SUPER SEMINAR

Los Angeles
June 2013

Building excellence with global clients:

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 Socrates argued that,

“The life which is

unexamined is not worth
living.”

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 You are paid to think, add value,
solve problems for others, act
AND transact business
differently/more
EFFECTIVELY/ADVANTAGEOUSLY
than anyone ELSE.

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 As you accumulate more skills and
internalize the rules that govern your
field, your mind will want to become
more active, seeking to use this
knowledge in ways that are more suited
to your inclinations.

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 What will impede this natural creative
dynamic from flourishing is not a lack of
talent, but your attitude. Feeling anxious
and insecure, you will tend to turn
conservative with your knowledge,
preferring to fit into the group and sticking
to the procedures you have learned.

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 Instead, you must force yourself in
the opposite direction. As you
emerge from your apprenticeship,
you must become increasingly bold.

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 Instead of feeling complacent about
what you know, you must expand your
knowledge to related fields, giving
your mind fuel to make new
associations between different ideas.

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 You must experiment and look at
problems from all possible angles. As
your thinking grows more fluid your
mind will become increasingly
dimensional, seeing more and more
aspects of reality.

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 In the end, you will turn against the
very rules you have internalized,
shaping and reforming them to suit
your spirit. Such originality will bring
you to the heights of power.

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  Key is UNDERSTANDING (and
EXCERCISING) the difference
between Convergent Thinking and
Divergent Thinking.

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 The ability to deduce a single solution to
the problem; rule-following or problem-
solving.
 It generally means the ability to give the
"correct" answer to standard questions
that do not require significant creativity.

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 Divergent thinking typically occurs
in a spontaneous, free-flowing
manner, by exploring many
possible solutions that are
generated in an emergent cognitive
fashion.
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 Many possible solutions are explored
in a short amount of time, and
unexpected connections are drawn.
 After the process of divergent thinking
has been completed, ideas and
information are organized and
structured.
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  Traveling outside your
industry/status quo thinking to
discover breakthroughs by
looking at your situation
differently.

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  Top performing companies in
virtually EVERY industry or market
are the ones who engineer the
greatest quantity, quality, and
consistency of breakthroughs in
THESE high impact areas:

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 Strategy

Marketing

Innovation

Management

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  No matter what type of
company/enterprise you run,
what wins in business today is not
the ability to out-muscle or
out-resource the competition…

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 It’s the ability to out-think, out-
market, out-strategize, out-
contribute, out-innovate, out-sell,
out-position, and out-connect
your competition.

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 By using far greater, far more
penetrating brain power!

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  You must also learn to use
deductive/inductive reasoning to
see implications, correlations,
opportunities, threats, trends, and
dangers.

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 Deductive: The deriving of a
conclusion by reasoning; specifically:
inference in which the conclusion
about particulars follows necessarily
from general or universal premises.

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 Inductive: Inference of a generalized
conclusion from particular instances.

 In deductive reasoning, a conclusion is

reached from general statements, but
in inductive reasoning the conclusion is
reached from specific examples.

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 You must learn to use the 3 sites
(hindsight, insight, foresight)
through the lens of critical
thinking – to displace dangerous
risks with unlimited upside.

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• Hindsight will help you see exactly
where your organization has gone
before, highlighting successes but
perhaps more importantly, helping you
to spot situations where the
organization has failed to meet
expectations.

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 Foresight will help you see what
changes are coming at you, in
your organization, in your market
and in the world.

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 Insight -- the understanding of where
your organization is positioned “at the
moment,” and the ability to plot a
route that will take you to the
destination that you have envisioned
with foresight.

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• To exercise hindsight, insight and
foresight - and to do so accurately
and thoughtfully -- you will find
that you need to look within
yourself but also beyond yourself.

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 “People in any organization are
always attached to the obsolete
- the things that should have
worked but did not, the things
that once were productive and
no longer are.”
-Peter Drucker
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 Once you grasp all the forces,
factors, laws, trends, psychology
affecting/afflicting/impacting
your market, industry or
consumer…

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  Your superior interpretation,
reasoning and strategic/proactive
thinking, formulation/calculations
will allow you to choose the
highest and best path(s) to pursue
and the least risky options for
your business…
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 Do this and it leaves all the riskier
more speculative, diminishing,
dangerous options for everyone
else (competition-wise) to follow –
not you!

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  Follow our/my integrative
mindset, methods and processes
and your business should grow
markedly in proportion to the rest
of the competition.

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 If you pursue the optimal strategy
– it puts the rest of the
competition at risk – naturally.

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 The reasonably probable and legal use
of vacant land or an improved
property, which is physically possible,
appropriately supported, financially
feasible, and that results in the
highest value.

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 The four criteria the Highest and Best
Use must meet are:
1. Legal permissibility
2. Physical possibility
3. Financial feasibility
4. Maximum productivity

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 While no specific concept or strategy
is guaranteed to hurtle your
enterprise singularly into
superstardom – the overall effect of
the process you’ll learn here this
week – by definition must work
better; because of the forces, laws,
and factors it will harness…
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 …and the law of
mathematics/statistics you’ll be
employing.

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 By
making other competitors take
more risks – your business should
have…

The EDGE!

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  The next 3 days, we’ll be
approaching the concept of business
growth, performance enhancement,
competitive advantage, value
creation, and trust-building
“connectivity” from a decisively
distinctive point of view.

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 Consider THIS environment YOUR
opportunity for discovering,
evolving and actually testing-out
new economic ideas, strategic
theorems and marketplace
assumptions you may never have
embraced.

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  This experience is intended to
provide a fresh new slant on
the business of doing business.
 Its purpose is to totally shift the way
you look at the problem…

AND the opportunity!

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  We’ll teach you to

SEE AROUND CORNERS

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  We will teach you how to
PLAY TO WIN
– not merely stay in the game.

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  We’ll take a more elevated
approach to connecting all the
dots, from a vantage point you
probably never considered
before.

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 No matter the business, industry,
product or service category you’re
in – it’s a cutthroat environment –
IF you play by everyone else’s
rules, you could ultimately pay a
huge price!

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 Those who don’t perform, won’t
last. Anyone who approaches
things wrong will get trapped and
eviscerated.

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 But what does preeminent
performance, preemptive
performance, and superstar
performance even look like?

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  If you don’t have a clue –
we have strong feelings we’re
about to share.

 So rather than try and ride it

out with sheer bravado…

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 When the choice is winning or
losing – Choose to WIN!

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 Prepare to challenge, re-evaluate,
expand and totally/utterly shift your
current thinking. Take a deep breath
– going both to the 60,000 foot level
of overview – then down to the
deepest depths of transactional
implementation and implication.

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 My focus – your focus for the next
3 days:
Clearly understanding and
grasping what’s really going on
here in your turbulent, ultra-
competitive business world.

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  Then, to fully grasp all the
distinctions, discoveries and
methods to cure “the common
way” other competitors try and do
business in the 21st century.

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  Get ready to embrace the
concepts of forward thinking,
preeminent thinking, exponential
thinking, critical/preemptive
thinking, proactive thinking…

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 One more thing: What are the
consequences if you DON’T
change?

Lack of profitable growth and a

deterioration of all you and your
stakeholders have built and
created!
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 Let’s get started… NOW!

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 Seating…musical  Action Planning
chairs  Interactive
 Exercises and  Collaborative
homework  Empirically/Case
 Masterminding Study Based
 Lightning Rounds  Transactional
 (ADOPT) Adapt &  Translatable
Adopt

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 Tools/Techniques to Eliminate Constraints,

Bottlenecks and Logjams in Your Pathway

 Making Competition Irrelevant

 Shaping the Destiny of Your Business

Future

 36 All New Power Principles

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 QPE = Quantum Performance Enhancers

Stratagems

 How To Build Your Power Team

 Adjusting Your Vision for Growth and Higher

Profits

 Reverse Engineering Your Target Performance

Indicators

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 Influences You Gain/Have Access To:
• Industry
• Compatible Businesses
• Publications
• High Profile Users
• Celebrities
• Credibility Status

 Success Stories You Create:

◦ Testimonials
◦ Case studies
◦ Media

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 How to Understand “Return on Assets”
 Ad Clinic/Copywriting Lessons
 How to Get the Money for Your Startup or
Stagnant Business and What to Do if You
Can’t
 Ads You Run
◦ Sales
◦ Recruiting

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 Promotions You Do
 Sales Efforts You Make
◦ Initial Sale
◦ Prospecting
◦ Up-sell
◦ Point of Purchase
◦ Down-sell
◦ Order Department
◦ Re-sell
◦ Customer Service
◦ Cross-sell
◦ Appointment Setting

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 Leads You Generate:
• Online
• Offline
• Calls
• E-mails
• Letters
• Referrals
 Sales Communication/System You Use

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 Referral systems
 Acquiring clients at breakeven up front and
make a profit on the back end
 Guaranteeing purchases through risk
reversal
 Host-beneficiary relationships
 Advertising

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 Using direct mail
 Running special events or information
nights
 Acquiring qualified lists
 Develop a Unique Selling Proposition

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 Brand Repositioning
 Distribution Channels
 Selling Systems
 Prospecting
 The difference between mediocrity and
millions is marketing/strategy.

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 Increasing the perceived value of your
product/service through better client
education
 Using public relations
 Delivering higher-than-expected levels of
service
 Communicating frequently with your clients
to nurture them

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 Increasing sales skills levels of your staff
 Improving your teams’ selling techniques
to up-sell and cross-sell
 Using point-of-sale promotions
 Packaging complementary products and
services together

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 Increasing your pricing and hence your
margins
 Changing the profile of your products or
services to be more “up market”
 Offering greater/larger units of purchase
 Developing a back end of products that you
can go back to your clients with

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 Communicating personally with your clients
to maintain a positive relationship
 Endorsing other people’s products to your
list
 Running special events such as “closed door
sales,” limited pre-release and so on

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 Programming clients
 Price inducements for frequency
 Up-selling, Cross-Selling, Follow-up
Selling
 Social Media

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 Putting
the power of geometry to
work for/in your business.

 Gettingyour business working

harder for you than you work for
it.

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  Oh yes – one more thing,
everything we cover, while
seemingly somewhat provocative
– will be highly logical, well-
verified/validated and
documented, totally irrefutable.

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 Expect it to be mind-rattling, and
more than a bit unsettling – but
unsettling in the most positive,
powerful, and profitable way
possible.

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  So – how DO you create a
competitive playing field that’s
tilted decisively to your
advantage? How DO you
neutralize – and then paralyze the
competition?

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 Start by shifting your own self
image and understand the
concept of:

Greatness VS. Mediocrity

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 Every human inherently wants to be
great. They’re programmed in their
DNA to perform at optimum capacity.

 Do you really want to be average?

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 Most people deep down, don’t feel right.
That’s why there’s dissatisfaction, that’s
why there’s unhappiness, that’s why we
are supposed to be performing,
achieving at a much higher level, and it
doesn’t feel right.

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  If you look at the factor, the
cause, it’s because we have been
allowed to operate in a world of
mediocrity.

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STEP 1:
 People don’t have an idea, or a picture in their
mind’s eye of what greatness looks like.
 You need a clear-cut picture of what it looks
like, almost as a CAT scan, three-dimensional
view. What it looks like and feels like for the
receiving side.

 From all impact VANTAGE points.

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STEP 1:

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STEP 1:
 We need some kind of reference to
know what greatness is supposed to
look like. Not just one-dimensionally,
but multi-dimensionally, in every
implication and application of our lives.

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STEP 1:
 The greatest determinant of greatness,
ironically and success in the 21st
century, is going to be our ability to
collaborate, creatively and
cooperatively with others who have
pieces of the puzzle we don’t.
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STEP 1:
 Greatness is relative. We’re not one
size of greatness fits all.
 We just need to figure out what
greatness is within us.
 Remember, you’re programmed for
greatness.
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STEP 2:
 You have to figure out what path will
get you to a better place.
 There are lots of ways to get an
outcome, but there’s almost always
going to be one way (and it’s going to
be different for each person) that’s
faster, safer and more fulfilling.
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STEP 2:

 Example: We want to go on vacation.

What path is going to get me there?

 A lot of people thwart themselves.

They choose a path that’s ahead of
them.

oExample: Olympic pole vaulter

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STEP 2:
 What path is going to get you there,
not just the quickest, but the safest
and most enjoyable? If it’s painful,
everything is stretching.
 Optimum isn’t just the highest and
best. It’s the highest and best path,
for you.

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STEP 2:
 The wonderful thing about the
world today, about the human
being is that we have a lot of
paths to get us to our greatest
outcome.

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STEP 3:
 The third step is having enough
confidence and giving yourself
permission to start walking down the
path to your greatness in as many
different categories as you can
pursue.
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STEP 3:

 Don’t try to do everything

concurrently, because it will
diffuse.

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STEP 4:
 Few people have someone who’s willing to
intervene and help get them back on track and
course-correct.

 People need someone to believe in them and

advocate a champion long enough to where the
momentum, velocity and the force going
forward will take over and propel you to your
greatness.
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STEP 4:
 Even if they have enough fortitude, courage,
desire or perception of what’s on the other
side of the mountain, to get started, what
frequently happens in every form of human
endeavor is: the first time you try something
and it doesn’t execute very well,
you get derailed.
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STEP 4:
 Important: You want somebody who has
an extraordinary hopefulness for you
because he or she knows how much
more is possible.

 Somebody who’s been there and done

that.

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STEP 4:
 You want somebody who’s got an
understanding – clinically, critically,
transactionally and empirically.

 They have to be able to be PREEMINENT.

Preeminence is another way of articulating
greatness.
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STEP 4:
A really great mentor has the
ability to really see within you,
what you can be, and what you
can be in many dimensions.

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1. What is greatness supposed to look like?

2. How can you get there? What path do you need to take?

3. Have enough confidence and give yourself permission to

start walking down the path to your greatness in as many
different categories as you can pursue.

4. People need someone to believe in them and advocate a

champion long enough to where the momentum, velocity
and the force going forward will take over and propel you
to your greatness.

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 The real beauty is, giving back.

 What life is all about is the process.

 Any time you get the chance to spend any time

with anyone, you come together for any reason,
for any amount of time, make the other side
better off because you were in their life, whether
it be a moment or not. Our job is to add value.
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 So – starting your paradigm “reset
switch,” the question becomes:

Greatness OR Mediocrity?

The choice IS yours!

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 Okay, so – I presume you want to
perform at the upper strata of
greatness!

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 So first, in order to be great,
you need to identify…

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 The most significant shifts in
business affecting, afflicting,
impacting your business.

They include:

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 The ROA Performance Gap between
winners and losers has increased
over time, with the “winners” barely
maintaining previous performance
levels, while losers experience rapid
deterioration in performance.

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 The “topple rate,” the rate at which
successful companies lose their
leadership positions, has more than
doubled -- indicating that “winners”
are in precarious positions even as
they “seemingly prevail”.

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 Competitive Intensity in the
United States has more than
doubled during the last 40
years. Now doubling every
year.

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 The performance of U.S. firms is
deteriorating, yet the benefits of
productivity improvements
appear to be captured in part by
few creative talent.
 (***Example from The New Multi Nationals)

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 Customers and clients are gaining
and using their market power by
increasing both Consumer Power
Downward Pricing Pressure and
Brand Disloyalty.

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 The exponentially advancing
price/performance capability of
computing, storage, and bandwidth
is driving an adoption rate for our
new “digital infrastructure” that is two
to five times faster than previous
infrastructures.

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 Firms have untapped
opportunities to reverse their
negative performance but they
have to embrace “pull.”

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1. To apply force to so as to cause or tend to cause
motion toward the source of the force.
2. To remove from a fixed position; extract
3. To tug at; jerk or tweak.
4. To rip or tear; rend.
5. To stretch, repeatedly.
6. To strain, injuriously.
7. To attract; draw.

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1
 This can only happen if
companies encourage
passionate/purposeful workers
at every level.

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 Separately, businesses must tap into
knowledge flows and expand the use
of power/leverage tools such as
social software to solve problems
more efficiently and connect more
effectively as they discover emerging
fraternities.

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 Digital technology has totally
changed the business landscape.

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 Welcome to a Global Economy

 Digital media has helped businesses

to reach a global audience socially:
◦ Twitter
◦ Facebook
◦ YouTube
◦ LinkedIn
◦ Google + 115
 Project Management & Collaboration Tools
 These tools help businesses stay on track
with projects especially when members of
the group are in different locations:

◦ Basecamp
◦ Asana
◦ WorkZone
◦ ProjectSpaces

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Web Conferencing:
 GoTo Meeting

Cloud/Storage:
 Dropbox
 Evernote
 Google Drive

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 Voip:
 All Communication (voice, email, IM, fax and
video) has become more accessible and
integrated through the internet and the use
of Voice Over Internet Protocal:
◦ Skype
◦ Cisco
◦ Avaya

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 Research and Analytics:
 Hoovers
 Salesgenie.com
 Glassdoor
 CRM
 Salesforce.com, Zoho
 Software as a service, Oracle

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 Communication Travels Faster:
 Twitter – (140 characters to get your
message out)
 Facebook
 LinkedIn
 YouTube
 Instagram
 Glassdoor
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 Other Technology Platforms

 HootSuite
 Tweet Deck
 Square – gives local merchants ability to
take credit card’s

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  The key drivers of performance in
our business world today are hugely
shaped by digital infrastructure.
 The flows of knowledge, capital, and
talent provide greater advantage or
disadvantage and amplify the impact
of both ways.

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 Emerging markets increase
their competitive level and
global power.
 Finding skilled workers is the
top problem in 2013.

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 It is certain competition will be
more aggressive: thus
optimization performance and
talent management will be key to
thrive and survive.

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  Most organizations are not
investing enough or developing
their talent.
 They are developing only
operational/tactical, not the
strategic skills in their team.
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  BRICS: An acronym for the combined
economies of Brazil, Russia, India, China
and South Africa that are distinguished as
emerging-market powerhouses with the
potential of being the most influential
economies in the 21st century.

 BRICS markets will continue to drive global

growth and power.
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 Emerging markets will not only be a source
of significant revenue growth for your
business but also a source of new talent,
true innovation and groundbreaking
approaches to business which they will
leverage on a global scale.

 “Emmanuel Roman, global consumer products market leader,

Ernst and Young”

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 The answer - as with most threats – is
to get out in front of it and harness it.
The foreign company will learn your
market eventually. Why not be the one to
teach them – in other words shift your
way of thinking from competitor to
partner. You might just find a wealth of
opportunity awaits you.

