said, "to knock down all the opposing players". When asked about his
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defensive strategy, he said, "to knock down all the opposing players". Lombardi said, "If we do
those two things well, all our other plans fall into place.
Knowing that you are working on the RIGHT THINGS is a great boost to your positive attitude.
In times of great change and ambiguity, how do you stay focused on the right things, unless you
know what are the right things for you? Your business values help guide you. Clarify the areas of
doing business that are seriously important to you.
Another way that successful entrepreneurs maintain their positive attitude is they talk to
themselves. The things you say to yourself influence your feelings, your attitude and your behavior.
Once, there were two shoe salesmen sent to a faraway land to sell shoes. After the first day, one
sent back a telegram saying, "This place is a disaster! No one wears shoes!" The other salesperson
also sent a telegram. His message was " This place is a gold mine! No one wears shoes!"
Being aware of what you say to yourself inside your head (self-talk) helps you adjust your attitude.
Many people beat themselves up when things go awry. When you berate yourself and tell yourself
that you are "stupid" or "useless" or "an idiot", naturally you begin to feel negative about yourself,
your business, the people around you and even life itself.
Mistakes are the fuel of creativity. Everyone makes mistakes.
Smart entrepreneurs LEARN from their mistakes and move on.
Try positive affirmations in place of negative self-talk. When things get a little tense, just say to
yourself
"I can do this" or,
"We'll find a way to make this work" or
"Let's concentrate on a solution, not who caused the problem".
Successful entrepreneurs keep their positive attitude by being careful about the people they hang
out with. There are always others who will readily tell you that "it can't be done" and " you'll never
make it".
Surround yourself with supporters.
Good supporters will help you work on contingency plans and help you work around challenges
without pounding you with discouragement. Avoid the "ain't-it-awful" club.
Every weekday afternoon in America, between the hours of 4:00pm and 7:00pm, there are people
sitting around bars and lounges talking about how bad the world is. They bemoan the economy, the
competition, the government, the company, the weather, blah, blah, blah. And they call this
"HAPPY HOUR!" Don't join the "pity party".
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Successful entrepreneurs also develop their positive attitudes because they feed on progress. At the
end of each day, instead of recounting all the difficulties and all that remains undone, write your
accomplishments.
End each day on a positive note by jotting down the THREE BEST THINGS that happened this
day.
Often, there is no one around to acknowledge your achievements, especially those little ones that
happen in the course of the day. By focusing a few minutes on your accomplishments, you give
yourself a little pat on the back and recognize progress, even when small.
Successful entrepreneurs take charge of the quality of their lives.
A recent study showed only 4% of people enjoy both their work life and personal life. Many people
have made financial objectives their sole concern and have paid a heavy price for their success,
such as:
* Poor health,
* Failed marriage,
* Neglected family and friends,
* No personal development.
Financial success, no matter how great, can never compensate for poor quality of life. A properly
functioning business is supposed to serve a full and satisfying life that includes:
q Excellent health,
q Close and loving relationships,
q Enjoyable recreation,
q Stimulating culture, and
q A powerful contribution to the community.
The successful entrepreneur has a multi-dimensional personal life.
How?
The solution is to take time away from your business. Free time makes you sharper. Free time
revitalizes you, restores your confidence and heightens your sense of well-being. You come back
from time off with new perspectives, more energy, increased creativity, and often, a breakthrough
idea.
When you get busy or when business gets tough, it's easy to let your attitude slip. Yet, this is when
you most need your positive attitude. Your attitude influences your actions. When you really need
positive action, remember, "It's all in your head".
Enjoy the journey!
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Letting Go
"There cannot be a crisis next week. My schedule is already full."