129
 Skepticism and denial are,
unfortunately blinding many
people to those new realities.

130
  Turning challenges into
opportunities through a new
mindset.

131
  With every challenge there are
multiple solutions and different
definitions of “problems,” resulting in
differing attitudes, some proactive –
some passive. The proactive, accurate
thinker CEO/entrepreneur sees
difficulties as challenges,
opportunities and even games.
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 How many paths could you pursue
– let’s count the way.

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 Challenging economic times today
present extraordinary
opportunities for proactive
organizations to grow and be
successful…

134
 Tri-Dimensional Printer : makes a 3-D solid
object of virtually any shape from a digital
model.
 "Strategic Value Innovation" (2006) - Carlos
Dias. Now there are a number of companies
manufacturing these printers which offer
fantastic opportunities to entrepreneurs.

 Small printing company leveraged Apple

iPad.

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 What is the opportunity cost of accepting
old, obsolete assumptions and paradigms?

 YOGURT EXAMPLE:
 2005. In the yogurt industry, Dannon,
Yoplait and Kraft are the dominant players
in the US. Their products are specifically
formulated for the U.S. consumer...

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 Hamdi Ulukaya, CEO of a small cheese company
in upstate New York. A native of Turkey, raised
on Greek style yogurt. Recognized the
opportunity to introduce Greek style yogurt to
the US market.
 He bought an old Kraft Foods yogurt factory.
 In 2007, he introduced his Greek style yogurt -
which he called Chobani -- to the US
consumer.

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 Chobani - startup, in 2007 - the year
when the rest of the world
experienced a financial crisis and the
beginning of a recession: zero dollars.

 Chobani sales in 2012: one billion

dollars.

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 QUESTION: Why was Ulukaya able to
succeed, when the rest of the world was
struggling?

 ANSWER: Ulukaya had the ability and

willingness to question outdated
assumptions - and look forward rather
than backward.
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 “The1st one gets you the oyster,
the 2nd one gets the shell.”

– Andrew Carnegie

Be 1st. Get the oyster. Better still,

get the pearl.
Carlos Dias

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 You must learn to become an
accurate, strategic thinker and
become able to apply new
concepts/new rules that can be
confusing and intimidating to the
competition.

142
 Accurate thinking strategists are willing to see
the fundamental truth in business today – that a
“Big Shift” is occurring; a “New Normal” is
emerging.

 An accurate thinking strategist CEO thinks of his

or her organization as existing within an
ecosystem.
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 An “ecosystem” is a complex set
of relationships among the living
resources, habitats, and residents
of an area.

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 Tacticians ask: “How can we dig faster?”

 By contrast, accurate thinking strategists

think longer-term, using foresight. Their
focus is on effectiveness - figuring out what
change is coming, so you can do the right
things.

 Accurate Thinking Strategists ask:

“How can we be sure we are digging in the
right place?”

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  Most books and instruction
programs fail to show the
entrepreneur how to take the
incidents of success and apply
them directly to your business in
today’s decisively turbulent
environment.
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 Knowing how to manage the amount
of information that is now available is
daunting. Dealing with information
overload and understanding how to
select appropriate information for
your unique business situation is the
critical distinction you must MASTER.

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  You need a discriminator/
denominator/relevancy or
applicability template or formula.

148
 Most entrepreneurs and CEOs do
not possess common sense and
self-awareness.

149
 Common Sense:
Sound practical judgment that is
independent of specialized
knowledge, training, or the like.

150
 They don’t understand the role of
emotional intelligence in the life
of a successful leader.

 They don’t grasp social

intelligence or return on assets.

151
 Playing to WIN means:

152
 Putting
the power of geometry to
work for/in your business.

 Gettingyour business working

harder for you than you work for
it.

153
 Two kinds, good and bad (like
cholesterol)

 Costsyou the same no matter

what the result

154
 Ads
 Leads
 Conversion
 Sale
 Resale
 Sales call
 Etc.

155
 Buying trends
 Educational options
 Competitive choices
 Value determination
 Alternative means/choices
 Industry Outlook
 Necessity/Luxury
 Inertia Factors (Rich Schefren)

156
 General economic situations
 Price competition
 Need to continually innovate
 Attracting/affording the right skill set
 Market conditions
 Competition
 Price of marketing/selling/raw
material/familiar goods
 Cash-flow/controlling costs

157
 2% of all occurrences and
common outcomes in your
business life are acts of God.

158
 98% are the result of actions or
inactions you take…of factors,
forces, elements that you either
proactively control – or you let
control you and your business -
jet stream/multiplier/diminisher
(example tests)

159
 Think more like an entrepreneur
than a proprietor.

 Peter Drucker defines “proprietor”

as a business owner who adds
nothing meaningful to the market.

160
 Hidden assets
 Overlooking activities
 Underperforming activities
 Untapped markets
 Distribution channels

161
****

162
  “This defines entrepreneur and
entrepreneurship:
The entrepreneur ALWAYS searches
for change, responds to it, and
exploits it as an opportunity.”

-Peter Drucker

163
164
165
 Build: To form by ordering and

uniting materials by gradual

means into a composite whole.
◦ (construct, piece, set up, assemble,
fabricate, make, make up, put up, raise,
put together)

166
 Construct: To make or form by
combining or arranging parts or
elements.
◦ (concoct, contrive, invent, devise,
manufacture, drum up, excogitate,
fabricate, make up, think (up), trump up,
vamp (up))

167
 Evolve: Develop gradually,
especially from a simple to a
more complex form.
◦ (elaborate, develop, unfold)

168
169
 Derived from the Greek word –
‘stratēgia’
 High-level plan to achieve one or
more goals under conditions of
uncertainty.

170
A plan of action or policy
designed to achieve a major or
overall aim.
 An idea or a plan of how a specific
goal can be accomplished.

171
 War definition: The art of
planning and directing overall
military operations and
movements in a war or battle.

172
 The science and art of disposing
and maneuvering forces in
combat.
A conceptual action implemented
as one or more specific tasks.

173
 Isolated actions or events that take
advantage of opportunities offered
by the gaps within a given strategic
system.
 An action you take to carryout your
strategy.
174
 Strategy
◦ An adaptation or complex of adaptations that
serves as an important function in achieving
evolutionary success.
◦ In contrast to tactics, strategy's components
include a long-range view, the preparation of
resources, and planning for the use of those
resources before, during, and after an action.
175
Strategy
In warfare - coordinated application of all
the forces of a nation to achieve a goal.
 The utilization during both peace and war,
of all of the nation's forces, through large
scale, long-range planning and
development, to ensure security and
victory.

176
 A business strategy is different from a
tactic in that different tactics may be
deployed as part of a single strategy.
 Strategy is the overall campaign plan,
which may involve complex operational
patterns, activity, and decision-making that
lead to tactical execution.
177
◦ A constant rate of growth
applied to a continuously
growing base over a period of
time.

178
 EXAMPLE:
A = Pert, where "A” is the ending amount
of money you have, "P” is the beginning
amount of money you have, “e” is the
mathematical constant, "r” is the growth
or decay rate, and "t" is time.

179
 The equation reflects the extraordinary
power of exponential growth by showing
that even though the rate at which your
money grows is still constant at different
times, a change in time grows your initial
value of money significantly.

180
 For example, an increase in time from 1
year to 2 years would make your initial
money simply double in linear growth.
However, in exponential growth, your
money increases by more than double
due to the exponential form.

181
 Strategy vs. Tactics
 Understanding value/lifetime value of client.
 Understanding difference between enduring
sustaining creator of recurring income and
value.
 Understanding value creation for others.
 Understanding Optimization and all forms.

182
 Understanding psychology of market.
 Understanding all facets of leverage.
 Understanding how a real business is
grown.
 Difference between lifestyle business
and asset/wealth creating enterprise.

183
 Understanding true value creation for
yourself/stakeholders.
 Understanding process implications
and implementation.
 Understanding the difference between
breakdowns and breakthroughs.

184
 Thinking more like an empire builder than a
cliffhanger/spectator in the stands who’s
merely watching – not playing the game.
 Acquiring businesses.
 Penetrating new markets .
 Acquiring/utilizing new and more resources

185
 Expanding business model.
 Constant, never-ending improvement.
 Acquiring/introducing new products and
services.
 Making growth a natural part of everyday
thinking.
 Starting with the end in mind.

186
187
 Profit vs. Earnings
Sales vs. Revenues
Systems vs. Ad Hoc
 Business worth more when you
sell it than it ever earned you as
the operator.

188
 Self-image

189
 95% of all small business owners
never realize their goals.

Why?

190
  They don’t have highly
integrative, budget-formulated,
highly defined/reverse engineered
goals.
(performance-correlated)
 They have abstract macro-
theoretical hopes and dreams.

191
192
 Liquid Assets
vs.
Pre-Liquid Asset Management

Jay Abraham & Tom O’Neill

193
  Where does business wealth come
from? Most liquid assets originated
from ‘pre-liquid assets’ –- operating
businesses.

 Yet, discipline that people applied to

liquid asset management is usually
not applied to business pre-liquid
asset management. T.O.

194
 Example: Residential real estate,
landscaping companies, training
companies, furniture stores.

 But to strategically maximize value of

the asset, you must look at the big
picture.
◦ Weak points, fulcrum points.
◦ Spend money that would drive the maximum
value.
T.O.

195
 It is insane how much money is
left on the table when the average
person sells their business, and
these professional investments.
 Acquire it – or it doesn’t sell and
gets closed down.
T.O.

196
 Why own Private Companies if
you’re not going to maximize all
full aspects of it’s wealth creation
value?

T.O.

197
  Most people don’t even know
what sort of rate of return they’re
getting. There’s a difference
between a typical manager of
business and the wealth manager
of asset portfolios.
T.O.

198
 The amount of sales generated for
every dollar's worth of assets. So,
it measures a firm's efficiency at
using the assets in generating sales
or revenue – the higher the number
the better.

199
 For most entrepreneurs, 100% of what
they have is just the failure or success
of their business.

 For that reason, your business

absolutely deserves more of a
methodological approach than you’re
giving.
T.O.

200
 Flexible lifestyle
 Strategic control
 Product passion
 Employee loyalty
 Family continuity
T.O.

201
 Non-economicand economic
reasons

T.O.

202
 Flexible lifestyle, the controlled
feeling in control, might be
passionate about the business or
product service for people.

T.O.

203
 From an economic standpoint –
really only one reason to own a
business. It has to beat your next
best alternative for that
deployment of that capital.
T.O.

204
 There’s only one reason for you to
keep doing it – from a pure
investment standpoint: because
it’s a better return than your next,
best alternatives.

T.O.

205
 Reality is that most businesses do
not meet the market.

To beat the market…

T.O.

206
 There needs to be what’s called a
knowledge symmetry
(Tom O’Neill) you can take that
knowledge is a symmetry and
decimates the playing field.

T.O.

207
 If your business was a mutual
fund...would YOU buy it?

T.O.

208
 Most entrepreneurs typically don’t
think of their business as an
investment.

T.O.

209
 If you had 3 mutual friends (one
producing 5%, one producing
15%, and one producing 20%, year
in and year out), would you
allocate the same capital to all
three?
T.O.

210
 Average small business owners who
never sell – either close down or go
bankrupt.

 Yet average larger companies 10

million+ sell once every 9 years -
usually to a private equity firm or
strategic investors.
T.O.

211
 Why own your business if you’re
not going to maximize all 5
aspects of its wealth creation
value?

T.O.

212
1. Multiply current income.
2. Create far greater future income.
3. Ethically exploit windfall income opportunities
internally and externally.
4. Achieve monster-size psychic emotional
wealth.
5. Position your business for future sale at the
maximum value and worth possible.
213
 1. Current Income – Constantly
increasing current income and
profits is the first determinate of
business wealth creation.

214
 2. Future Income: If your business
doesn’t have highly predictable,
strategic, long term revenue-generating
programming in place, that assures
continuous flow of profits and sales well
into the upcoming years --- you DON’T
have a business at all.

215
 3. Windfall Income – There is no
business out there that cannot
uncover a five to seven figure profit
windfall within six months.

216
 4. Psychic/Emotional Wealth – Unless you
have the certainty, confidence, peace of
mind, vision, low stress, control, power,
persistence, perceptiveness, high ethical
standards and unstoppable drive, you can’t
possibly pilot the strata of unstoppable
business growth and income you’re after.

217
 5. Asset Wealth – Few business owners
ever build a business they can sell for a
lot more money than they take out of it
in a year. Yet a business’ asset value
should be one of the major wealth
creations you achieve from your business
efforts.
218
  When you look at things
(in multiple elements in a
business), you can categorize
them in 2 ways:
1. Out of your control
2. Within Your Control
T
. .O.

219
 Industry factors
 Stock market
 Capital markets
 Local economy
 Regulatory changes
 Interest rates
T.O.

220
 Growth rate
 Balance sheet
 Quality of earnings
 Predictability of earnings

T.O.

221
 All things being equal, the more
earnings you have from the more
broad/diversified buyer
base/sourcing base, the less risky
your business is.
T.O.

222
 Increase your sales and growth
rate and…

T.O.

223
 You can increase the predictability
and sustainability of earnings.
(If you are a strategic thinker.)

T.O.

224
 You can decide to concentrate or
spread your risks.

T.O.

225
 People Risks and Talent Risks
 Market Risks
 Marketing Risks
 Positioning Risks
 Competitive Risks
 Technology Risks
 Alternative Means Risk
T.O.
 Etc.
226
 Key point is you have to be
beating the market or you
shouldn’t be in the business.

T.O.

227
 Either re-think your strategy and make
the asset produce what it should – or
liquidate it and give the resource to
someone who can get you a rate of
return that you’re not getting.

 Outsource the capital essentially to an

investment fund.
T.O.

228
 It’s a very simple concept (Tom
O’Neill) but how many people
actually apply this thinking to
their business?

T.O.

229
 Apply the same methodology that
professional investors apply to
their investments to YOUR
enterprise/business/
actions/activities.
T.O.

230
 Understand your
micro-investment
portfolio

T.O.

231
 What that means is you’re the
investment and business. An
investment within the business.
Must look at cost of acquisition
vs. lifetime value. What is the
implied yield? That’s an
investment! It’s not expense.
T.O.
232
 These are all things that you
either pull risk out of the
business or put risk into the
business.

233
 Proprietors
think in terms of
revenues and expenses.

 Professionalsthink in terms of
yield, three-dimensional/value
creation.

234
 Not just revenues and expenses:

◦ 3rd dimension is your

relationship between
expenses – really the
investment you’re making
and payout.
T.O.

235
  You never write a check in
business if you don’t believe it’ll
produce some kind of return – do
you?

 As an investor, that would be

insane!
T.O.

236
 You never hire anyone if you think
you can make you money.

T.O.

237
 Two ways to enhance returns:

1. Make new investments.

2. Maximize return on existing
investments.

T.O.

238
 Deploy new risk capital (increase
my principal).
 Find ways to maximize the yield
on the capital that I’ve already
deployed.
T.O.

239
 Example:You can add 20 more
salespeople …

OR

 You can find ways to get more

productivity out of the people you
already hired.
T.O.

240
 That’s really where most of this
process and program will focus –
leveraging the geometry of your
business.

T.O.

241
 It’s very simple to understand
intellectually – that putting into
practice in your business takes a
discipline/operating/
implementation/ execution
strategy.

T.O.

242
 Find it in 3 ways/forms:

1. Capital reallocation gains

2. Process improvements
3. Multiple expansion

T.O.

243
1. When you reallocate capital, you
have to measure relative
performance of the current
process there.

2. The higher yielding processes

pragmatically get more capital to
allocation.
T.O.

244
1. Customer/Client Lifetime Value
a) I.e.: Average order size/frequency/gross
profit

2. Customer Acquisition Cost

T.O.

245
  Remember, higher-yielding
processes get more capital.

 Lower-yielding processes don’t –

unless…

T.O.

246
 They have a different strategic
purpose and value.

T.O.

247
Critical
◦ 1. Product Development
 a) Creating or Originating products and
services for which the expected revenue
significantly exceeds the cost of fulfillment.
This should be a continuous process as it
directly feeds into Customer LTV Maximization.
 b) If this process is “sick” no amount of sales,
marketing, or process optimization will cure it.
T.O. 248
◦ 2. Customer Acquisition
 a) Lead Generation
 b) Conversion
 c) Sustaining
 d) Utilization
 e) Redeployment
T.O.

249
Important

 1. Customer LTV Maximization

◦ a) Transaction Maximization
 (1) Up-selling
 (2) Cross-selling

T.O.

250
 a) Elimination (Don’t do it) - getting rid of
non-productive products, processes, etc.

 b) Automation (Have a machine do it) - using

tools or software to automate as many
functions as possible, thereby reducing the
cost per transaction.
T.O.

251
 c) Outsource (If people must do it) -
chances are good that someone has
already created an efficient, cost-
effective system for performing your
desired function.
 Find it, and use it.
T.O.

252
 d) Systematization (If you must have
people do it, and can’t effectively
outsource it) - create and document a
system for it.

◦ (1) Create IP here when you can to preclude

competitive duplication.

◦ (2) Offer this as a service to monetize your

“overhead” where applicable and desirable.

T.O.
253
Strategic
 1. KPI/Yield Analysis
◦ a) This function is critical to ensure mid
and long-term health, and ultimately exit
value of your business.
◦ b) Indication of the health of your
business and effectiveness of your
strategies.
T.O.

254
 (1) New Customers Acquired
 (2) Customer LTV
◦ (a) Average Order Size
◦ (b) Average Order Frequency
◦ (c) Average Length of Relationship

T.O.

255
 Most entrepreneurs have the wrong
skills to succeed in turbulent times –
your old skills are unsuited to the
challenges of the new world.

256
 Hindsight is the understanding of a situation
only after it has happened.

 So "hindsight benchmarking” was a great way

to do in a static world. Not anymore. In a
dynamic non-linear world the future is
different to the past. Thus, practicing
"hindsight benchmarking" become risky and
suicidal today!
257
 But the “New World” asks for
insight based on foresight and
accurate thinking.

258
 The Hidden Art of Foresight
 Greatness cannot be achieved by looking in
the rear view mirror.

 And you certainly will not get there by

standing still, and waiting for outside events
to decide your fate.

 To achieve CEO greatness - you need to build

a new skill set: You need to master the art of
foresight!

259
 “ Foresight is the ability to predict what is
likely to happen - and use this information to
prepare for the future.”

 Strongly believe that foresight is the most

important skill for a CEO today.

 In our fast-moving world, foresight

empowers a CEO to take advantage of
opportunities that present themselves - and
to avoid problems that will trap organizations
that are still looking backwards.

260
 The Foresight Myth
 Your competitors would like you to believe
that foresight is an innate gift, akin to biblical
prophecy. Either you were born with it, or you
are out of luck.

 Actually, foresight is more like athletic talent.

Some of us were born with more athletic
talent, and some with less. But all of us - no
matter what level we began at - can improve
with practice.

261
 The same is true with foresight. It’s a skill set
that can be acquired. You can build your
foresight muscles - and become that
strategic, accurate thinking CEO who can “see
around corners” and prepare your
organization for what is coming at you.

 But, just as in athletics, it will take work. It

will take dedication.

262
 The Need for Accurate Thinking

 But work and dedication won’t be

enough! For you - to develop your
foresight to its fullest potential, it will
also take careful, consistent, guided
practice with an accurate-thinker mentor
– not a tactician.

263
 Why?
 Because tacticians, almost by
definition, do not look forward. They
tend to reason from hindsight, to
make short-term decisions based
either on what worked for them in
the past.

264
 Tacticians ask: “How can we dig faster?”

 As a result, tacticians ask the wrong

questions.

 Accurate Thinking Strategists ask:

“How can we be sure we are digging in

the right place?”

265
 By contrast, accurate thinking
strategists think longer-term,
using foresight. Their focus is on
effectiveness - figuring out what
change is coming, so you can do
the right things.

266
  The Concept of
“Leverage Marketing”
taken through it’s totality

267
 “Give me a lever long enough and
a fulcrum on which to place it,
and I shall move the world.”

-Archimedes

268
 It’s all about leverage: Working on the
“geometry” of your business
 Two kinds, good and bad (like cholesterol)
 Costs you the same no matter what the
result

269
****

270
 The concept of optimization,
explained, explored, evaluated.
(Highest and Best Use)

271
 Webster’s Dictionary Definition of
“Optimization”:
 An act, process, or methodology of making
something (as a design, system, or decision)
as fully perfect, functional, or effective as
possible.
◦ Synonyms: improve, enhance, correct, remedy,
improve on, boost, enrich, revitalize, maximize

272
 You can’t optimize until/unless
you understand recognize all the
best options, approaches, paths,
strategies, tactics, possibilities
available.

273
274
 1. Ideology
 In your marketing you have the greatest upside
leverage environment imaginable.
 First thing you do is an internal marketing
audit and inventory.
1. Look within your organization and see who
else does what you want to do better.
2. Go outside your company.
3. Go outside your industry, to related
industries, and look at their best practices.
275
 2. Strategy
 The easiest and fastest way to instantly transform
your business results is to change the strategy you
follow.
 Most companies, are not even strategic. They are
tactical.
 Changing your strategy will make huge differences in
your results and outcome.

276
 3. Capital
 Includes human capital, intellectual capital

and financial capital.

 If you can get everybody performing higher

you’ve got incredible leverage. How do you

do it?

277
 ◦ 3. Capital (continued)

◦ Do you train your selling people in formal professional

consultative selling?
◦ What about your own capital expenditures?
◦ Question the capital expenditures you’re making and the ROI
(Return on Investment), the ROE (Return on Effort), the ROP
(Return on People), the ROA (Return on Activity), and the
ROO (Return on Opportunity)
◦ You’ve got a responsibility to get the highest and best yield.

278
 4. Your Business Model

 The business model is different from strategy. It’s

basically the means you’re using to affect or achieve
your strategy. It’s different than tactics.
 The model is the whole integrated approach. I.e.: In the
Halcyon days of the Internet, the business model was
the “first-mover-advantage” and “buy-critical-mass,”
then figure out how to “monetize” or profit from them
later.

279
  4. Your Business Model (continued)

 The business model you follow can make

all the difference in your profitability and
there’s enormous leverage here because
you can change one element and it could
change everything.

280
 5. Relationships
 What are the various leverage
relationships you have?
 The business, professional, collegial, and
mastermind relationships you have - ALL
these offer you incredible upside leverage
potential.
281
6. Distribution Channels and Markets

 You have a number of unrecognized

distribution channels you don’t fully
maximize and there’s enormous leverage in
them.

282
6. Distribution Channels and Markets

 There are so many areas of distribution that

you have unknowingly created that you
don’t really think about (I.e.: suppliers,
clients’ clients). It’s figuring out where your
best leverage lies and maximizing it.

283
 7. Your Products and/or Services -
Current/Additions
 Two other enormously effective ways to
transform the performance, the results and
the corresponding profits and wealth creation
your business can generate for you are to
create new markets and/or new products.

284
  7. Your Products and/or Services -
Current/Additions (Continued)

 How many other places could you take your

existing product, service or combinations or
variations of them and apply it to other
fields or other regions or buying groups. Or
could you license other people to use it?

285
 8. YOUR PROCESSES, YOUR PROCEDURES,
YOUR SYSTEMS

 Every business mechanism can be broken

down into its driving processes and sub
processes. Once you figure out what the
processes driving an activity are, they can
be measured, they can be quantified, and
they can be vastly improved.

286
 9. Your Ideology
 What is the belief system that drives
you?
 If your belief system is you’re only
going to work from 8 to 5, 5-days a
week, you’re not going to be able to
embrace things that take more time and
effort.
287
 “Wrestle the bear to the
ground.”

- Fran Tarkenton

288
 PART I: Cognitive Intelligence

The Accurate, Creative Thinker

 Strategic acuity is the most important

competency for a 21st Century leader.

289
 To succeed in a turbulent world, CEOs
and senior executives require strategic
acuity – the ability to evaluate
information and re-conceptualize your
business in response to that information.

 The only way to develop strategic acuity

is through continuous learning.

290
To achieve Strategic Acuity, you must commit to
an ongoing learning process:

 -Acquiring information through a

program of serious reading of books and
materials from trusted sources.
 -Evaluating new information by filtering it
through an internal “crap detector.”

291
 -Transforming information into
knowledge by applying a context to it.
Think of this as mentally putting your
new information into the appropriate
file folder.

292
- Transferring the knowledge into
a skill, that you can apply as you
craft or execute a strategy.

293
 Your knowledge is becoming
obsolete but you probably do not
know it.
 Your experience can trap and
mislead you.

294
 If you are operational driven, as
most organizations are today,
you cannot rely on your
organization’s training programs
to build strategic acuity.

295
 To develop your own strategic acuity, you
must:

◦ Reprioritize your time so you are investing a

minimum of 8-10 hours per week to educate
yourself in fields adjacent to your industry.
◦ Refuse to rely on sources that are not credible.
◦ Resist the temptation to multi-task.
296
 PART II: Emotional Intelligence
The Self-Aware Leader in a Fast-Moving
World

 Who you are as a person will directly impact

your business progress.

 Do not let cognitive dissonance distort your

ability to see reality.

297
 Self-awareness is your best weapon

against denial.

 To be successful in growing your

business, you must first grow your

Leadership Mindset.

298
 You must master your own
mind before you can master
your business.

299
◦ Values Navigator
◦ Thought Control
◦ Avoidance of Denial and Normalcy Bias
◦ Refusal to React with Fear, Anxiety or
Anger
◦ Repudiation of Greed and Pride

300
The Value of Social Intelligence

 Your Social Intelligence -- how well

you are able to relate to others -- will
determine your success as a leader.

301
 You can build your Social Intelligence
through these practices:

◦ Whole brain listening

◦ Personality types
◦ Empathy
◦ Resilience
◦ Enthusiasm
◦ Tact
302
 Whole brain listening:

 Whole brain approach requires you to use

both your right side of the brain and the left
side of the brain. With the right brain learning
to relax, gain confidence and become aware
of your own communications and with the left
brain, learn to become better in-tune with the
emotions of those you communicate with.

303
 Personality types:
 Personality types can be grouped into
four classifications:

1. Analytical
2. Driver
3. Amiable
4. Expressive

304
 Once you are able to identify an
individual’s personality type, you
can adjust your means of
discourse and activity to fit each
individual’s personality type.

305
 Empathy:
 Empathy is about understanding the
views and experiences of those
around you—emotionally as well as
intellectually.

306
 Resilience:

 The ability to recover from

setbacks and pivot to new goals.

307
 Enthusiasm:

 Enthusiasm is about giving your

colleagues and direct reports feedback
and support and embracing the progress
they’ve made. It is also about your
presence and focus on other people’s
work and careers.

308
 Tact:
 Tact is the ability to deal with people
without causing friction or giving
offense, while still communicating
truthfully and with clarity.

309
 PART III: Business Intelligence

The Principles of Business Intelligence

 In business as in other complex social and

economic situations, a set of principles
operates that can be difficult to discern in our
day-to-day lives. Effective CEOs must grasp
that these principles are as immutable as the
laws of science, economics or physics.
310
 Principle 1: Profit isn’t enough to sustain
business progress

◦ Focus on optimizing these variables:

 Actual net sales and assets velocity.
 Predictable revenue streams.
 Reduced variability in performance.
 Unique perceived customer value.

311
 Principle 2: Foresight IQ is mandatory
for business

 Foresight is the rare ability to predict what is

likely to happen and to use this to prepare for
the future. Only 5 out 100 global executives
have this like gold dust ability.

312
 Principle 3: Momentum is a three-
dimensional force.

313
 Principle 4: A trained Internal Advisory
Group Board is the key to 21st century
success.
 Principle 5: Every business is an
ecosystem and every change makes a
difference.

314
 In chaos theory, the Butterfly Effect is
the sensitive dependence on initial
conditions, where a small change at
one place in a deterministic nonlinear
system can result in large differences
to a later state.

315
 The name of the effect, coined by Edward
Lorenz, is derived from the theoretical
example of a hurricane's formation being
contingent on whether or not a distant
butterfly had flapped its wings several
weeks before.

316
  Seeing Correlations,
Implications, Aberrations, and
Permutations

317
 Adjusting the business vision
 Creating and delivering a unique
client value proposition
 Creating and executing a winning
strategy

318
 Developing, implementing and
evaluating powerful sales and
marketing strategies
 Continuously creating new and unique
products and services
 Leveraging the power of human
alignment

319
Talent Intelligence

 Six foundational competencies for

achieving self-actualization as a
leader:

320
1. Decision making
2. Communication
3. Goal attainment
4. Business life management
5. Applied emotional intelligence
6. People development

321
 Intellectual capital:
 Collective knowledge (whether or not
documented) of the individuals in
an organization or society.
 This knowledge can be used to produce wealth,
multiply output of physical
assets, gain competitive advantage, and/or to
enhance value of other types of capital.

322
Leveraging Intellectual Capital

 This is the best opportunity to

increase return on assets, which are
too low in most organizations.

 As a CEO, you can achieve greatness

by building a Preeminent business.

323
 The concepts are designed to help you
get rid of outdated mental models
that were designed for yesterday’s
more linear world, and instead adopt a
Strategy of Preeminence that is
optimized for success in today’s
turbulent, complex reality.
324
 How?

325
 Your organization contains a
multitude of unexploited resources
that represent a “mother load” of
wealth for your organization – but you
require strategic acuity to see and
exploit this hidden wealth.

326
Carlos Dias Jay Abraham
327
 There is a price, one that many CEOs fail to
recognize…

 The price you pay in lost opportunity.

Because not every business has allowed
itself to get stuck.

 Not every business is wallowing in inertia.

 They are finding new ways to engage with

customers - your customers.

328
 They are finding innovative new products to
bring to market - your market.

 They are accumulating cash - cash that

could have been yours - and they will soon
be investing it to grow their businesses.

 They are gaining on you - and if you

continue to stand still, you can be sure they
will overtake you!

329
 We’re living through turbulent times.
Turbulent times are scary, because
they disrupt the normal, familiar status
quo.

 But there are two sides to that coin.

Because an environment that is
disrupted is an environment full of
opportunity.

330
 So why should you benchmark best
practices from leading companies
when before you master them, they
become obsolete?”
◦ Financial Times, December 23, 2010

• In a fast-moving non-linear market,

benchmarking and traditional operational
management planning models no longer
work.

331
 Opportunity Costs in the Real
World
– A Case Study

 Whatis the opportunity cost of

accepting old, obsolete
assumptions and paradigms?

332
 The choice is frighteningly clear.
 Accept the status quo - the seemingly
safe but mediocre path that he is on
now. But in a turbulent world, that
safety is an illusion.
 The mediocre path is actually the
riskier one, because it eventually leads
to a dead end.

333
 As long as you stay on the mediocre
path, competitors are going to keep
gaining.
 Or, look for a different path - a new
direction that is free from the limits of
outdated assumptions and self-doubts.
 The potential opportunity of a different
path is limitless.

334
 But not every new path leads to
greatness. Before traveling outside of his
comfort zone, need a way to reduce the
risk. Need certainty. Need to be sure that
the business is on the right road, and
avoid any hidden dangers along the way.

335
 So that is the challenge. How to
find that new path in order to
reach the CEO greatness - and
unearth the hidden wealth
potential in business.

336
 And what processes are you following
to be certain you are finding the
opportunities and mining the hidden
wealth that is lying dormant in your
business?

 We’ll explore a different pathway - a

new, proven leadership paradigm for
creating wealth in turbulent times.

337
 The Hidden Art of Foresight
 Greatness cannot be achieved by
looking in the rear view mirror.
 And you certainly will not get there by
standing still, and waiting for outside
events to decide your fate.
 To achieve CEO greatness - you need
to build a new skill set: You need to
master the art of foresight!
338
 “Foresight is the ability to predict what is
likely to happen - and use this information to
prepare for the future.”

 Strongly believe that foresight is the most

important skill for a CEO today.
 In our fast-moving world, foresight
empowers a CEO to take advantage of
opportunities that present themselves - and
to avoid problems that will trap organizations
that are still looking backwards.
339
 The Foresight Myth

 Your competitors would like you to believe

that foresight is an innate gift, akin to
biblical prophecy. Either you were born with
it, or you are out of luck.

 Actually, foresight is more like athletic

talent.

 The highest achieving athletes are the ones

who are most dedicated to refining and
improving their skills.

340
 The same is true with foresight. It’s a
skill set that can be acquired. You can
build your foresight muscles - and
become that strategic, accurate thinking
CEO who can “see around corners” and
prepare your organization for what is
coming at you.

 But, just as in athletics, it will take work.

It will take dedication.

341
 The Need for Accurate Thinking

 But work and dedication won’t be enough!

For you -to develop your foresight to its
fullest potential, it will also take careful,
consistent, guided practice with an accurate-
thinker mentor – not a tactician.

 Why? Because tacticians, almost by definition,

do not look forward. They tend to reason
from hindsight, to make short-term decisions
based either on what worked for them in the
past.

342
 Tacticians ask: “How can we dig faster?”

 As a result, tacticians ask the wrong questions.

 By contrast, accurate thinking strategists think

longer-term, using foresight. Their focus is on
effectiveness - figuring out what change is
coming, so you can do the right things.

 Accurate Thinking Strategists ask:

“How can we be sure we are digging in the

right place?”

343
 Resources are always constrained – more so
than ever in turbulent times. When change is
constant and fast-paced, can you see why
CEOs must learn how to focus accurately and
strategically on the 20% of activities that will
propel their organizations forward ?

Focus on Creating and Capturing Value

344
“While conventional wisdom would suggest a
greater focus on efficiency and investments in
a time of growing economic pressure, the
findings of the Big Shift suggest a longer term
view ... Today’s business environment
requires a focus on value creation and
capture. Knowledge flows are the key to
surviving and thriving through these tough
times and beyond.”
Source:“The 2011 Shift Index: Measuring the forces of long-term change,
Deloitte Center for the Edge, 2011
345
 Accurate thinking strategists are
willing to see the fundamental truth in
business today – that a “Big Shift” is
occurring; a “New Normal” is
emerging.

 The tactical orientation that worked in

the 20th century will undermine your
business in the 21st century, and
eventually topple it.

346
 Today, your focus must be on creating
and capturing value. And your tools
for creating and capturing value are
the knowledge and know-how that
you and your organization bring to the
table.

347
 CEOs who are struggling today -
some of them whose businesses
are stuck and they don’t even
know it, others who are stuck but
don’t know what is causing it.

348
 Luxury of standing back and
taking a longer view of the
situation. Here is the nature of the
changes he is facing, based on
research from the Shift Index:

349
 The performance gap between
winners and losers continues to
increase, with the “winners” barely
maintaining previous performance
levels, while losers experience rapid
deterioration in performance.

350
 The Cognizant diagram illustrates how social,
mobile, analytics and cloud IT architecture –
the “SMAC Stack” – will lead to the
unbundling of tightly coupled, industrial age
value-chains, transforming key processes
and, in some cases, entire industry
structures.

351
 Different industries – like substances
in nature – have different “melting
points” at which this disruption will
impact them. No natural substance is
immune to heat – and no industry
structure.

352
 No wonder business is
underperforming, no matter how
hard you work!
◦ Pushing on levers that are no longer
connected to current economic reality.

How To Get Back On Course?

353
 Trained to do a job in a simpler world - a world
that does not exist anymore …..

 By trying to manage by looking backward —like

most executives today – is wasting effort,
wasting time, and burning through cash that
could be used to get the business back on
track.
 Allowed business to get out of balance, Return
on Assets (ROA) is well below cost of capital.
 Shift paradigm.

354
 “As CEO, what is your actual job

description today, in turbulent times?

What duties and tasks do you consider
to be your unique responsibilities as
the CEO of your organization?”

355
 The CEO's Job Description in Turbulent
Times:

 The CEO is responsible for the

organization’s success or failure.

 Without a clear job description in their

own mind, CEOs can easily get distracted
- and neglect the core issues.

356
 CEO’s 1st Duty: Set Strategic Direction

 Many leaders get confused about the difference

between strategy and tactics. Strategy is
deciding “what” your organization should do. A
CEO is paid to think - and strategy is all about
accurate thinking.

357
 Need to accurately assess the realities in your
business.

 Need to evaluate the opportunities available to

you, and select the best ones to focus on - in
other words, where you want your business to
play.

 Strategy is about effectiveness - making sure the

organization is doing the right things.

358
 Tactics are NOT the CEO’s job!

 By contrast, tactics are what happens

below the shoulders. It’s about
efficiency - doing things well. Its
focus is doing rather than thinking.