Henry Kissinger
Look at your appointment calendar. See any "white space" there?
If you're like most busy CEOs and business professionals, you are booked non-stop for meetings,
luncheons, dinner meetings, charity functions, planning sessions and... Well, you get the idea. In
between the bookings, you scramble to keep up with projects, reviews, financial reports, investors,
staff, customers and suppliers.
Tired yet?
This weariness can wreak havoc on your business. Consider the symptoms of fatigue:
Lack of innovation,
Irritability,
Reduced productivity, and
Stress.
The list goes on. And you are frequently unaware of how run down you are getting.
We are moving away from the Industrial Age into the Information Age, yet the work ethic that
most of us grew up with taught us to maximize work time - time at the factory or the office. Even
our language reflects the inherent value judgment of time away from work. We call non-work time
"off-time" or "down-time".
The emergence of creativity, ideas, and information as our most valuable resources, and the
pervasiveness of the global, 24-hour business world have changed our concept of "time equals
money".
Now, it's "results equals money".
And you know that more time at the office does not mean more results. In fact, it often means
fewer results and more mistakes.
Many of my new coaching clients complain of having too little time. Their "time tank" is running
on empty, so they feel uptight, frustrated, flustered, pulled in every direction, and tired. Often, this
is the first thing we work on together. Clearly, a reserve of time would reduce the stress.
So, how do you do it?
Build some "white space" in your life. Build reserves of time. Create more-than-enough time to do
the things you want and need to do.
35
Let's get something straight first.
Building a reserve of something you need in your life is only one part of the puzzle. The other piece
is to identify what is draining your reserves. If you're pouring into the top of a leaky bucket, you
won't make much progress.
Let's look at how to plug the leaks and create reserves of time.
Let go of some of the activities that are consuming your time. Many of today's high performers
seem to have a common thread: the "Superman/Superwoman" ideal; i.e., Taking on everything and
trying to get it done by tomorrow. Success or failure seems to be measured by the state of busyness.
Face it; you can't do justice to everything at once and you often don't have perspective of all you
have going on. It's like tossing another ball to the juggler...33 tasks at once for the average busy
executive. Focus on what counts.
Take aggressive action to LET GO. Here are some possibilities:
* Let go of tasks that someone else can do -
Good delegation is a key skill for managers, yet the average manager spends 45% of his or her time
on tasks that could be done by a staffer. "I can do it better and faster", you say. Sure you can, but
ultimately, you are judged on what you can cause to happen, not just what you can do on your own.
As a general rule of thumb, in non-critical cases, if another person can accomplish a task 80% as
well as you, delegate.
* Let go of your need to say "Yes" to every request -
Those around you will give you all the work you are willing to take. This is true in both our
business and personal lives. Some of the most stressed people around can't say no to the next fund-
raiser, the next committee, the Little League, the church, etc., etc., etc. Politely, but firmly say
"No".
Examine all the organizations where you spend your time. Which ones can you "let go"?
* Let go of some meetings -
The typical manager spends 17 hours each week in meetings plus 6.3 hours getting ready for those
meetings. Nearly a third of that time in meetings is wasted. That works out to be about six full
weeks of the year of useless meeting time.
You've seen the symptoms: hastily called meetings, no ending time stated, no agenda, no official
record of what was done or said, no followup. If even one hour per week is saved, it could mean
two additional effective workdays per year!
36
Skip some of the meetings or send someone else.
* Let go of interruptions -
Interruptions can drain 1-2 hours a day. Rather than spend time with anyone who happens to stop
by, close the door, turn off the phone or work from home one day a week.
* Let go of the clutter -
Is your desk or credenza piled with pending and unfinished work that will be done when you "get
around to it?" The average businessperson spends 3 hours each week looking for things plus 2
hours being distracted by the stuff lying around. The most effective people work from a clean desk.
An uncluttered desk helps you stay focused on your most important project.
* Let go of useless tasks -
Quit doing some of the routine things you do just because "that's what I've always done". Practice
good priority management. Plan each day to stay focused on those tasks that will move you toward
your goals. Watch for tasks that can be delegated or simply dropped.
* Let go of "Crises management" -
Ever feel that you're leaving a trail of unfinished projects, unreturned phone calls, unread mail, and
partially completed reports? Crises arise from a job you left unfinished to work on another
unfinished task. Another term for crisis management is "fire fighting."
Most of this is really caused by losing focus of true priorities. Learn to tell the difference between
"urgent" and "important".
Bottom line... Many people pay a heavy price for their success - poor health, failed marriages,