 Your people are paid to “do”. You are

paid to “think.”

359
 An accurate thinking strategist CEO
thinks of his or her organization as
existing within an ecosystem.

 Your organization is the internal

portion of the ecosystem. It co-exists
in an external ecosystem with other
players - like suppliers or customers,
for example.

360
 At one time, there were static
hierarchies and roles within the
ecosystem. For example, your office
equipment vendor was the supplier,
and you were the customer - your
roles in relation to each other did not
change.
361
 Remember, the CEO’s first duty is to
set strategic direction for the
organization. So an important task
under that duty is to define and
interpret that critical “meaningful
outside” that Peter Drucker describes.

362
Determine the “Business Backbone”

363
 The next critical CEO task is
determining vision, purpose and
strategic position - what Carlos calls
the “business backbone” of the
organization:
 What game to play, and where to play it?

 Which markets and clients should we select -

and which should we stay out of?

364
 Against which competitors?

 In which locations?

 With what product or service lines?

 And, vitally important in a fast-

moving world, in what timeframes?

365
 Just as it is important for the CEO to
determine where and when to play, it is
equally important to decide what the
organization will not do.
 Why? Because especially in fast-changing
times, there are never enough resources — so
focus will be key to succeed in leveraging the
key opportunities available for creating
business wealth in a turbulent world.

366
 So the second task under your
duty to ‘set strategic direction’ is
to clearly determine and establish
a strong business backbone!

367
 You Need Foresight in Turbulent Times!

 In turbulent times, you need the

foresight to recognize new competitors
coming your way. There could be new
direct competitors in your field, or there
could be indirect competition.

368
 And you need to know how to change
your paradigm and mental models,
before you can either change the rules
of game, or better yet create a new
game where your organization is the
leader.

369
 Traditional CEOs wrongly rely on their
gut instinct - or on costly traditional
market research.
 But both of those are backward-looking
indicators. It isn’t possible for them to
turn up indirect trends before they
happen.

370
 That is why CEOs with foresight have
developed new ways of spotting
oncoming trends - ways that are
more forward-looking than listening
to what you gut tells you - ways that
are more applicable in a new, fast-
moving world.

371
 Peter Drucker said it best:

"The greatest danger in times of

turbulence is not the turbulence itself.
It is acting with yesterday’s logic,
basing your actions only on past
experiences."

372
 Two scarcest resources:
1. Talented humans with proven capacity to
understand where the market is headed.

2. Financial capital that allows you to

invest in pursuing the opportunities
in your business.

373
 What is the best way to put our
most talented people to work for
us?

374
 To sum up, the CEO’s first duty is to set
strategic direction.
 That includes:
1. Defining and interpret the meaningful outside.
2. Determining “What business are we in? Should be
in? Should not be in? In what timeframes?”
3. Determining concentration of human and financial
resources.

375
“The person who figures out how to
harness the collective genius of his or
her organization is going to blow the
competition away.”

Walter Wriston
Citibank CEO (1967 – 1984)
376
“Only 20% of the knowledge available
to an organization is actually used.”

Source: Gottlieb Duttweiler

Foundation

377
 Intellectual capital in most
organizations is being wasted.
 Knowledge, wisdom and
understanding can be an invaluable
resource for competitive
advantage.
378
 Barriers to Greatness

1. You need a vision of what “greatness”

is for YOU
2. You need a PATH to take you there
3. You need COMMITMENT
4. You need a COURAGE and SELF-
CONFIDENCE
379
  CEO greatness
also leads to Peace of Mind

380
 Philosophy
 Strategy
 Revenue model
 Competitive advantage
 Goals

381
 Assessing changing market factors
 Marketing/selling approach
 Research on market
talking/commentary
 Alternative means
 Trends
 Technology
382
 On your industry  On new needs
 On your  On new
competitors applications
 On new markets  On R&D
 On new services  On alternative
markets

383
 Knowing where you’re headed and
why
 Maximizing before multiplying
 Quantifying, measuring, comparing
 Correlations/implications

384
 Knowing your current strengths
and weaknesses. Maximizing
former competition latter.
 Know where to gain/get strengths
you’re missing.

385
 1. Increase the number of clients

 2. Increase the average transaction value

 3. Increase the frequency of repurchase

 Get more residual value out of each client

386
 “The purpose of business is to
create and keep a customer.”

-Peter Drucker

387
388
389
390
391
1. Penetrate a new MARKETS every year.
2. Introduce new PRODUCTS/SERVICES
every year.
3. Purchasing your competitors’
BUSINESS or assets every year.
392
393
 Referral systems

 Acquiring clients at breakeven up front and

make a profit on the back end

 Guaranteeing purchases through risk reversal

 Host-beneficiary relationships
 Advertising

394
 Using direct mail
 Using telemarketing
 Running special events or information nights
 Acquiring qualified lists
 Develop a Unique Selling Proposition
 Increasing the perceived value of your
product/service through better client education
 Using public relations

395
 Delivering higher-than-expected levels of service
 Communicating frequently with your clients to
nurture them
 Increasing sales skills levels of your staff
 Improving your teams’ selling techniques to up-
sell and cross-sell
 Using point-of-sale promotions

396
 Packaging complementary products and services
together
 Increasing your pricing and hence your margins
 Changing the profile of your products or services
to be more “up market”
 Offering greater/larger units of purchase
 Developing a back end of products that you can
go back to your clients with

397
 Communicating personally with your clients (by
telephone, letter) to maintain a positive
relationship
 Endorsing other people’s products to your list
 Running special events such as “closed door
sales,” limited pre-release and so on
 Programming clients
 Price inducements for frequency

398
 Up-selling, Cross-Selling, Follow-up Selling
 Host/Beneficiary Relationships
 The process of identifying who else in the “cycle of
business life” has established strong relationships
and earned the trust of people in the same categories
as the ones you’re trying to target.
 Calculating Lifetime Value, Marginal Net Worth,
Allowable Cost

399
 What’s the Marginal Net Worth of a Client?
 Re-Investing / Parlaying
Your Current Levels of Success to Loftier
Heights
 Reinvestment Multiplier Table

400
401
 Revenue
• Most businesses continuously rely on one
marketing approach to grow and
sustain their business…
(The Diving Board Philosophy)
• What happens when that one approach
becomes less effective?

Your business stream diminishes and

you begin to lose market share.
402
 Revenue
All it takes is
Joint Ventures

ONE
BIG
IDEA
Which one will you pick for this?!
What would happen to the stability of your business as you
begin the process of formalizing your marketing profit centers?
403
 Revenue
Back End
Developing a

Joint Ventures
Referral Systems

 What would happen to your revenue level and profitability if

you combined a wide array of marketing approaches?
 (The Parthenon Philosophy)

404
405
406
The Top Three Reasons for
Stagnation, In My Experience,
Are The Following:

407
1. Not incorporating growth thinking into
everything a business owner does.
2. Not measuring, monitoring, comparing, or
quantifying results.
3. Not having the detailed, strategic
marketing plan with specific performance
growth expectations.

408
 1. Are You Stuck Losing Out to the

Competition?

 2. Are You Stuck Not Selling Enough?

 3. Are You Stuck with Erratic Business

Volume?

409
 4. Are You Stuck Failing to Strategize?

 5. Are You Stuck with Costs Eating Up

All Your Profits?

 6. Are You Stuck Still Doing What’s Not

Working?

410
 7. Are You Stuck Being Marginalized by
the Marketplace?
 8. Are You Stuck with Mediocre
Marketing?
 9. Are You Stuck Still Saying “I Can Do
It Myself”?

411
 You are stuck in Poor Leadership.
 You are stuck in a Poor Business Model.
 You are stuck with Poor Marketing.
 You are stuck with Too Small A Market.
 You are stuck with a Me Too Product.
 You are stuck with Poor Distribution.

412
413
 1. Don’t Keep Your Clients From Buying
 2. Use Test Marketing to Maximize Your
Sales Results (Science Not Art)
 3. Build and Profit From a “USP”
Preemptive, Preeminent-only, viable
solution
414
 4. Grow Leverage Through
Endorsements
 (The Power of Others)
 Tom Sawyer School of Business

 5. Reverse Risk to Put Your Sales in

Forward Drive

415
 6. Make Top “Quality” a Top Priority
(Know what it and “value” mean to
your client.)
 7. Link Your Business to Strong Partners
 8. Pay Only For Results

416
 9. Manage Your Assets Wisely –
Tangible and Intangible First –
Know what they are
 10. Borrowing Winning Strategies
- Funnel vs. Tunnel Vision

417
 11. Be Proactive to Outsell
- The Reactive Always think ahead
- The Championship Billiard Concept

 12. Use Non-Ad Ads

418
 13. Turn One-Time Clients Into Life-time
Buyers
- Annuitized, programmed buying

 14. Find and Use All Your Hidden Assets

Windfall Profits, Cash Flow Bonanzas

419
  15. Seven Ways to a Winning Sales
Pitch/Presentation
1. First, say something that gets the
prospect’s attention. (Self serving to
them)
2. Second, tell the reader/listener/viewer
why he or she should be interested in
what you have to say. (Benefit/reason
why）
420
3. Third, tell them why they should
believe that what you say is true.

4. Fourth, prove that it is true.

5. Fifth, list all the benefits of your

product or service.
421
6. Sixth, tell the reader/listener/
viewer how to order.
7. Seventh, ask them to order right
away.
 People buy benefits, advantages,
protection, enrichment. Features are
merely the pathway, bridge to get
them.
422
 16. Preemptive Advantage (Only viable
solution)
 17. Work With Other People’s Money,
OPE, OPI, OPR
 18. Get Twice as Much Done in Half the
Time (John Dudeck)
423
 19. Use Direct Mail/Sequential
Marketing – But Use It Right
PEQ/MMT Experience PEQ/MMT
 20. Develop Multiple Income Sources
 21. Know Your Niche

424
425
1. Continuously identifying and
discovering hidden assets and over-
looked opportunities in your business.
2. Mining cash windfalls each and every
month of your business.
3. Engineering success into every action
you take or decision you make.
426
4. Building your business on multiple profit
sources instead of depending on one
single revenue generating source.
5. Being different, special and advantageous
in the eyes of your clients.
6. Creating real value for your clients and
employees for maximum loyalty and
results.
427
7. Gaining the maximum personal leverage from every
action, investment, time or energy commitment you
ever make.
8. Networking, Masterminding, Brain-Storming with like
minded, success driven people who share real like
experiences and shortcuts with you.
9. Turning yourself into an idea generator and
recognized innovator within your industry, field or
market.

428
10. Making “growth-thinking” a natural part of your
everyday business philosophy.

11. Reversing the risk for both you and your clients in
everything you do (so the downside is almost zero,
and the upside potential nearly infinite).

12. Using small, safe tests to eliminate dangerous risks

and adopting funnel vision instead of tunnel vision
in your thinking.

429
430
 Mistake #1: Not Testing All Of Your Marketing Ideas
Corollary: Test all your marketing
 Mistake #2: Running Institutional Advertising
Corollary: Run only direct response advertising

 Mistake #3: Not Articulating And Differentiating

Your Business Preeminence/Preemptiveness
Corollary: Develop a USP and use it in all
your marketing
431
 Mistake #4: Not Having Back-End Product Or
Service.
Corollary: Create a profitable and systematic
back-end.
 Mistake #5: Not Understanding Your Clients,
Their Needs, And Desires.
Corollary: Always determine and address the
real needs of your clients and prospects.
432
 Mistake #6: You Must ‘Educate’ Your Way Out Of
Business Problems…You Can’t Just Cut The Price
Corollary: Always recognize that you must
educate your clients as a part of the marketing
and sales process
 Mistake #7: Not Making Doing Business With Your
Company Easy, Appealing And Fun
Corollary: Make doing business with your
business easy, appealing and fun.
433
 Mistake #8: Not Telling Your Clients The “Reason
Why”
◦ Corollary: Always tell your client the “reason why”

 Mistake #9: Terminating Marketing Campaigns That

Are Still Working
◦ Corollary: When you prepare your marketing, focus on the
intended prospect and no one else.

434
 Mistake #10: Not Specifically Targeting Your
Marketing
◦ Corollary: When you prepare your marketing, focus on
the intended prospect and no one else. Qualifying
Prospects

 Mistake #11: Not Capturing Prospect’s Mailing

Addresses, E-mail Addresses As Well As Pertinent
Contact Information
◦ Corollary: Capture everything on a prospect or client that
you can in an organized, retrievable system
435
 Mistake #12:Being Tactical Not Being Strategic
Corollary: Always having a strategy which
tactical actions and methods are integrated into
 Mistake #13: Not Having An Integrated Marketing
Or Sales System
Corollary: Having a marketing and sales
system in place and refine it continuously ---
using letter/call/letter/call or email/
letter/call strategies

436
 Mistake #14: Not Taking Advantage and Integrating
The Internet Into Every Aspect Of Your Marketing
And Sales Efforts
Corollary: Integrating the Internet into all your
marketing and sales activities
 Mistake #15:In Sales Situations, Shooting From the
Hip (Ready, Fire, Aim!)
 Mistake #16: Being Stuck Doing “What Works”
Corollary: Always be willing to change

437
 Mistake #17: Not Reinvesting Your Profits
Corollary: Always parlay your success and
momentum into greater achievement
 Mistake #18: Not Knowing And Leveraging
The Lifetime Value Of A Client
Corollary: Always understand the lifetime
value of your clients

438
 Mistake #19: Not Maximizing Your Assets,
Relationships, Opportunities, Resources, Etc.
Corollary: Always explore and maximize
your resources, assets and opportunities

 Mistake #20: Treating Marketing and Sales As

Operations “Silos”

439
440
1. Hidden Assets that Transcend
Revenue
2. Overlooked Opportunities, Products
or Services
3. Underperforming Activities
4. Undervalued Relationships

441
5. Underutilized Distribution Channels,
Strategic Expansions
6. Untapped Selling Systems
7. Little Known Marketing Approaches

442
443
1. People are silently begging to be led.
They are crying out to know more about
a business’ product or service.

2. Tell people what specific action to take.

3. Marketing is the ultimate financial

leverage.
444
4. Advertising is nothing more than
salesmanship.

5. People don't appreciate what a

business has done for them -- or will
do for them -- unless they are
educated to appreciate it.

445
6. Bonuses can make a profound
contribution to the overall sales
proposition.
7. Take on the purchasing risk for
the customer when making a
sales proposition.
446
447
1. Advertising/Direct Marketing/
Copywriting
2. Selling/Consultative Advisory
Communication
3. Lead Generating/Targeting Qualifying
4. Offering/Closing

448
5. Upsell
6. Resell
7. Cross-sell
8. Repurpose/Reclamation Monetizing
9. Referral

449
450
1. Maximize what you already do
2. Multiply the opportunities available to
you
3. Monetize unprofitable areas of your
business

451
4. Create new products/services
5. Profit from your competition
6. Reclaim past expenditures
7. Become strategic instead of
tactical

452
BONUS:
1. Penetrate new markets and create
NEW revenue sources
2. Acquire one new business or
asset

453
 Business-minded
goals/aspirations/possibilities
 Wealth/empire creation
 Strategy-minded
 Marketing-minded
 Talent-minded
454
 Infrastructure-minded
 Culture-minded
 Growth-plan minded
 Knowledge minded
 Effectiveness/productivity-minded
◦ (Dudeck)

455
 Access/market/source
 Advantage minded
◦ Credibility
◦ “preemptively”
◦ Access
◦ Value creation proposition
◦ Migration
456
Advantage minded continued…
◦ Irresistibility proposal
◦ Unbeatable offer
◦ Filling needs
◦ Relevance
◦ Counterprogramming
457
Advantage minded continued…
◦ Leveraging resources, assets, access
◦ Revenue process
◦ Migration sourcing
◦ Advanced/enhance
◦ Purpose redeployment

458
459
 Strategy is always a means to a
major goal that can be boiled
down to one simple objective:
◦ More significantly/continually
meeting/exceeding client needs.

460
 Strategy is a high level plan to achieve one
or more goals under conditions of
uncertainty.

 Strategy is important because the resources

available to achieve these goals are usually
limited.

461
 Strategy is also about attaining and
maintaining a position of advantage over
adversaries through the successive
exploitation of known or emergent
possibilities rather than committing to
any specific fixed plan designed at the
outset.

462
 52% of CEO’s/entrepreneurs don’t
feel that their current strategy will
lead to success – long term.

463
 A tactic is a conceptual action
implemented as one or more specific
tasks.
 Tactics are the actual means, specific
actions, used to reach the desired
state for the company.

464
 Your first goal, then is to define
“reality”, then crafting a vision and
superior competitive strategy to
make that vision your true/new
reality!

465
 As business grows,
entrepreneurs/CEOs/leaders need
to have a wider skill set and
foresight to succeed.

466
 Foresight will help you see what
changes are coming at you, in your
organization, in your market and in
the world.

467
 A special report on leadership
development. What should it entail?
 CEOs/leaders need to have a wider
skill set to succeed.

468
 You need to reinvent yourself
to meet the large scale and
scope of your industry
alternatives and market
education.

469
 This requires complex yet
malleable skills sets.
 Strategic planning is a top
leadership skill you must master.

470
 Strategic planning is an organization's process
of defining its strategy, or direction, and
making decisions on allocating its resources to
pursue this strategy. In order to determine the
direction of the organization, it is necessary to
understand its current position and the
possible avenues through which it can pursue a
particular course of action.

471
 Generally, strategic planning deals
with at least one of three key
questions:
 "What do we do?"
 "For whom do we do it?"
 "How do we excel?"

472
 You must develop a fresh mindset
and framework to evaluate and
lead your business.

473
 How?

 Critical thinking is a priority

skill to master.

474
 Critical thinking is reflective reasoning about
beliefs and actions.
 It is a way of deciding whether a claim is always
true, sometimes true, partly true, or false.
 Critical thinking can be traced in Western
thought to the Socratic method of Ancient
Greece.

475
 Critical thinking is an important component
of most professions. It is a part of formal
education and is increasingly significant as
students progress through university to
graduate education, although there is debate
among educators about its precise meaning
and scope.

476
 You must have an acute sense of how
complex layers of issues, activities,
events relate together and be able to
assimilate your business strategy
across all these factors.

477
 You need the ability to
understand how to best present a
clear and tactful message to
internal team and external stake
holders across all these factors.

478
 Don’t argue with others by actively avoiding
it and instead show respect for other
people’s opinions. Try to see things from
the other person’s point of view.
 Don’t criticize people and instead give them
honest appreciation.