neglected friendships, no personal development in any area except business. "Letting Go" means
being more effective at your work, having more positive control of your workstyle, saving time and
money, improving your professional image with clients, bosses, etc. and controlling the stress.
Start today to plug the leaks and create ample reserves of time for yourself.
LET GO!
37
Take a Hike!
Or a jog, swim, or bike ride.
When we think of secrets to business success, we generally include things like vision,
perseverance, creativity, and so on. I want you to add physical health to the list.
"Too many people confine their exercise to jumping to conclusions, running up bills, stretching
the truth, bending over backward, lying down on the job, sidestepping responsibility and pushing
their luck."
Working with CEOs, business owners, and professionals in my coaching practice, I have the
opportunity to observe many successful business people. With few exceptions, those who are
consistently successful have lots of energy.
They have the stamina and the energy to be creative, to tirelessly serve their clients, to put in the
extra effort when necessary and to go the extra mile for their employees. They don't work non-stop
all the time, but they have the reserve of energy to turn it on when they need it.
Where does that energy come from?
Most of these successful entrepreneurs exercise regularly. They walk, run, bicycle or swim. They
work out at the gym or they do their exercises at home. They know that regular exercise builds up
strength and endurance.
Special Note: Before we go further with this, remember to see your doctor before you start on an
exercise program. Get a checkup and discuss your exercise requirements with your physician.
How do you get started?
First, decide what part of the day would be best for you. Are you a morning person? If so, get up a
half-hour earlier and get your exercise then. If you're a zombie in the morning, a workout will flood
your brain with creativity-generating oxygen. In other words, it will wake you up; big time.
There are not many things more stimulating than getting out in the early morning for your exercise.
Cool air, birds singing, the fresh smell of flowers and the morning sun, all ready for you. While
you're jogging, walking or biking, you can daydream. You can plan your day. You can just enjoy
the experience that most ordinary people miss. Give it a go if you're not sure.
Some people prefer to workout at mid-day. This has a couple of terrific advantages for you. For
one, a workout and a shower make it seem like you're starting fresh for the afternoon. Also, a brisk
walk or run will elevate your metabolism, so when you grab a bite of lunch, your body will burn it
off more quickly. Use your mid-day workouts to reduce the stress of the workday.
38
Perhaps you prefer to take your exercise at the end of the day. After work or even after dinner can
be excellent times to work out. If you choose to exercise after dinner, wait for your dinner to settle
for at least an hour. Working out at the end of the day has the advantage of being something for you
to look forward to as you move through your workday. Also, an end-of-day workout will likely
help you stay more alert in the evening, instead of dropping off during the sitcoms.
What kind of exercise should you do?
This is really a matter of preference. As long as your workout elevates your heart rate for at least 30
minutes, you'll get a good aerobic workout (good for the heart and lungs). For this type of exercise,
try
* Running, * Bicycling,
* Brisk walking, * Jazzercise
* Racquetball, * And so on.
An ideal combination is to mix aerobic exercise (usually strenuous, like running or swimming laps)
with anaerobic exercise (strength building). For this type of workout, try weight lifting, stretching,
calisthenics, or Aikido.
My personal favorite is running.
I've been running for over thirty years. While it has kept me relatively fit, I see my miles of running
as primarily a mental-health exercise. By running, I have reduced stress, slept better, been more
creative and boosted my confidence and self-esteem. By combining the running with workouts at
the gym, I have been able to stay fit in only a few hours a week.
Wait a minute! Where are you going to find the time to exercise?
Where do you fit your workouts into your schedule? The time is not going to magically appear.
You'll need to "steal" the time from other places. Get up a half-hour earlier, shorten those two-hour
lunches, head for home 30 minutes earlier or give up one of your sitcoms.
The bottom line is that regular, strenuous exercise is good for business, because it's good for you.
You can increase your well-being, jump-start your days, boost your confidence, turbocharge your
creativity, and knock down stress by exercising consistently.
And that's not all.
Think of exercise as your gift to yourself and to your loved ones. A gift of longer life, more energy,
happier disposition, increased creativity and reduced pain.
Take a hike!
39
Make a speech and live to tell about it!
"Speakers who talk about what life has taught them never fail to keep the attention of their
listeners." - Dale Carnegie
For many people, one of life's terrors is to make a speech. Gulp!
Scary as it sounds, it's important for anyone to be able to make an effective presentation whether
it's to a handful of people around a conference table or to an auditorium of a thousand faces.
Being able to speak can mean