479
 Be genuinely interested in people and
make others feel important by being a
good listener and most importantly,
smiling.
 Encourage people to talk about
themselves and talk in terms of other
people’s interest.
480
A person’s name is the most
important sound in any
language to them.

481
 Start in a friendly matter and ask questions in the
beginning to which the person will answer yes.

 Let people do a great deal of talking and make

them feel like an idea is his or hers while being
compassionate towards the other people’s ideas
and desires. Dramatize your ideas, throw down a
challenge, and appeal to the nobler motives.

482
 Always begin with praise and honest
appreciation, ask questions instead of
giving direct orders and give the other
person a fine reputation to live up to.

483
 Be "hearty in your approbation and
lavish in your praise."
 Make their fault seem easy to correct,
make them happy about doing what
you suggest, and let them save face.

484
 The ability to execute strategy
through communication is one of
the most important skills.

 Monitor your environment.

485
 There is need today – more than ever,
for fresh thinking and new ideas

 Must expand ways of thinking, tap

capabilities from around the globe and
collaborate to get things done instead.

486
 You need to focus on growth, which in turn
requires three distinct skills:
1. Innovation – understanding customers and
creating new ways of offering them value.
2. Globalization – working across diverse markets
and institutions to establish supply chains to
deliver that value effectively.

487
3. Change – responding flexibly to the
rapid evolution of markets and
competition.

-David Newkirk, CEO of Darden Executive Education,

University of Virginia Darden School of Business

488
 Here are a few ideas from the
Skillsoft Leadership Research
Report in Creative Age Assessment
to help make measurable change in
this turbulent economy and
competitive advantage.
Skillsoft Leadership in Creative Age
Assessment
489
 Act despite anxiety and chaos.
 Understand you have more
control than you think.

Skillsoft Leadership in Creative Age

Assessment
490
 Chip Conley, CEO of Joie, turning
negative stress into positive challenge:
◦ Think of a project, task or effort in which
you are involved.
◦ Write down all of the things over which
you have control.
◦ Now write down the things over which you
think you have little or no control.
Skillsoft Leadership in Creative Age
Assessment
491
 Understand where you spend your
time and why, and whether it’s
pragmatic.
 Take action.

Skillsoft Leadership in Creative Age

Assessment
492
  Recognize the #1 Motivational
Factor in the World:

Make meaningful progress in what

you do and what your team does.

Skillsoft Leadership in Creative Age

Assessment
493
 You always accomplish more
through movement than
through meditation.

–Gary Halbert

494
 Recognize the velocity of learning.

 Focus on doing something

different, developing new

behaviors while your actuating.

Skillsoft Leadership in Creative Age

Assessment
495
 Case study - 250% increase/five-
minute intervention fundraising
-college.

Skillsoft Leadership in Creative Age

Assessment
496
3 Most Important Things You
Do For Your Company
1. Relevancy
2. Competency
3. Passion

497
 Are you getting a good ROI on your
money, your effort and most
importantly your time?
 Use your time and everything else you
invest to produce the greatest
strategic long-term pay-off?

498
3 Most Precious Intangible Assets
◦ Time
◦ Opportunity Cost
◦ Effort

499
 Practice the concept of Highest
and Best Use.
 Which tasks within your business
qualifies as your highest and
best?

500
 Give each task different values based on:
◦ Their relevancy
 Is it pertinent to the future success of your
business?
◦ Your Competency
 Are you adequately qualified to complete the
task?
◦ Your True Passion for Doing Them
 Does it evoke a strong emotion – Do you enjoy
doing this?
501
 This exercise will put you in a
geometric power position that
brings the greatest yield.

502
 Delegate to others if:
1. It isn’t Relevant
2. You’re not competent in it
3. You’re not completely passionate about it

 This will free you up to focus your most

precious intangible assets on things that
matter the most.

503
 Do ONLY the things that you do best and
delegate everything else.
◦ Find the tasks that you are gifted at and that
you’re passionate about - do THOSE things.

 This will give you the best possible return

on your investment of time in your
business.

504
 Causes: Confusion, paralysis,
procrastination, and lack of focus.
 Growth happens in spurts – but there
comes a point where growth is no
longer possible.

505
• Our existing knowledge and skills
are simply inadequate to carry
ourselves beyond where we are now.
• This creates a web – a state of
paralysis that inhibits one from
growing beyond where we are now.

506
 The web is made up of 4 things:
1. Relationships

2. Habit Patterns

3. Support Structure

4. Knowledge

 This web is what prevents people from getting to

the next level. It creates a place of temporary or
permanent paralysis and confusion.
507
 1. Wisdom
2. Knowledge
 Both Wisdom and knowledge are
acquired through the growth
spurts.
508
3. Experience
◦ These habits formed of experience impede
our ability to perform, much less generate
the kind of results that we want.
 It affects the way we look at problems and
solutions.
 Doing things the same way becomes counter

productive.
509
 All growth stages come from setting goals.
 Constantly set and review goals.
 Be sure the goals are more challenging so they
force you to pursue a new set of relationships.
 This leads to greater opportunity, better habits,
improved support systems and expanded
knowledge.

510
 Assess the areas you are:
◦ Gifted
◦ Excellent
◦ Average
◦ Incompetent

511
 To achieve optimum performance,
one needs to focus on their
strengths and not abandon their
weaknesses, but manage them.

512
 Roadmap for Success
 Builds consensus around strategies, time
frames, priorities, goals, measurements,
assignment, and accountability.
 Provides a method of implementing and
following up on critical operational and
strategic priorities.

513
 Roadmap for Success
 Simplifies and de-mystifies the
complexities and constraints of the
existing business model.
 Produces practical, “implementable”
solutions that are customized for the
industry, culture, and competitive
circumstances.

514
Executive & Organizational: Effectiveness

 Defines executive roles, responsibilities,

and day-to-day priorities. Improves ability

to manage effectively in the long and short

term.

 Solidifies the right values as displayed by

key executives and the organization.

515
 Executive & Organizational: Effectiveness
 Increases shared sense of urgency and

improves commitment to teamwork.

 Fosters executives who think strategically,

execute purposefully, avoid reactive

behaviors, manage with clarity, minimize

second-guessing, and praise confidently .

516
  Functional Excellence and Employee: Productivity
 Assists in finding, attracting, and retaining the right

people.

 Shifts operating culture from a defensive to an

offensive mindset.

 Minimizes distractions, wasted time, and resources

by enhancing the individual and collective focus of

the executive team and ultimately, the organization.

517
 Functional Excellence and Employee: Productivity
 Creates a tight framework and system for

accelerating growth and measuring progress for

CEO and executive team use.

 Enhances the revenue stream and profit margins by

increasing quality and quantity of productive

output.

518
 Revenues, Profitability, and Growth
 Improves through focused energy on key
objectives.
 Allows the organization to capture and act on the
best ideas ... low hanging fruit.
 Identifies gaps or deficiencies in the service
delivery process, organizational structure,
business model, and strategies.

519
520
 An accurate thinking CEO/leader
realizes that the value of your
business, product or service
offering is determined almost
totally by the marketplace.

521
 Before you can solve a problem, you
need to understand the problem
and the market at the seminal,
granular level. You need to first
learn what the market thinks value
is.
522
 By studying everyone else in the same field
who is more successful than you especially
in terms of their approaches, their
marketing, and their communications, you
can gain valuable insight on what value is
to the clients and how other competitors go
about satisfying their needs.
523
 You look at everything you can find out there
about everyone else in the same field
whether it is positive or negative. Positive
because you want to learn exactly what
people find satisfaction in. Negative because
you want to learn where the gap is in terms
of the market values and what is being
provided.

524
 Dive deep into your market to
gain valuable information to help
you understand the mindset of
the heartfelt consumer, the buyer,
and perspective buyer.

525
 You need to be able to really care;
get connected, get compassionate,
get empathic, get excited, and get
passionate about your
marketplace.

526
 Most people don’t know how
exhilarating it is when you allow your
mind to do what it was designed to
do: Think deeply and expansively to
discover and understand instead of
being out of control.

527
 Two ways to go about getting your
marketplace wanting what you feel they
need:
1. Brutally/mercifully challenging their
precepts.
2. OR by affirming their precepts long
enough to have them trust you and then
moving them to a different direction.
528
 “Most entrepreneurs fall in love with
the wrong thing.” You can’t fake caring
and connecting with your market.
 Understand the things your market
finds value in, harness it, and express
your understanding authentically from
within.
529
 Help people become better
Critical Thinkers.

530
 A proprietor adds nothing meaningful
to the market but an entrepreneur
creates their enterprise to add more
value, be more engaging, and
stimulate either the senses or the
experience of others.

531
 No matter what type of business
you’re in, you want to have valuable
content that impacts your
marketplace.

 You either take value or you’re

adding value.
532
 You’re in business for one reason and
one reason only: Add more value to the
market than your competitors.
 You can lead a new revolution in
whatever area of business you’re in as
long as you understand what value is to
your market.

533
 Concentrate on finding an original
approach to satisfying the unmet
needs of the buyers.
Value starts with
acknowledgement.

534
 Put into words for people the various
hopes, dreams, goals, fears, and
desires they have.
 Then show them why they want them
and how their lives can be
transformed by gaining them.

535
"A concept or approach as common
as dirt in one industry can have the
impact of an atom bomb in yours,
if…

536
 …you’re the first and only
company in your industry using
it."

537
 Amazon.com is one of the greatest
resources that you can use to learn
about your market.
 You can go to any category that
your business falls under and find
books on them.
538
 Since people who write reviews on
books are driven by their own
passion, you can use those reviews,
either positive or negative, to
understand exactly what your target
market thinks value is.

539
540
541
54
2
543
544
545
546
547
54
8
549
550
551
 Client focused
 Amazon.com

 School research
 Social commentary

552
 What’s the pain or pleasure in
your product, service, or company
proposition?

553
 Fascination: Derived from the
word “fascinare”
◦ Means to bewitch or hold captive so
people are powerless to resist.
◦ Fascination is an intense emotional
focus.
554
Use the following 7 triggers to persuade and
captivate the attention of your audience:

1. Power- If you effectively trigger power, you

will control others.

2. Lust – If you trigger lust, you will draw

others closer.

3. Mystique – Triggering this encourages

others to learn more about your message.

Sally Hogshead
555
4. Alarm – With Alarm you compel others to
behave more urgently.

5. Prestige – This will elevate you above others.

6. Vice – This will tempt others to deviate from

their usual code of conduct.

7. Trust – This will comfort others, relax them

and bind them more closely to you.

Sally Hogshead

556
 Select the triggers depending on
your audience and your intended
result.

Sally Hogshead

557
 Marketing

 Strategy

 Innovation

 Management

558
 Learning To Become Unbeatable
 Make Irresistible Propositions And
Offers
 Out Advantage/Benefit Competition
 Irresistible vs. Resistible
 Unbeatable vs. Beatable

559
560
 What do you know about your
buyer?
 What do you know about your
competitor’s buyers?

561
 What do you know about
competitors – local, national,
international?
 What do you know about the market?

562
 What do you know about
alternatives?
 Why would someone have inertia
equivocation or product
procrastination?
563
 What does your market want
more than anything else?

 How does your market define

value?

564
565
Do you increase and multiply the passion,
the performance, the communication,
the collaboration and developmental
skills of your team
OR do you tear them down?
R.H.

566
 A “Multiplier” can start with a staff or
team of just average people and yet,
with the right mind set, and the right
strategy, they could do something
truly extraordinary with the business.
R.H.

567
 A “Diminisher” – not a Multiplier- can
start with great people – all of them
passionate and committed and end up
with really- almost NOTHING.

R.H.

568
 Your goal is to have your team
members be raving fans, but
raving fans of 3 different groups:

R.H.

569
1. Respected client whose life they’re going
to transform.
2. Of one another so they will collaborate
and synergistically cooperate.
3. Of you, so that they will follow your lead
because they know you’ll have their best
interest always at heart.
R.H.

570
1. Do you regularly look outside your business, to

other businesses and other reference examples

for new ideas, fresh approaches, innovative ways

to motivate, to maximize and to really grow and

develop yourself, your people and your

relationship with your clients/marketplace?

571
2. How/where/what do you do
with those observations/
insights?

572
3. Are you recognizing and
understanding completely the
exciting new possibilities to
develop and grow and support the
ability and the effectiveness of
each one of your team members
(as well as yourself)?
573
4. Are you open minded and humble enough to

take breakthrough ideas and concepts from

other people/businesses/team members, from

other coordinators, from other outside areas

and utilize them to your maximum advantage

to let your business grow and prosper?

574
5. Do you make everyone around you feel
smarter or appreciated or more
capable… by that I mean have you
giving up to be the smartest man or
woman (and realize that your greatest
ability is to make others feel
competent, respected and capable)?

575
6. Are you able to take a group of talented,

passionate people and make them capable

to work collaboratively in a way that allows

them to accomplish extraordinary things

(for the market) together that could’ve

never before reached individually?

576
7. Do the people working with/for you
say you’re the best boss, best leader,
teacher helping them grow and
develop and that together they feel
like they’re accomplishing something
meaningful?

577
8. Have you demonstrated through your
leadership, through your preeminent
advisory conduct that you really DO have
the capacity to take your people, to take
your business, to take your market place,
to take your value proposition and grow
and multiply all their success?

578
 If the answer to any of those questions is
“No,” then all you have to do is sit down
and figure out who you need to be and
what you need to do differently to be a
Multiplier, and NOT a Diminisher.

579
 A Multiplier can grow your business
by leaps and bounds.
 Distinguish yourself as the most
powerful creator of value, of
greatness, of contribution for all the
people you ever work with/for.

580
 1. Iconoclasts Who Live Life on Their Own

Terms

 2. Entrepreneurs with Passion, Patience, and

Hustle

 3. Outrageous Growth Ambition

R.H.

581
 4. Disruptors who are Absolutely

Intolerant of the Status Quo

 5. Creative Synthesizers (Connecting

the Dots)

R.H.

582
 6. Observers

 7. Networkers

 8. Questioners

 9. Monsters of Execution

 10. Be a Multiplier vs. Diminisher with

Employees
R.H.

583
1. Entrepreneurial attitude of learning, the
willingness to be coached.
2. Target a high growth market where customers are
frustrated with all generic competitors.
3. Come up with a breakthrough value proposition
that disrupts the market and transforms
customers’ lives.
R.H.

584
4. Employ customer collaboration and
rapid prototyping of products and
services to create a problem solution fit.
5. Design best class processes that deliver
on your value proposition at a profit.

R.H.

585
6. Rapid prototyping to create a great problem
solution fit.
7. Build teams that ship faster that the
competition.
8. Make your marketing revolutionary and
subversive. Break into new markets with a big
brother partnership.
R.H.

586
9. Everyone in the organization is in
sales.
10. Reinvest in growth by being cash flow
positive.

R.H.

587
1. How to Multiply current income.
2. Guarantee far greater future income.
3. Ethically exploit windfall income
opportunities internally and externally.
4. How to achieve monster-size psychic
emotional wealth .
5. Position your business for future sale at the
maximum value and worth possible.
588
 1. Current Income – Constantly
increasing current income and profits
is the first determinant of business
wealth creation.

589
 2. Future Income: If your business
doesn’t have highly predictable,
strategic, long term revenue-generating
programming in place, that assures
continuous flow of profits and sales well
into the upcoming years --- you DON’T
have a business at all.
590
 3. Windfall Income – There is no
business out there I know that
cannot uncover a five to seven
figure profit windfall within six
months.
591
 4. Psychic/Emotional Wealth – Unless you
have the certainty, confidence, peace of
mind, vision, low stress, control, power,
persistence, perceptiveness, high ethical
standards and unstoppable drive, you can’t
possibly pilot the strata of unstoppable
business growth and income you’re after.

592
 5. Asset Wealth – Few business owners
ever build a business they can sell for a
lot more money than they take out of it
in a year. Yet a business’ asset value
should be one of the major wealth
creations you achieve from your
business efforts.
593
594
 The process of solving a problem:

◦ First open your mind, then focus on your

problem or opportunity.
◦ If you can’t find an answer, simply step
away from the problem. You will, sooner
or later, have a revelation and come up
with the solution.

595
◦ You will need to re-examine it before
you implement it.
◦ Finally, take time to appreciate what
you have done and get ready to
repeat the process for another
problem or opportunity

596
 People, no matter the age or
gender, are innately creative and
they need to find the creative
genius within them to gain some
direction and tap into it.

597
 “If there is any one secret of
success, it lies in the ability to get
to other person's point of view
and see things from that person's
angle as well as from your own.”
-Henry Ford

598
 Creative people think they are
creative, and uncreative people
don’t.
 When you start using your
creativity, you will realize there
are no limits.

599
 Have the right attitude and altitude by
getting above your problem and
viewing it from different angles.
 Acknowledge you have an infinite level
of creative intelligence, and be actively
curious and interested.

600
 The key behind developing a creative
process is to get rid of “the herd
mentality,” which simply means you
avoid human inclinations to focus on
the obvious solutions or
opportunities.

601
 Start thinking divergently, because
the greatest ideas are essentially
simple.
 Creative solutions example: The
famous shampoo line, “Rinse and
Repeat.”

602
 Look at problems through different
point of views to find the most
creative and effective solutions.

603
 Use “funnel vision”: take all the
different perspectives and
approaches of others (360 degree
CAT Scan) and use them all to
create a new approach.

604
 Everything you accomplish in life
is the byproduct of solving a
problem or closing in on an
opportunity.

605
 Every disappointment, lack of
enrichment, and lack of happiness
in your life can be traced down
merely to a problem you are not
solving or an opportunity that you
are avoiding.

606
 A ‘genius’ can be applied to anyone
since it can be defined as “somebody
who influences somebody for good
or bad, who has a strong learning or
inclination.”

607
 The key to accessing your
creative genius is seeing life in
a different perspective and in a
different way that is organized
to you.

608
 Create variations in your daily
schedule and interactions with
people (even the way you greet them)
to see life through different point of
views and examine the difference in
how people respond to you.

609
 “If there is any one secret of success,
it lies in the ability to get the other
person’s point of view and see things
from this angle as well as from your
own.”

 -Henry Ford
610
 Don’t start out by looking for the
solution, look instead for the problem
through questions, examinations,
observations, and evaluations from
different vantage points—out of the
norm for you.