• Making a sale,
• Talking top management into approving your plan,
• Persuading the town council to adopt an important measure or
• Sharing information with your Association.
Bottom line, it could determine whether you get that promotion, make the sale or establish your
point-of-view!
Speaking in front of a group doesn't have to be a life-threatening experience. Let's look at how to
approach making a speech step by step.
First, the audience.
o Who are they?

o Why are they there?
o What are they interested in?
o How much do they already know about your subject?
Ask questions until you have these answers and are clear about your listeners. The more you know
about them, the more comfortable you will be when in front of them.
Now, your topic.
Presumably, you were asked to speak in the first place in the hope that you would be able to share
information about a topic you know something about. Still, you'll want to do your homework. The
more you sweat in advance, the less you'll sweat on stage.
Research your topic thoroughly. Go to the library to find current facts, recent articles on the subject
and good quotations. Interview other experts to round out your material.
In short, gather more information than you'll possibly be able to use in your speech. Imagine the
self-confidence at your presentation when you know that "there's lots more where that came from".
40
The best speakers make their presentations sound spontaneous and conversational even when they
are memorized. The way they do this is to learn the speech in outline form, instead of word for
word. Your outline should contain
** The Opening,
** The Message and
** The Wrap up.
Your opening remarks set the tone of the whole presentation.
Audiences make up their minds very quickly. The purpose of your opening is to grab attention.
Assume that your audience is generally as busy and preoccupied as you are. So first get their
attention with a question, "grabber" words, humor or an interesting visual.
Using a question as an opener causes the listener to stop and think.

>>> "How many new prospects do you want today?"
>>> "When do you want to feel good again?"
Once you have their attention, your message can help them answer the question.
"Grabber" words are designed to startle, shock or at least cause your listener to listen to what's
coming next. The first sentence of this article is an example. A funny comment or an eye-catching
visual is also an effective way to get the attention of your listeners in a hurry. Obviously, any of
these openings must be relevant to your message, or they will confuse your listeners.
Once you have their attention, it's time to relate your main message.
Organize your main points around only one or two main messages. It's helpful for you to ask
yourself, "What do I want these people to be thinking or doing as a result of my presentation?"
As you make your points, you can keep relating back to this main message.
Most professional speakers say it's best to flow the presentation from the general to the more
specific and from the known to the unknown. This is how you avoid losing your audience.
If you're presenting statistics, facts or numbers, try to avoid spewing them all at once. Space them
out. Even better, relate the facts and figures to something familiar. Instead of saying "twenty
percent of you will..." say, "One in five of you will..."
The Wrap up of your speech is where you "ask for the order".
This is where you summarize the main points in a sentence or two, and then state your main
message. If you are asking for a decision, urging action or leaving them with a key thought in mind,
now is the time to do it.
Once you have prepared your speech, write the key points in outline form or on 3" x 5" index cards.
This will help to prompt you through your speech without sounding as if you are reading it word
for word.
41
In the days leading up to your speech, practice, practice, practice. Stand in front of a full-length
mirror and give your speech. Tape yourself, then reply the tape listening for poor grammar and
filler words such as "Ah", "Uh" or "You know".
On the day of your speech, arrive early so you can walk around the stage, look out on the room
where you'll be speaking, test the microphone, adjust the lights, and in general, increase your
feeling of readiness.
Before it's your turn to take the podium, breathe deeply and focus all your attention on your
message. We feel nervous and anxious when we think about ourselves. Think about the content of
your message and especially, on the first two or three sentences of your presentation.
Once you've been introduced, walk to the podium, pause for a deep breath, smile, then begin. Pick
out three or four people in the audience who are in different sectors of the room and talk to them.
Pick out people who seem to be having a good time.
Keep an eye on the time. Surprisingly, time will pass quickly when you are presenting. You don't
want to overstay your welcome. From time to time, during your talk, pause for a beat or two to let
important points sink in. This also lets your audience catch up with you as they think about what
you're saying.
What you say last is likely to be what is remembered longest, so don't finish with "that's all I have
to say". Instead, end on a note of intensity. Choose a quotation, anecdote or line that leaves the
audience laughing or thoughtful. Think of this last sentence as the one that will invoke applause.
Speaking of applause, you may just discover how much you enjoy the sweet sound of applause and
encouragement. It can be almost addictive.
Speak up!
42
Attention Please - May I Have Your ATTENTION?
"If the brain were so simple we could understand it, we would be so simple we couldn't."
- Lyall Watson, biologist
Did you ever wonder why some things catch your attention and others don't?
Remember the last time you decided to buy a car? Once you decided what kind of car you wanted,
all of a sudden, you started seeing more of that kind of car on the streets. Were they there before
and you just didn't pay attention to them?
A pregnant woman will start noticing other pregnant women. Your new house is close to railroad
tracks, yet after a few days, you don't hear the trains anymore.
What is it that provokes your attention?
At the base of the brain where it connects to the spinal chord is a region known as the Reticular
Activating System (RAS). The RAS acts as a newspaper editor. Editors make decisions regarding
which stories get big headlines, page one treatment, and which items wind up buried with the ads
on page sixteen.
The RAS receives thousands of messages each second. Everything you see, hear, smell, feel and
touch is a message entering your brain. The Reticular Activating System filters through all these
messages and decides which ones will get page one treatment - that is, arouse the brain.
The largest portion of the brain is the cerebrum. This is the center for cognition or thought. Deep
within the central portion of the brain are the subsystems that are triggered by emotions. When a
signal gets through the "editor" (Reticular Activating System) and arrives at the cerebrum, the brain
turns on thoughts, emotions or both.
Even though the cerebrum is the center for high level thought, it is unresponsive unless the reticular
formation sends a signal to begin the data processing.
Here's the hard part.
What causes some messages to get through the filter and others to be blocked out?
One of the things we've learned from working with entrepreneurs is that you tend to pay attention
to the things that are important to you at the moment. If your currently dominant thoughts are about
creating a new brochure, you'll start seeing other brochures. You'll hear conversations about
brochures. You'll pick up ideas relating to brochures and even notice colors that would be attractive
for the new brochure.
In other words, the Reticular Activating System will pass through anything even remotely related to
the important issue - the new brochure.
43
From a practical point of view, this means that, if you want to solve a problem or achieve a goal,
keep it at the top of your mind. Think about it, talk about it, write about it and imagine it
completed. This is one of the reasons why affirmations work so well and why it is important to
review your goals frequently.
Some people will keep an idea at "top of mind" by creating a notebook of pictures, cut from
magazines, that reflect their idea or their desired end result. This "image book" helps the
visualization process, keeps the brain focused on the important issue and triggers the RAS.
Since it is possible to turn on the brain, is it also possible to turn it off?
There are three common situations where your brain is more than likely to shut down.
Conflict...
One of the ways to turn off the brain involves the use of conceptual conflicts. Ironically, conceptual
conflict can also turn on your brain and stimulate creative thought, but only if you have been
successful in resolving small amounts of conflict in similar situations. Such a background will have
provided you with a reservoir of confidence you can tap regarding the new question.
However, the insecure person may look at the difference between the expected outcome and the
real result and sigh: "I'm wrong again. I can't do this." If the problem appears unsolvable or out of
reach, you may just give up before you ever get started.
Overstimulation...