611
 Humor is absolutely the bedrock of
creativity and it is the fastest, best,
and easiest spigot to turn on your
creativity.
 Rediscover and unleash the
creativity that you were born with.
612
 Humor helps people realign
themselves, take out the
seriousness from life, and most
importantly, stimulates their
creative side along with others
around them.
613
 Your goals in life can be broken
down into a few things:
◦ You want to be interested in others.
◦ You want to be respectful of others.
◦ You want to be incredibly hopeful for
others.

614
 Start being mindful, noticing your
environment, and start verbalizing
what you feel — broaden your
mind and ultimately grow your
creative genius.

615
 Open up and look outside your
current self with both comfort and
certainty that you will find answers,
passion, purpose, and possibilities
that you have never even thought of
before.

616
 If you let your creative genius
flow, and connect, and really
make it continuously be a part of
your being, you will discover
greater passion in everything.

617
 Your creative genius is the fastest,
easiest, most powerful path for you
to solve or resolve almost every
problem or opportunity in your
business or personal/relationship
life.

618
 Do something you don’t ordinarily
do in a way you don’t ordinarily
do it in your personal life.

619
 Try changing the way you act around
the important people in your life such
as your significant other.
 Kids think differently than adults.
◦ Carefree, optimistic attitude and lack of
self-consciousness.

620
 The key to all areas of your life is the
process. It’s enjoying everything
you’re going through including the
interactions, the time, and the
experience and enjoying it all to the
nth degree possible.

621
 The greatest secret to find your
creative genius is simply allowing
yourself to reconnect with your
child-like curiosity, openness, and
sense of possibility.

622
 Comfort yourself with the realization
that having to adjust, test, refine, and
revise are all the most integral part of
all processes because it’s expanding
and growing—the very basis of what
humans are meant to do.

623
 All of life is a glorious game that
shouldn’t be taken as seriously as it
is.
 Let your creativity “have fun” instead
of worrying and overwhelming
yourself with negative energy.

624
 It’s not a black and white world.
 Pick the easiest, safest, most
comfortable and appropriate way
to start stepping out of your norm
to examine life through different
perspectives.
625
 Taking time away from a project
or assignment you have is vital for
your improvement since it allows
your creative genius to reflect on
what you’ve done and expand on
it to make it even better.

626
 Harnessing and turning on your
creative genius can give you
confidence, empowerment,
protection, and inspiration
needed to chase after your
passions.
627
628
1. Gather raw material. Don’t look
to heaven for inspiration. Work
systematically. Get specific
information on the subject, then
the general information.

629
2. Gestating, masticating… it’s
done in your head.

630
3. Forget about it for a while. Put
the challenge out of your mind.
Turn it over to subconscious
mind.

631
4. Out of nowhere the idea will
appear, usually when you are
least thinking about it. Write it
down – make it your prisoner
forever.

632
5. Finalizing, cold gray sobriety of
morning, submit it for review.
Good ideas will expand.

633
1. Advertising/Direct Marketing/
Copywriting
2. Selling/Consultative Advisory
Communication
3. Lead Generating/Targeting Qualifying
4. Offering/Closing

634
5. Up-sell
6. Re-sell
7. Cross-sell
8. Repurpose/Reclamation Monetizing
9. Referral

635
 “You Attitude”
 Persuasion/Influence
 Benefit/Advantage Focused
 Storytelling
 Future Pacing
 Strategic/Critical Thinking

636
 Convergent thinking is the most used way
of thinking by an executive. They are good
at bringing material from a variety of
"known" sources to bear on the problem, in
such a ways as to produce the correct
answer. That is the case for operational
tactician executives. AKA Tunnel Vision.

637
 Any executive (right now) needs new skills,
the ability to generate many or more
complex or complicated ideas from
anything. That requires "divergent thinking,"
that is thinking with the "whole brain" (Left
and right brain).

638
 Divergent thinking is a thought
process or method used to
generate creative ideas by
exploring many possible
solutions.

639
 Divergent thinking, and unexpected
connections are drawn in a short
amount of time. After the process of
divergent thinking has been
completed, ideas and information are
organized and structured.

640
 Fluency: The ability to generate a number of
ideas so that there is an increase of
possible solutions.
 Flexibility: The ability to produce different
categories or perceptions whereby there are
a variety of different ideas about the same
problem.

641
 Elaboration: The ability to add,
embellish, or build off of an idea or
product.

 Originality: The ability to add to create

fresh, unique, unusual, totally new, or
extremely different ideas.

642
 Complexity: The ability to conceptualize
difficult, intricate, layered or multifaceted
ideas or products.

 Risk-taking: The willingness to be

courageous adventuresome, daring, trying
new things or taking risks in order to stand
apart.
643
 Imagination: The ability to dream up,
invent, or to see, to think, to conceptualize
new ideas.

 Curiosity: The trait of exhibiting probing

behaviors, asking and posing questions,
searching, being able to look deeper into
ideas, and the wanting to know more about
something.
644
645
 Critical Thinking: The mental process of
actively and skillfully conceptualizing,
applying, analyzing, synthesizing, and
evaluating information to reach an
answer or conclusion.

646
 Summarize research of industry,
technology, general business, psychology
market (summarize role of interns).
 Get on competitors and alternative
competitors e-mailing list/blog/visit their
website.

647
 Study social media
 Is there an industry, organization,
association you can access?

648
  We want you to learn to
put negative emotions aside, leverage
knowledge, become someone who
can enthusiastically reach resourceful
unusual/nonlinear solutions based on
foresight, insight and
critical divergent thinking.

649
 Keeping your eye on the ball:
KPI
Metrics
Quantification
Correlations
Implications
Slice/dice
Segmentations
Reference back to 3 ways
Advanced 3 ways,
Power Parthenon.
650
**

651
  Playing to win – playing to
strategize better, market better,
perform on all fronts better,
compete better, serve/contribute
better.

652
 Inherently entrepreneurs want to
take a step, but don’t know how
to get there.

653
 You want to play a bigger game in
a bigger stadium.

654
 ◦ Profits
◦ Importance
◦ Impact
◦ Wealth
◦ Fulfillment
◦ Income

655
 Greatness in someone produces a
drive to find higher desire
business culture and purpose.

656
 Want to take bigger steps but
don’t know how?

657
 When you play to win – you do
everything differently.
(discussion exercise)

658
 Outsell, out-think, out-market,
out-strategize

659
 You invest/commit and are a
monster of disruptive/non-
traditional thinking.

660
  Have greater
passion/purpose/possibility in
your strategic vision, execution,
implementation to produce
greater results.

661
  Danger in playing to lose –
ignoring powerful forces of long-
term/turbulent change.

662
663
Empathy
I feel the way you feel. Understand what
my problem is.
Difference between giving information
and giving advice. Telling people here’s
what you should be doing about it and
here’s how – specific.
664
 Help provide people with focus.
Focus is clarity.
Clarity gives power.
Power gives understanding.
Understanding gives certainty.
Certainty gives trust.
665
Alternative
Leadership. People don’t trust the
system.
You’re not being told the whole truth.
Here’s the truth as I see it.
Most people don’t know what focus is
until they’ve made it.
666
 It’s only a matter of time before
the people you want to do
business with do, so don’t wait
for the money to change hands
to start adding value.

667
Client: a person who engages the
professional advice or services of
another
VS.

Customer: one that purchases a

commodity or service

668
Client vs. customer – they are under
your care, direction, well being,
guidance.

Who are we communicating to? What

problems, opportunities are we going to
help them deal with?
669
How would we have the most positive impact

immediately, today? (Story: Gold client)

The message doesn’t have any value unless it

makes an impact and gets them to take action.

Prospects have to recognize your advice as a

solution to a huge problem they feel

emotionally as well as rationally.

670
 Most people fall in love with
product
instead of the
prospect.

671
It can be either a result to a good or

better feeling about what they are

already doing, or, preferably, both.

I want to feel good about myself and

the way I have conducted myself.

672
I want to feel good about my

decision and actions.

Look at purpose.

673
 If I were on the receiving end of my
sales communication/presentation,
why would I want this? Why would I
want to take advantage? What’s in it
for them/me?

674
 My proposition/presentation has
to answer a question that’s already
on the client’s mind. But may never
have been verbalized by them.

675
 When you conceive of your
business as interacting and
enhancing people’s lives,
everything changes, results
improve.

676
 Most people think, “What do I
have to say to get people to buy?”
 They should say, “What do I have
to give? What benefit do I have to
render?”

677
Worst thing to do is feel out of
control, confused, unstructured.
Agent of change/creator of
value/value contributors.
People don’t want to be average.

678
 People need solutions not
strategy. They need someone to
advocate and address their well
being.

679
People always pursue their well-being
in a logical rational way. Isn’t there a
better way?

You want to have ideas that make

sense and leave people better off than
they started.
680
 Most people focus on tangible
results. Most of the greatest
rewards aren’t tangible.

 “Show me” is so much more

powerful than “tell me.”
681
Instead of making conclusive
statements, give me ammunition that
allows ME to come to a conclusion.

You never want to draw the

conclusion – you want them to take
an action that makes a commitment.
682
If they don’t take the action
themselves, there’s no power into it.

People worry about whether THEY

stand out, whether THEY’RE unique,
or whether other people will care.

683
 The concept is too difficult for most
people to buy into – instead give them
an example of how things work.
 Let me show you what we do and how
our system works so you can sign on.

684
Help me with ANY next
business/influential decision.
People are searching for ways to make
the next decision better – solve their
problem today.
Here someone comes aboard for the
hope.
685
It has been subject matter focused.
Must be individual focused.

We can make people feel

comfortable with a lot of things they
used to be intimidated by.

686
 Information VS. meaningful advice

 Helping each person gain greater

focus and clarity is your daily
responsibility, obligation and
privilege.
 A foundation they can trust to commit
to your instructions and intention.

687
 “Connectivity”: connecting the dots for
them on how something needs to be
done differently and how it looks in
the eye of the client.
 It’s all about helping them be better.
 Put into words the feelings, desires,
hopes and non-desires of people for
them to trust you.

688
 I believe that every business that
deserves a better life / future should
have it.

 You’re on a mission or crusade every

time they go into the market.

689
 The “YOU attitude”: it’s about what
YOU want, not us.

 Preeminence is always based on

hopefulness: through my help,
support and guidance you and your
business will grow and prosper.

690
 Moral obligation, responsibility and
privilege to help grow and develop the
ability, life, performance and impact
of every business person under your
care.

 Squeeze VS. Grow

691
 Every communication has to have
the most positive impact and
move people to take greater but
more effective and productive
action.

692
 Your attitude to convey: “Each time I
interact with my clients, my
responsibility is to make them better,
more effective, more confident, more
impactful because I was in their lives
today”.
693
 Fall in love with the clients he/she
NOT manages, but grows and
develops.
 Example: The farmer growing and
developing the seed.

694
 On any communication/
interaction, think about the
receiver, not the speaker.

695
  Wrong question:
What do I have to say to make
business people to make more?

696
  Right question:
What guidance, clarity, direction,
better understanding do I have to
give them to get to use their
abilities more effectively?

697
 Make your clients know THEY matter
to you, they are relevant and you are
committed to them.

 Use metaphors, similarities, examples,

analogies, and real life experiences
that people can easily understand.
698
 You have to see yourself as a
transformer of people’s actions
and results, and as an agent of
constant change.

 VALUE CREATOR

699
 Example: The shadows’
responsibilities to the recruit:
Clinically help the recruit understand
all the dynamics that are going on the
transaction (phone, appointment).

700
 Help the recruit understand the
bases, psychology, purpose and
dynamic that went on the
transaction. (See Greatness)

701
 2 kinds of objections:
1. General objections that occur at every
sale situation.
2. Unique objections that apply to the
situation.

 Look below the surface at all the factors

that are impacting the result.

702
 Be their “sounding board” and they
must trust us enough to open up to us
not defensively, but constructively.

 Every human being needs guidance to

improve and progress.

703
 Guide them to navigate on what’s
going on: factors, elements and
issues, that it’s either making them
non-productive self-destructive,
paralyze, ineffective, inefficient.

704
 Help them set goals and reverse
engineer the actions, steps and
the accomplishments- both
tangible and intangible.

705
  Factors,forces, actions,
inactions

 Peopleare silently begging to

be led – but only by someone
they trust who has “their” best
interest.

706
 Ask the right questions,
listen to the answers,
and see between the lines.

707
 “You need to hear before being
heard. The biggest underutilized
skill is listening.”

 Critical reflective thinking- be

connected to the person in the
moment.

708
 Default by modeling the most successful
people categorically.
◦ Explain example - Deming

 Weakest part of most business people is

understanding the changes, behaviors in
communication, attitude, in purpose that they
have to embrace to create the outcome that
they want.
709
“ Let’s work together to make that
happen”.

710
 The most instantaneous way to
transform performance is by changing
the strategies they’re following. It’ll
change the results you’ll get, it’ll
change the person you become, it’ll
change the successes.

711

Fly on their own, but constantly,
not just support them, but
challenge them to higher
achievement.

 Change Ideology

712
 Provide strong and consistent
transactional follow.
 Understand in each category that you are
going to analyze, what they do, how they
do it, what they see in their mind, what
happens when they are really in the
situation, out why they think that way.

713
 “ Overcoming the hurdle race”

 Ask yourself: how many lives am I

going to transform today?

 You can’t help anyone to be better,

unless they openly share with you the
good and bad.

714
  Einstein,

“Nothing happens until something

moves.”

 “You grow, or you die”.

(Expound)
715
 If what you have been doing hasn’t
produced the result that you want, need
or expect, doing it 10 isn’t going to
make a big difference.

 Critical VS. Linear thinking.

◦ Correlations, implications, aberrations

716
 Most people in life struggle with
the wrong fear:

 Am I really worthy of this goal?

VS.
Is the goal worthy of me?

717
 Don’t assume they understand why:
Tell them why, the phases, the
differences, how it must look when
you are at the receiving end, let them
appreciate why you want them to do
something different.

718
719
 Consumers flock to brands that embody
the ideals they admire, brands that help
them express who they want be.
 The most successful of these brands
become iconic brands that resonate
powerfully with consumers.

720
 A deeper cultural perspective on
traditional marketing themes is needed
to effectively create a cultural brand.

 A brand with such powerful visual cues

has an intrinsic advantage over others.

721
 Companies such as Starbucks
represent more to their customers
through their iconic brand than
just the items they sell.

722
 Brand repositioning is all about changing
the status of your brand by modifying its
appeal to customers.
 Brand repositioning, or rebranding, is a
process typically undertaken by
organizations whose role in the marketplace
has evolved over time.
723
 The purpose is to change perceptions – both
internally and externally:
1. Internally, processes are improved and
employees are united under a consistent
message, or brand promise.
2. Externally, the brand’s delivery of its new brand
promise customers with a stronger sense of who
the brand is and what it stands for.

724
 Reebok was once known as an
athletic shoe brand targeted at
young women and aerobics.
Today, it is successfully re-
targeted at the inner city hip-hop
generation.
725
726
  Stephen: Absolutely. The data is
overwhelming. There was a recent
study done of over 12,000 managers,
where they contrasted high-trust
organizations versus low-trust
organizations, and the core finding was
this:
727
 The high trust organizations outperformed
the low-trust organizations by 286% --
that’s nearly three times higher -- in total
return to shareholders. That was in
shareholder value, the thing that you’re
driving for.

728
729
  1. Talk Straight
◦ Be honest.
◦ Tell the truth.
◦ Let people know where you stand.
◦ Use simple language.
◦ Call things what they are.
◦ Demonstrate integrity.
◦ Don’t manipulate people nor distort
facts.
◦ Don’t spin the truth.
◦ Don’t leave false impression.
730
  2. Demonstrate Respect
◦ Genuinely care for others.
◦ Show you care.
◦ Respect the dignity of every person and every
role.
◦ Treat everyone with respect, especially those
who can’t do anything for you.
◦ Show kindness in the little things.
◦ Don’t fake caring.
◦ Don’t attempt to be “efficient” with people.

731
  3. Create Transparency
◦ Tell the truth in a way people can verify.
◦ Get real and genuine.
◦ Be open and authentic.
◦ Operate on the premise of, “What you see
is what you get.”
◦ Don’t have hidden agendas.
◦ Don’t hide information.

732
  4. Right Wrongs
◦ Make things right when you’re wrong.
◦ Apologize quickly.
◦ Make restitution where possible.
◦ Practice “service recoveries.”
◦ Demonstrate personal humility.
◦ Don’t cover things up.
◦ Don’t let personal pride get in the way of
doing the right thing.

733
  5. Show Loyalty
◦ Give credit to others.
◦ Speak about people as if they were present.
◦ Represent others who aren’t there to speak
for themselves.
◦ Don’t badmouth others behind their backs.
◦ Don’t disclose others’ private information.

734
  6. Deliver Results
◦ Establish a track record of results.
◦ Get the right things done.
◦ Make things happen.
◦ Accomplish what you’re hired to do.
◦ Be on time and within budget.
◦ Don’t overpromise and under deliver.
◦ Don’t make excuses for not delivering.

735
  7. Get Better
◦ Continuously improve.
◦ Increase your capabilities.
◦ Be a constant learner.
◦ Develop feedback system—both formal and
informal.
◦ Act upon the feedback you receive.
◦ Thank people for feedback.
◦ Don’t consider yourself above feedback.
◦ Don’t assume your knowledge and skills will be
sufficient for tomorrow’s challenges.

736
  8. Confront Reality
◦ Take issues head on, even the “undiscussables.”
◦ Address the tough stuff directly.
◦ Acknowledge the unsaid.
◦ Lead out courageously in conversation.
◦ Remove the “swords from their hands.”
◦ Don’t skirt the real issues.
◦ Don’t bury your head in the sand.

737
  9. Clarify Expectations
◦ Disclose and reveal expectations.
◦ Discuss them.
◦ Validate them.
◦ Renegotiate them if needed and possible.
◦ Don’t violate expectations.
◦ Don’t assume that expectations are clear or
shared.
738
  10. Practice Accountability
◦ Hold yourself accountable.
◦ Hold others accountable.
◦ Take responsibility for results.
◦ Be clear on how you’ll communicate how you’re
doing—and how others are doing.
◦ Don’t avoid or shirk responsibility.
◦ Don’t blame others or point fingers when things go
wrong.

739
  11. Listen First
◦ Listen before you speak.
◦ Understand.
◦ Diagnose.
◦ Listen with your ears… and your eyes and heart.
◦ Find out what the most important behaviors are
to the people you’re working with.
◦ Don’t assume you know what matters most to
others.
◦ Don’t presume you have all the answers—or all the
questions.