Have you ever decided to clean the garage, but after inspecting the area, decided to take a nap?
Have you ever committed yourself to a night of preparation for a big presentation, but once you
scanned the material and noticed how overwhelmingly difficult it seems, decided to do other tasks
that were long overdue?
These are classic examples of flight behavior. Despite your good intentions of cleaning or
preparing, you gave up before you started. The tasks were so large that you didn't know where to
begin. Was your brain stimulated? Yes, but it was so over-stimulated that it shut down, and the
outward behavior may have been physical. You find yourself very tired:
"I'll clean the garage after I take a nap."
You might even get sick: "I was so nervous about the presentation that I got nauseous."
To avoid shutting down your brain from overstimulation, break a large or difficult project into
several steps, then tackle the project a step at a time.
Understimulation...
The more popular term for this condition is boredom. Whenever a behavior is repeated to the extent
that it is habitual, the brain shuts down. Shouting at a child to "Sit down and shut up" will grab their
44
attention and they will respond for a while, but if you choose to begin every day with that
command, the child will suddenly "go deaf" and not even hear you.
Closely allied with the repetition of behavior is the familiarity of the subject matter. When you
announce to your team that the next day will be devoted to smile training for customer service, they
greet you with a moan, "smile training again!"
The familiar is usually not a great motivator. Perhaps the key to interest is making the familiar
seem strange. For example, setting up role-play situations where your team members get to act out
the part of customer and service representative in a variety of situations.
Try something new. Don't fall asleep in your comfort zone.
As we have seen, there is a thin line between the actions that turn the brain on and off. By taking
advantage of how your brain works, you can
ü Increase your creativity,
ü Reduce boredom,
ü Boost recognition of opportunities and
ü Accelerate achievement of your goals.
Where do you start?
Write down the five most important outcomes that you want to achieve in the coming year. Put this
paper in a convenient place where you can read it every day. This affirmation of your preferred
future will keep your Reticular Activating System working for you, filtering in the sights, sounds,
ideas and people to help you get there.
Attention, please!
45
Don't PARK in the Comfort Zone!
"Minds, like bodies, will fall into a pimpled, ill-conditioned state from mere excess of comfort."
Charles Dickens
Most of us have a thermostat that regulates the temperature in our house.
When it gets a bit too warm, the air conditioning kicks on to bring the temperature down to an
acceptable range. When the temperature drops below a comfortable point, the heater comes on to
bring the room temperature up to a more comfortable level. The "comfort zone" is the range of
temperature that is not too hot and not too cold; just comfortable.
Your personal "comfort zone" is where you are comfortable in what you are doing in your job, your
life and your experiences. It is when you have no feelings of risk or anxiety. Some call it "being
comfortable". Some would call it "a rut".
You have your own personal comfort zone.
Your built-in "thermostat" regulates your level of anxiety, fear and discomfort. When you step
outside your normal, existing boundaries in the areas of your knowledge, skills, habits and attitude,
you begin to feel a bit anxious. The natural tendency is to pull back.
Try this: fold your arms. Now, fold them the other way.
How did that make you feel? Felt a bit unnatural, didn't it? That's why you usually stay within your
comfort zone. When you try something new, you often feel uneasy about it, and frequently pull
back. The security feels good.
The downside of all this is that always staying in your comfort zone can be very limiting.
The world passes us by as we stagnate. Complacency, in our fast-paced competitive world, can be
fatal to business and severely limit personal and professional growth. If you are not learning, trying
new things and growing, your job or business may be deteriorating.
How do you <-- e x p a n d --> your comfort zone?
Before you just throw all caution to the wind, try some simple things.
v Drive home a different route.
v Shop at a different grocery store.
v Order something from the menu that you've never tried before.
v Sleep on the other side of the bed.
Make a conscious effort to experiment.
46
Let yourself feel the adrenaline level rise a bit. Allow your anxiety level to increase. Feel your heart
rate and breathing going faster.
The adrenaline is your body's natural drug that, in moderation, makes you sharp, creative, and
quick. It creates the feeling of excitement and exhilaration that comes from trying something new.
Recognize that it also can be scary and stressful. Some stress is useful. Too much can be harmful.
Some stress provides energy. Too much stress causes distress and can lead to burnout if done to
extreme.
Why would you want to give yourself the stress of stepping outside your comfort zone?
Because that's where growth takes place.
Just like a muscle gets stronger when you exercise it outside its normal range of use, you get
stronger when you get out of your rut. And just like your muscles, once you stretch beyond your
current capabilities, you don't ever go back to your original dimensions.
As you try new things, you gain confidence. Confidence makes you feel powerful and good. And
when you are confident that you can survive new ideas, you allow yourself to try even more new
things.
What's the limit?
Obviously, you need to be realistic in your risk management. Most successful people think through
the possible outcomes of taking a risk. Then they prepare for how they would deal with each
potential outcome. Successful people take risks, but they are not foolhardy or stupid.
What are some higher-level activities that could add to your personal and professional growth?
Here's my challenge to you.
Make a list of 50 things that, if you really were successful in doing them, you would be a better
person or a better company. Things like
Give a speech (oh no!),
Write and publish an article,
Start an exercise program,
Meditate daily,
Teach a class,
Feed a homeless person,
Volunteer,
Climb a mountain,
Learn to play a new musical instrument,
Sign up for a dance class,
Try for that promotion,
And so on.
47
Then choose one or two that you are willing to do within the next 90 days. Schedule those new
activities, and then go for it. Afterward, choose one or two more and do it again. Make personal
and professional growth a lifelong habit.
Don't stay PARKED in the comfort zone.
Learn More about Gary Lockwood and BizSuccess Back to Table of Contents
48
√ Grow your business √ Make more money √ Have more fun
Hello;
Gary Lockwood here. Thanks for requesting and reading my book. BizSuccess is helping business
professionals grow the business, make more money and have more fun. Here is a little information
about my services and me. You can get much more information, as well as free reports, newsletter,
and more at http://www.bizsuccess.com
We offer several important services for business improvement:
Strategic Business Coaching