740
  12. Keep Commitments
◦ Say what you’re going to do.
◦ Then do what you say you’re going to do.
◦ Make commitments carefully and keep
them at all costs.
◦ Make keeping commitments the symbol of
your honor.
◦ Don’t break confidences.
◦ Don’t attempt to “PR” your way out of a
commitment you’ve broken.

741
  13. Extend Trust
◦ Demonstrate a propensity to trust.
◦ Extend trust abundantly to those who have
earned your trust.
◦ Extend trust conditionally to those who are
earning your trust.
◦ Learn how to appropriately extend trust to others
based on the situation, risk, and character/
competence of the people involved.
◦ But have a propensity to trust.
◦ Don’t withhold trust because there is risk
involved.

742
 Strives to tell everyone everything
they can.
 Wants a culture with open
dialogue and straight answers.

743
 Is direct with employees even when
they don’t like the answer.
 Has a goal which is not to please
everyone, but instead for them to
trust that what they tell them is the
truth.

744
745
1. Gain Your Market’s Trust

 Clearly articulate your market’s hopes,

fears, and problems. Feel its pain.
Identify gaps in service or quality. State
the problem better than anyone.

746
2. Establish Your Maven Persona
(See “24 Common Maven Characteristics”)
 Memorable personality traits that
make the maven more human and
familiar in the eyes (and more
importantly the minds) of the
marketplace.
747
3. Vision for the Marketplace

 Why the company exists? What is the

ultimate goal of the maven? What’s the
dream/cause that others want to be a
part of? Shape your vision, hopes,
dreams. Example: Kinder Reese

748
4. The Creation Myth

 The STORY about the beginnings of

the maven and their brand (“drive”
motivation) – where did it start?
Why?

749
5. Predictable Behaviors

 Unique things you do or say that your

market expects. In other words, they are
predictable – and just like you can
predict how a loved one or close friend
is going to behave, you want the market
to feel they can predict your behavior.

750
6. Polarizing Point of View

 Views that will resonate with your target

clients but might offend others. It
separates your market into believers and
non-believers. The denunciation of
companies and practices in your market
that are cheating your customers out of
the value they should expect.
751
7. Special Phraseology

 Your iconic phrases and terminology

that makes you utterly unique in your
market.
8. Communications Channel

 The communication channels that the

marketplace grows accustomed to when
receiving information from you.
752
9. Velvet Rope
 The elements that make your clients,
prospects, and staff feel special, better
than outsiders, part of a special group.

10. Client Evangelists

 Techniques to motivate your customers
to spread the good news of your
superior service.
753
11. Mentor and Advisors

 The guides who understand how to

anchor you in the minds of your
prospects as the preeminent
authority and trusted advisor in
your niche.

754
755
1. Confident, Tycoon, Big Business Builder
(i.e: Donald Trump) Workaholic

2. The Puppeteer Behind the Scenes

(i.e: Henry Kissinger) Calculated,
mysterious

3. The Researcher
(i.e: Rich Schefren) Curious, hard-working,
impulsive, and truth finder.
756
4. The Well-Placed Intelligent Source
(i.e: Bill O’Reilly) Shows you what’s happening behind
the scenes.

5. The “Self-Made” Man/Woman

(i.e: Carl Icahn) Determined, persistent,
proud of accomplishments, has high
expectations of others.
6. The Contrarian
(i.e: Sam Zell) Distrustful of anything big

757
7. The Eccentric
(ie: Richard Branson)Enthusiastic, make your
own rules.
8. The Iconoclast
(i.e: John G. Spurling of University of Phoenix)
Not concerned with tradition – doesn’t
respect authority unless deserved.
9. The Angry Man
(i.e: Jim Cramer) Argumentative

758
10. The Prodigy/Genius
(i.e: Bill Gates) Introverted, super intelligent,
confident and aggressive.

11. The Fun Guy

(i.e: Terry Bradshaw/Charles Barkley)
Optimist, happy, sees the good in situations.
12. The Voice/Face Behind the Orchestra
(i.e: Steve Forbes or Chase Revel) Organizer

759
13. The Synthesizer (i.e: Tony Robbins)
14. The Importer/From One Industry to
Another (i.e: Jay Abraham)
15. The Outcast: (i.e: Jeffrey Katzenberg)
16. The Common Man: (i.e: Howard Stern)
17. The Intellect (i.e: Newt Gingrich)
18. The Advocate (i.e: Vic Conat)

760
19. The Mad Scientist (i.e: John Kim from Bell
Labs)
20. The Supreme Possibility-Optimist
(i.e: Zig Ziglar)
21. The Futurist (i.e: Faith Popcorn or John
Naisbitt)

761
22. The Absent Minded Professor
(i.e: Albert Einstein)
23. The Wizard (i.e: Steve Jobs)
24. The Family Man (i.e: John Chambers of
Cisco

762
 Fred Smith of Federal Express developed his
Vision of reliable overnight document delivery
anywhere in America.

 Tom Monahan developed his Vision of the

way pizza delivery should be and turned it
into a slogan and a promise: Hot pizza in 30
minutes or it’s free.

763
 Larry Page and Sergey Brin developed

their Vision of a search engine for the

Internet that could quickly retrieve the

most relevant web pages and started

their company in a friend’s garage in

1998.
764
 Bill Gates shrewdly purchased an operating
system (86-DOS) from a Seattle software
company and then licensed it to IBM as the
operating system for its new PC.
 Steve Jobs and Steve Wozniak, co-founders
of Apple Computers – how they made
personal computers in a Menlo Park garage
that became Apple.

765
 Phil Knight, a University of Oregon track star,
and his coach began experimenting with a
waffle iron to make his own running shoes.
The company he founded, Nike, ended up
bequeathing him a personal fortune of $9
billion.

766
767
1. Google, Yahoo and the other search
engines will automatically send you
thousands of new prospects for FREE.

2. You will enjoy a constant flood of

free, word-of mouth referrals.

3. You will bank hundred of thousands

of dollars in “FREE MONEY” each year.

768
4. Creating highly effective online ads will
become a breeze.

5. Your affiliate sales will skyrocket

6. You will turn your fiercest competitors into

the most energized and effective sale force
imaginable.

7. Many NEW streams of income suddenly

begin flowing to you.

769
770
1. Counter Programming: Understanding your
prospects and being willing to respond to
and address their fears, confusion and
needs.

2. Create a central theme to everything that

you do.
771
3. Future Pacing. Taking your
perspective buyers on a journey into
the future and the benefits they will
enjoy.

772
4. Answer this: Today, is your business
designed to consistently acquire new
clients? Is it designed to keep those very
same clients for a very long time? You need
a core product or a flagship product that
defines your unique positioning.

773
5. You can self-proclaim your expertise
and then assume the mantle of
defender of any un-served or
underserved market niche and as long
as you can deliver on your positioning.

774
6. Take an inventory of yourself. Before you
look outside, look inside. What are your
unique abilities and gifts? How do you
harness/optimize?
7. Depict yourself as somebody that sees
things at a deeper level of analysis,
research, relevancy, and understanding
than anybody else. EXPLAIN OPTIMIZATION
775
776
 The personality building blocks.
 You don’t need all of them. You need
the right combinations.

777
1. Your trusted advisor for life, this is the
personality trait of the Maven who wants to
help you, wants to help you for a lifetime.
2. Here’s what you’re not being told so here’s
the truth as I see it and what action I think
you should take because of that.

778
3. Congruity of positioning and
communication.
4. Extolling your own achievements or value.
5. Listing flaws to prove that you’re human too.
6. You have to start looking at the relationship
you’re building as a long term investment
you’re making in the marketplace.

779
7. The Maven trait that recognizes the long-term
strategic gain that his/her clients are after.
8. Knowing your own strengths and weaknesses.
9. The preemptive approach. It’s the Maven who
shares what the industry norms are – but they
are the first to do it.

780
10. Celebrate your own strengths and
weaknesses.
11. The maven wants you to control your risk
pointing out the overlooked risks and
dangers, that other people don’t share.
12. Use as much research and data as you can.

781
13. Have a clear and easy to identify voice and
style.
14. Acknowledge you’re human. Most people
respect and relate so much better when you
don’t act like you’re perfect because it
doesn’t exist.

782
15. Challenge the status quo thinking.

16. Don’t overplay your hand. It means

is there’s a sequence, an order, a
progression that you need to develop.

783
17. The maven that reveres their own brand
equity and continually adds to it and uses it
as a vehicle to reassure clients and prospects.
18. The Rothschild Factor
19. Associate with people who have incredible
trust and respect.

784
20. The Maven whose power derives from his
group.
21. Enter into a committed relationship with
your market.
22. Never minimize your brand.

785
23. Acquire the knowledge to specialized
partnerships. This Maven brings
breakthroughs.
24. Hire the best, pay them richly, but pay
them strictly on performance.
25. You can be shy and quiet and not be
invisible.

786
 You have two choices:
Mediocrity or Mavenship

 “To be or not to be a Maven, that

is the question.”

787
 Develop a unique style of communicating.
 Become a Polarizing Figure: have a strong
point of view.
 Use a Signature Communications Channel: a
special way of communicating with your
marketplace that is unique to you as a Maven.

788
 Create Client-Evangelists: Consumers today
make most of their important decisions by
seeking the advice of an expert or a trusted
friend.
 Accelerate the Process with Mentors: Many
people have stumbled upon the secret of
mavenship - through trial and error.

789
 How much do you know about
your market, direct/indirect
competitors?
(Revisit Amazon.com school and
utility business genius)

790
 Linear growth continues growing
at the same rate, but exponential
growth continues growing at an
increasing rate.

791
 Linear vs. Exponential Growth
120

100

80

60

40

20

0
1 2 3 4 5 6 7 8 9 10

792
◦ Exponential growth: A constant
rate of growth applied to a
continuously growing base over
a period of time.

793
 “Exponential growth looks like
nothing is happening, and then
suddenly you get this explosion at
the end.”
-Ray Kurzweil

794
 “The greatest shortcoming of the
human race is our inability to
understand the exponential
function.”
-Albert A. Bartlett

795
 A force multiplier refers to a factor
that dramatically increases (hence
"multiplies") the effectiveness of an
item or group.
 Attacks a problem from multiple
directions using many tools.

796
 An attribute or a combination of
attributes which make a given force more
effective than that same force would be
without it.
 The expected size increase required to
have the same effectiveness without that
advantage is the multiplication factor.
797
 A capability that, when added to and used
regularly by a person in a sales force,
significantly increases their visibility and
potential suitability to solve a need and thus
enhances the probability that a prospective
customer becomes aware of their solution(s)
and engages with the seller to learn more and
ideally leads to increased sales.

798
 Militarily application

◦ It’s the militaristic discipline of

creating multiple avenues of
penetration at the same time.
◦ It’s a proven process of dominating
your enemy in military terms.
799
 Entrepreneurial/Business application

◦ It’s a proven process of dominating and

preeminently owning your market.
◦ It’s letting the full force of lots of
different factors carry you to greatness
without you having to lug it and push it.

800
 In both the military and business
application having a force multiplier
increases the chance of successful
mission accomplishment.

801
 Marketing
 Resources
 Infrastructure
 R&D
 Products/Services
 Technology

802
 Immediate?

 Short-term?

 Long-term?

803
 How have you been responding –
reactively or proactively? How has
it performed for you and your
business?

804
 Shift directions
 Pivot with business model
 Shift source of prospects/buyers
 Establish more strategic relationships
(collaborations – see later)

805
 Shift/modify product/packaging offer
 Shift proposition
 Buy competitors
 Partner with pre or post selling
complimentary business

806
 Sellout

 Going to an entirely new business

 More R&D develop new brand

807
 Acquire products/services from
outside
 (Rogaine/roll-on deodorant/ FedEx/
Viagra/ Fiber Optics)

 Commitment
 Partner (see upcoming section)

808
809
 You Squared by Price Pritchett, Ph. D
 Quantum physics
◦ Requires a major re-thinking of concepts
such as time and space and how human
consciousness operates.
◦ Staggering implications regarding you, your
potential and the power of your mind.

810
 The Quantum Leap is the explosive jump that
a particle must undergo in moving from one
place to another.
◦ Particles make these leaps without apparent effort
and without covering all bases.
◦ In a practical sense it refers to taking risk and going
off into unchartered territory with no guide to
follow.
811
 “When you reach for the stars you
may not quite get one, but you
won’t come up with a handful of
mud either.”

-Leo Burnett

812
 Process, variability/geometric
impact/dissect reverse engineer

813
 Rapid impact
 Long-enduring interventional
tools

814
815
816
1. Complete money back guarantee
2. Better-than-money back guarantee
3. Partial money back guarantee
4. Pay after product/service performs
(pay after you profit)

817
1. Money-back guarantee
2. Complete refund plus Bonus
Incentive
3. Emotional risk reversal, i.e. increase
prospect’s confidence in their
purchase

818
 Risk Reversal – Step #1

◦ What in dollars and cents, is the best

reported either testimonial or case
study, measurable, quantifiable
feedback you have gotten from a
satisfied client, buyer?
819
 Risk Reversal – Step #2

◦ What is the penalty to your client

or prospect of staying where
they are right now?

820
 Risk Reversal – Step #3

◦ What is your competitors’ most

powerful and superior guarantee?
◦ (How can you favorably outperform it?)

821
 Risk Reversal – Step #4

◦ What is the minimum based barebones

expectation you can guarantee
somebody they can get from favoring
your business and starting to deal with
you?
◦ (Be as specific as you can.)

822
 Risk Reversal – Step #5

What is the biggest tangible,

MINIMUM guarantee that you would
be willing to warrant to somebody?

823
 99% of the businesses put the risk on
the poor customer. I teach my clients
how to always assume 100% of the
risk, by a no strings, money-back
guarantee.
◦ Then there's no impediment to a positive
decision.
824
 Even though a certain number of
people will, in fact, ask for their
money back, it increases sales to
such a significant point that
refunds don't matter.

825
826
 Technique Implementation:
◦ Risk reversal pledge: “If you stay on board for 12
months and have not made a profit over and above
the fees paid, then FCI will refund you the
difference.”

 Result:
◦ Within 3 months they enlisted more than 50 new
retailers (with just 1 salesman) and plan to have up
to 200 retailers on board within 12 months.
◦ They stood to have £10 million worth of sales per
annum for franchisees/retailers.

827
 Technique Implementation

 Give every patient the first consultation free

 Results
◦ Simply doing that, referrals started coming in by
droves.
◦ Increased his revenue from $500,000 to $2 million
in one.

828
 Technique implementation
Told prospective clients that if he can't provide
them with strategies that are worth at least 10
times the value of fee then services are free and will
even absorb the travel costs.
The notion that he would travel across the country
at such a potential risk has convinced a number of
executives to allow him to conduct his assessments
at their facilities.

829
 Technique Implementation
 Go into a plant - e.g. a power plant and offer to fix
their soot blowers and only pay when they are satisfied
with our service.
 Provide a service which will eventually exceed all of the
customers requirements and hence they pay for it.

 Results
 Found that you can make more money overall because
you have taken on the financial risk and saved far more
money for the end user than they will be spent on the
service.

830
 Technique Implementation
◦ Changed their 90-day money back guarantee to try
their product “Risk Free” for 60 days.

 Results
◦ Went from a 1% response rate to evaluate product
to over a 90% response rate to evaluate product.
◦ First year sales on target toward $3,000,000.00

831
 Technique Implementation
◦ If, within 7 days of purchasing from our website, they found
the same product at a cheaper price, refund them twice the
difference.
◦ If the product failed to give the desired results after 3
months, refund every cent.

 Results
◦ Over thousands and thousands of orders, only 3 customers
ever took up on guarantee.

832
 Technique Implementation
◦ Free day or free 1/2 day of consultation and advice.

 Results
◦ This has opened up a number of clients opportunities that
have been financially lucrative, professionally satisfying and
personally rewarding.

 Take Away
◦ "Give to get"

833
 How to understand return on
assets, lifetime value allowable
cause, tangible/intangible asset
management/maximization.

834
  Return on other people’s
Intangible/Tangible Resources

83
5
OPM/OPR – Other People’s Money/
Other People’s Resources

 Companies of any/all kinds

836
  7 forms:
1. OPM (money)
2. OPT (time)
3. OPW (work)
4. OPE (experiences)
5. OPI (ideas)
6. OPD (distribution)
7. OPC (current customers)
837
A B C

 Assets  Buying power  Financial

 Associations  Back-end commitment
credibility
 Acquisitions  Bonuses
 Catalyst
 Advertisements  Backlogs  Cash
 Associates  Cross-sell
 Accounts-  Connections
balance  Clubs/
 Advice organization
 Agencies  Compounding
 Collateral
 Credit
838
D E F

 Database(s)  Energy  Finance

 Developments  Expertise  Funding
 Down-sell  Equity  Facts
 Design  Enthusiasm/e  Friends
 Demands ndorsement  Family
 Expenses  Faith

839
 G  H  I

 Gearing/  HBP (Host-  Business

beneficiary intelligence/
leverage partnership)
 Generosity  Financial health insight
 Goals  Hard-assets  Investments
 Goodwill  Human  Inspiration
 Grace- resources  Ideas
period/terms  Hot-buttons/see  Integrity
relations  Indemnity
 Habits/  Interests
 procedures  Intangible
 Hierarchy of assets
values
 Hospital/clinic
840
J K L

 JV  Key-notes/  Lists
recurring  Leads
 Knowledge/ex  Lenders
pert

841
 M N O
 Money
 Mind space  Networks  Opportunities
 Markets  Negotiation/  Optimization
 Mastermind two-fold  OPM
Group(s)
 Momentum  Overheads
 Margin  OP lists
 Manager
 Management
 Market-cycle
 Marketability
 M&A
 Market-survey

842
P Q  R
 People/talent/  Qualified
shift  Quotes
 Resources
Promotions  Risks
 Quality

 Productions  Risk-
Products  QR

reversals
 Passive-
income  R&D
 Patterns  Rebates
 Patents  Relative-
Performance

strengths
 P/E-ratio
843
S T  U

 Strategies  Time  Understanding

 Systems  Tangible
 Supplies assets
 Sales-force  Testimonials
 Special-sale  Tools
 Technical-
data-analysis
 Tests

844
 V  W

 Values  Wisdom
 Voids  Warranties
 Wholesale

845
846
 1) What does my competition do that’s
different?
 2) What does the competition do that’s better?
 3) What advantages do they have over me? What
would/do I need to exceed theirs?
 4) What products/services do people buy along
with mine—before, during, and after?
847
 5) How do my competitors normally sell and
market?
 6) What tangible/intangible issues most critically
affect my prospect as it relates to my
product/service or category?
 7) What alternative means (products/services) are
out there to fill the same needs my
products/services provide?