For CEOs, business owners, entrepreneurs and professionals. We’ll focus on discovering ways for
you to grow your business, make more money and have more fun. I prefer to work with positive-
thinking, forward-looking, success-oriented people.
Just as a sports coach helps the athlete to advance to the highest level of performance, having me as
your business coach will help you improve the results you are getting from your efforts. The results
are more focus, better and faster goal achievement, increased accountability, less stress and growth.
Performance Coaching for organizations

We facilitate annual planning retreats where managers and partners develop clarity and consensus
of mission, plans, actions and accountability. Throughout the year, follow-up sessions and
individual coaching with managers/partners make sure the plans are well implemented.

How do they do it?
Skills Development
We help your people to manage their priorities better, sell more effectively, make persuasive
presentations, and plan better.
49
Speeches and Presentations
Need a speaker? Gary Lockwood has provided hundreds of audiences with entertaining and
thought-provoking messages about a variety of workplace topics.
P.S. ** FREE Business Success Kit **
P.S. Visit http://www.bizsuccess.com now.

Get free reports, free newsletter, and more information about services to grow your business, make
more money, and have more fun.
About the Author...
Gary Lockwood is Increasing the Effectiveness and Enhancing the

Lives of CEOs, business owners and professionals.
(800) 272-1575 (U.S.) Fax: (815) 361-3041 Office: (909) 984-3344
Mailto:Gary@BizSuccess.com http://www.bizsuccess.com
FREE Business Newsletter http://www.bizsuccess.com/newsletter.htm
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The BizSuccess Book

Making changes that can transform your enterprise.

Notice: Please feel free to pass along this book to others.

Let me give you a couple of examples.

Six Strategies for getting BREAKTHROUGHS in YOUR Business...........4

Wealth.... Quality of Life.... Satisfaction... Fun....

"You don't drown by falling in the water;

Develop a compelling STRATEGIC VISION:

Take meaningful TACTICAL ACTION:

Enjoy an unparalleled QUALITY OF LIFE:

How to take advantage of LEVERAGING:

Remember, you are rewarded only for results.

Building and strengthening your STRATEGIC RELATIONSHIPS:

* Significant increase in income

© Copyright 2001 BizSuccess All rights reserved. No duplication

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"Far away there in the sunshine are my highest aspirations.

Worry is a complete waste of imagination.

There are many ways to make an imagined situation come true.

** Those who MAKE things happen - Inventors,

INVENT your own future.

Remember, it's your future.

© Copyright 2001 BizSuccess All rights reserved. No duplication

Back to Table of Contents

How do you discover your natural talents?

© Copyright 2001 BizSuccess All rights reserved. No duplication

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Ready?... Set... Nah! NOW, we're getting nowhere!

What if it was easy and quick?

Phase one is self-evaluation of the enterprise. Here, you'll look at

This is what strategic thinking is all about.

Write them down. These are your organizational values.

This represents a picture of your future, as you PREFER it to be.

* Where is your greatest dissonance?

Once or twice a month, stop to review your progress.

Here's to a successful year for you and your business!

© Copyright 2001 BizSuccess All rights reserved. No duplication

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Demanding customers - fierce competition - breathtaking technological innovation

* Clearly identify each customer's unique needs and requirements.

To do this requires the ability to:

* Develop a long-term relationship through customer satisfaction

© Copyright 2001 BizSuccess All rights reserved. No duplication

** FREE Business Success Kit **

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"There is nothing in a caterpillar that tells you it's going to be a butterfly."

These mini-messages are ideal for:

Let's examine each of these in more detail.

Using a question as an opener causes the listener to stop and think.

"When can we meet?"

Part of your preparation is to be consciously aware of your non-verbal communication. If possible,

Mix PREPARATION with INSPIRATION and you'll get a STANDING OVATION

© Copyright 2001 BizSuccess All rights reserved. No duplication

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"Everything that can be counted doesn't necessarily count;

Say "hi" to Vampire.

Honestly, which type of client do you want around you?

So how do you upgrade your client base?

Start with being honest with yourself.

What can you do?

Get BETTER clients. You deserve it.

© Copyright 2001 BizSuccess All rights reserved. No duplication

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FREE Business Success Kit