848
 8) What are the best ways I now know are
available to win business away from my
competition?

 9) Who does my market respect, trust most?

(Individual, companies, authors, experts, and
visionaries?)

849
 10) Who could endorse us best and why? Who
has maximum credibility (both companies
and individuals)?

 11) What bonus addition packages would

most appeal to my market and why?

850
 12) What other prime products or services does
my prospective buyer purchase most?(Need not
be related to your category/industry).

 13) How can I best transform the perception of

my product, company, reputation? Who has the
Relational Capital with the big market to help me
do it?

851
 14) What additional value added service
would appeal/mean the most to my
prospective buyers and why?

 15) What’s the repurchase cycle/lifetime

value of my product in dollars and purchases?
What are my allowable acquisition costs – by
product/service/type buyer/market/media?

852
 16) How can I best dominate the new
purchaser market using other people’s
resources/Relational Capital?

 17) How can I best win over, ethically,

existing buyers away from my competitors –
that I don’t do now? How can Relational
Capital help that happen?

853
 18) How can I increase consumption/
repurchases amongst my current and former
buyers?

 19) How can I best expand my existing market

using Relational Capital?

 20) What specialized niche can I fill using other

organizations’ access/assets?

854
 21) What repositioning, repackaging,
repurposing or reengineering could best
improve my product, service, sales people,
image and appeal? Who has the Relational
Capital resources to make that happen for
me?

855
 22) Calculate incremental value of all above
elements you’ve written down. Meaning,
how much/many more sales buyers, profits
would I generate if I incorporated all I have
identified?

856
 23) What’s the combined worth of acting on
the above? Look at financial implications –
multiply times 3-15 times for its asset value.

 24) What action steps am I going to take

based on all I have discussed and identified is
now possible?

857
 REMEMBER:
Socrates argued that,

“The life which is

unexamined is not worth
living.”

858
859
 Alexander the great was said to be
presented with a Gordian knot in his court.
He watched countless other people try to
untie it in vain.

 Alexander…thinking outside the box, picked

up his sword and sliced through the knot
solving the problem, refusing to be limited
by convention.

860
 Today, every entrepreneur is
confounded by Gordian knots ,
complex, competitive puzzles,
challenging business dilemmas -- in
almost every areas of their life.

861
 Our job is to be your MASTERFUL
THINKING PARTNER, and help you
“slice” through your Gordian knots,
one “THOUGHT PROVOKING”
conversation at a time.

862
 How come I create seemingly great
goals and plans but produce the
opposite results that I intend?
 How do I get a business that is stuck,
unstuck, going and growing again?

863
 You can only learn how to be more
successful, by learning from people
who have gone from success to
failure, to success to failure and
success again.

864
 Over the years we have developed a
potent/rather fascinating way of
working with people as masterful
thinking partners that has proven to
be very effective.

865
 It involves drawing people out (in ways never
experienced before) in a conversation and
spotting the places where people are looking
at things “crookedly” or where their thinking
is likely to get them (or already gotten them)
into trouble – or restricted/limited/impacted
their performance capability.

866
 We draw you out to see where
you are looking at things
crookedly, or where beliefs
may be cradle for a dangerous
misperception on your part.
867
 We help you do your own thinking and
discovering your own answers
(instilling/installing a powerful engine
or reflections you’ll use forevermore).

868
 It starts with walking you down the
ladder of inference so you can see
where you jumped to conclusions,
or give you a clearer window into
your own current, self-limiting
reasoning.

869
870
 See different. How are you looking at things right
now? How do you need to look at things,
differently and act differently

 Be different. How are you being right now with

respect to your most pivotal goals?. How do you
need to be different?

 Think different. How are you thinking about the

bothersome/challenging issues and problems
you face? How do you NEED to think differently?

871
 Act different If what you are doing isn’t
working or is producing only limited results,
try the opposite.

 Relate different. Give yourself to THEIR

concerns vs. expect the opposite. ( your
customers, wife, kids, )

 Talk different. Discuss the undiscussable

There’s no easy way out. The easy way out,
leads back “in.”

872
****

873
All the exponential ways

874
 Success is not normally a solo pursuit. It
often comes more easily if you have trusted
people on hand that you can turn to.
 This concept of a group of like minded
individuals who all want to succeed and
want to help each other achieve success is
the basis of all large companies.

875
 Imagine if a group of people met each
month to help you achieve what you
want in life. If they met to show you
how you can do better, make more
money, to achieve whatever it is that
you want from your life.

876
 Think Tank: A body of experts
providing advice and ideas on specific
political or economic problems.

877
 Board of Advisors: A group of individuals
who've been selected to help advise a
business owner regarding any number of
business issues, including:
 Marketing
 Sales
 Financing
 Expansion
 etc.
878
Selecting and Facilitating the MGA

 Understand Reality
 What's Your Expiration Date?
 Mastermind Group Alliance
 You've Seen This Movie
 Catalyst for Culture Change
 Make a Choice

879
 Why You Need to Reconsider
 Coming to Grips with Reality
 The Leadership Mindset
 Misguided Thinking
 What Kind of Leader Do You Want to Be?
 After the Strategy ... What's Next?
 See Beyond the Tip of the Iceberg
 What Is a Mastermind Group Alliance (MGA)?

880
 Much More than a "Team“
 The Power of Momentum
 How Is the MGA Configured?
 Why Run Three Groups?
 Is the MGA in Charge?
 Select and Invite MGA Members

881
 How to Select and Invite Your Mastermind Group
Alliance Members
 Selecting Components
 Common Questions
 Create a Balanced Mix
 Personality Styles
 Balancing the Styles
 Bringing Participants Onboard
 Add Heat and Pressure

882
 Invitation Letter
 What About the Others?
 Preparing Your Mastermind Group Alliance
for Success
 Set the Stage for Success
 The Sponsor Sets the Tone
 Demonstrate Your Priorities

883
 Be a Positive Force
 Foster Collaboration
 Maintain Security
 Tips for Facilitating Mastermind Group Alliance
Sessions
 What Does a Facilitator Do?
 Before the Session
 Keep These Questions On-Hand
884
 Know the Rules of the Road
 Conducting the Session
 Making Decisions
 People-Centric Facilitation
 Practical Problems in Facilitation
 Problem #1: Driver Error
 Problem #2: Silent Change

885
 Do's and Don'ts

 Passing the Baton

 Facilitating a 21-Member Session

 Remember!

886
 Vertical/direct/indirect competition
 Horizontal/live webinar conference call
 Board of advisors
◦ Marketing structure
◦ Anonymous/discrete
 Process
 Needing
 Compensations

887
 Interviewing prospective sales
 Interviewing industry leaders
 Interviewing vendors
 Writing a book, having the research
done
 Tom Phillips concept

888
 Techniques for creating ideas
 Industry research collection
 Endurance

 Vendors - prospective
◦ New vs. Old

889
 Book readers
 Recruiting
 Partners wanted
 Quotes on talent – Andrew Carnegie,
Tom Phillips, Ken, Carlos’ son-in-law

890
 Testing – (see examples from me/Qualpro)
 Consultative training
 New technologies – one new addition a
week
 Back to Advanced 3 ways
 Know more about competition
 Amazon/social media - voices

891
1. Work Your Current and Past Client Lists
2. Stop Spending So Much On Ineffective
Advertising (Measure, monetize, options,
alternatives)
3. Follow Up
4. Keep Following Up
5. Use Risk Reversal
892
6. Bump and Up-sell
7. Sell, Then Sell Again
8. Utilize Host-Beneficiary Relationships

9. Use Your Competitor’s Resources --- and Profit

10. Offer Extended Guarantees and

Incentives/Bonuses

11. Lock in Sales in Advance

893
12. License Your Successful Concepts
13. Break Even on the Front-End
14. Test Your Prices
15. Reposition Yourself as an Expert in Your
Industry
16. If You Know a Company That Is Going Out Of
Business, Buy Their Clients and the Right to
Fulfill on Orders
894
17. Decrease Your Overhead

18. Don’t Burn Your Bridges

19. Avoid the Ostrich Theory of Marketing

20. Write Only Direct-Response Ads or Sales

Letters

21. Write Headlines That Pull

895
22. Analyze Your Results

23. Don’t Put All Your Eggs In One Basket

24. Get Your Clients to Give You Referrals

25. Recognize and Identify Your Hidden

Assets

896
 Winston Churchill: “Never give in. Never,
never, never – in nothing great or small,
large or petty.”
 Fight against mediocrity and
commoditization – by making yourself and
your business unique, desirable, valuable.

897
 In everything you do online or off - -
sell leadership. Provide people with
ideas, advice, information to have (and
hold).
 Do your communications and
conversations, all bring people value?

898
 Drucker said,

“Most small business owners are NOT

entrepreneurs. They are merely
proprietors – who add no true value.”

899
 The vast majority of businesses are mere
commodities, marginalized, non-
distinguishable vendors.
 True entrepreneurs create new satisfaction.
 Are you content with mediocrity? Or want to
create something new, different, or better
for your market?

900
 INNOVATION: does NOT necessarily
refer to anything high tech.

 You must be willing to perceive

change as an opportunity, not a
threat!

901
 Breakthroughs only occur when you are
pursuing something better.
 Entrepreneurship, innovation, breakthrough
thinking – none of it comes automatically.
 It is work to accomplish that which your
herd-based competitors won’t/don’t.

902
 A true entrepreneur is a business owner
committed to continuously innovating.
 Are you committed to being “game
changers”?
 Obstacles in an industry are motivators.

903
 Businesses are NOT static.
 Become supremely receptive to
seeing change in marketing,
change in consumer buying
habits.

904
 Continuously evaluate your business
and its performance.
 Become obsessed (almost) for
discovery, development, perfecting
new things – new ways of delivering
your products/service.

905
 What differentiates the entrepreneurs
from the proprietors is their
commitment to purposeful innovation.
 Proprietors try to hold on to the past.
 Businesses grow or die.

906
 Leveraged marketing: lets you create almost
unlimited profit power
 Ancillary marketing: lets you create multiple,
new income streams by repurposing your
brand.
 Together: these two strategies can help almost
ANY business multiply their profits
meaningfully.

907
908
 When a prospect or client, fan, follower evokes
the need to be heard – do you feel their
vibrations?
 How to “feel and hear” your market’s path?
 It’s up to YOU, to translate it specifically to
your various applications.
 Show people authentic empathy for their
situation.
909
 Don’t give people information.
 Render well-reasoned
ideas/advice/perspectives.
 Help provide people with true focus.
 Power gives people understanding.
 Certainty gives them the ability to trust.

910
 Without trust, people will never take meaningful
action.
 Cultivate the ability to put into words what people
want and don’t want.
 Always see a point of view.
 ALWAYS make YOU- the prospect, you the fan, you
the follower – THEY are who is REALLY important.

911
 Demonstrate real hopefulness for your
marketplace.
 How can you have the most positive impact?
 People need to recognize your
communication as a solution.
 Always question your purpose/intention.

912
 Skyscraper
 Bridge
 Space
 Band separating you from leader or loser
 Bob Proctor quote
 Take on reaching goals

913
 Tom Phillips strategy
 465 industry perspective/concept
common as dirt
 Know what’s possible – my son
 Expanding your world view
 Multiplying your sources
914
 Being sold by competition
 Aggregation/Roll-up
 Creating more value for market/others
(philosophical discussion)
 Review Power Parthenon/Strategy 12
Pillars - Again.

915
 Reverse engineer/budget/contingency
plan
 Start with the end in mind
 5 forms of wealth revisited - How you
stack up on all 5
 Review PowerPoint up until now

916
917
  Alain Dias
 John Correll
 Rich Schefren
 Jim Weldon
 Nate Kievman
 Teddy Garcia
 Paul Sutter

918
 Explanation

 Exercise

 Calculators

919
920
1. What is the “Private Equity
Playbook™?”
2. What types of businesses does
this apply to?

921
3. How are these businesses typically
valued in the M&A marketplace?

4. Why would you want to share this

information – isn’t it better to take
advantage of the unprepared
businesses?
922
5. Can you share some examples of
some scenarios or battle stories from
the private equity world, in terms of
how these principles have been
employed?

923
6. As a professional investor,
what are some of the most
common mistakes you see
entrepreneurs making?

924
7. When should an entrepreneur start
thinking about the exit?

8. Why do you think that entrepreneurs

are often so unprepared to sell their
companies?

925
9. What about the existing advisors
to the business, aren’t they
helping their clients prepare for
exit?

926
10. How can entrepreneurs learn
more about how to employ
the Private Equity Playbook™
in their businesses?

927
 Mind of the market
 Amazon .com
 Headlines – two versions
 Extrapolate
 Huff Post/AOL
 Magazines – online/off
 Search

928
  AIDA
 A - Get Attention
 I - Arouse Interest
 D - Stimulate Desire
 A - Ask For Action

929
  AIDA: 1. Get Attention

 Superscript – teaser

 Headline – attention of desired audience

 Subhead

 Salutation

930
  AIDA: 2. Arouse Interest:

 Opening hook – “if you...then”

 Your story – to establish credibility

 Here’s what this is all about

931
  AIDA: 3. Stimulate Desire

 USP – Use a Unique Selling Proposition

 Appeal

 Benefits, Benefits, Benefits

 Bullets

932
  AIDA: 4. Ask For Action

 Bonuses

 Don’t Decide Now – you can’t lose

 Price dropdown - justification

 Risk Reversal - Guarantee

 Close the deal – buy now

 PS
933
  Robert Collier Formula
 Attention
 Interest
 Description
 Persuasion
 Proof
 Close

934
  Victor Schwab’s AAPPA Formula
 A - Get Attention
 A - Show People An Advantage
 P - Prove It
 P - Persuade People To Grasp This
Advantage
 A - Ask For Action

935
  Bob Bly’s Formula
 According to Bob, all persuasive copy contains
these eight elements:
 1. Gains attention
 2. Focuses on the customer
 3. Stresses benefits
 4. Differentiates you from the competition
 5. Proves its case
 6. Established credibility
 7. Builds value

 8. Closes with a call to action

936
  Bob Stone’s Formula:
 1. Promise a benefit in your headline or first paragraph – your

most important benefit.

 2. Immediately enlarge upon your most important benefit.

 3. Tell the reader specifically what he is going to get.

 4. Back up your statements with proof and testimonials.

 5. Tell the reader what he might lose if he doesn’t act.

 6. Rephrase your prominent benefits in your closing offer.

 7. Incite Action – NOW!!

937
  Orville Reed:
 Benefits – Tell your reader from the very
beginning how your product or service will
benefit them.

 Believability - Back up your statements of

benefits with believable evidence.

 Bounce - Write with enthusiasm, keep your copy

moving. Keep the prospect interested. Transfer
your enthusiasm for the benefit to the prospect.

938
939
 Convergent thinking is the most used way
of thinking by an executive. They are good
at bringing material from a variety of
"known" sources to bear on the problem, in
such a ways as to produce the correct
answer. That is the case for operational
tactician executives.
940
  Convergent/Divergent Integrative Thinking
 Any executive (right now) needs new skills,
the ability to generate many, or more
complex or complicated, ideas from anything.
That requires "divergent thinking," that is
thinking with the "whole brain" (Left and right
brain).

941
 Fluency: The ability to generate a number of
ideas so that there is an increase of
possible solutions.
 Flexibility: The ability to produce different
categories or perceptions whereby there are
a variety of different ideas about the same
problem.
 Elaboration: The ability to add, embellish,
or build off of an idea or product.

942
 Originality: The ability to add to create
fresh, unique, unusual, totally new, or
extremely different ideas.

 Complexity: The ability to conceptualize

difficult, intricate, many layered or
multifaceted ideas or products.
 Risk-taking: The willingness to be
courageous adventuresome, daring, trying
new things or taking risks in order to stand
apart.

943
 Imagination: The ability to dream up,
invent, or to see, to think, to conceptualize
new ideas.
 Curiosity: The trait of exhibiting probing
behaviors, asking and posing questions,
searching, being able to look deeper into
ideas, and the wanting to know more about
something.

944
945
 How To See Around Corners

 Continuous learning

 The Five Stages of Knowledge:

1. Novice
2. Advanced beginner
3. Competent
4. Proficient
5. Expert
946
 The Capacity for introspection
and the ability to reconcile
yourself as an individual separate
from the environment and other
individuals.
947
 The only way to grow as thinkers is to
examine and challenge old beliefs and
have the courage to welcome new
beliefs, more adapted to the times in
which we live.

948
 ANSWER:

Creating unlimited business wealth by

leveraging other people’s resources
and creating an infinite checkbook
without investment or downside risk

949
 Caveat: Human nature
normality
 John Rockefeller Story
 Investment Business: Gold
Proprietor
 Investment Newsletters
 Publishers
 Seminar on investing
 Pharmaceutical company
 Radio and TV
 Newsletters
 Tony Robbins
 Australia Training Program
 Nightingale Conant
 Fred Pryor – Production
house
950
 Infomercials – B celebrity John
Ritter
 Icy Hot
 Publishing - Saturday Evening
Post
 Norman Rockwell
 Holiday Magazine – Ad market
 Healthy Choice
 Colonial Penn Insurance
 Friend in fundraising business
 Copywriting Business
 Cruise Ships
 Rose Parade – Flea Market
 Mossimo
 Houseware Designer friend in
LA
 1-800 Numbers
 Entrepreneur Magazine
951
 Motorcycle  Boost Market Presence

Manufacturer in Asia  Porsche Dealership

 Largest Newsletter  Hospital: Medical

Publisher Orderlies

 Speed  Tire Dealer

 Optimization  Design collaboration

952
 Credit Card Merchant Company
 Magazine interview on
Philosophy of Management
 Lumber Mill – Kiln Drying
Lumber
 Car Wash
 Real Estate Agent
 Attorney - Small Specialty
Practice
 Technology License/KPIs
 Fiber Optics
 Tony Robbins
 Eight-Track Players
 Italian Ceramic Items
 Mediocrity/Socratic Interviewing
 Greatness
 3 Ways to Grow a business
 9 Major Benefits of a Strategic
Alliance
 43 Additional Factors
953
954
955
 OVERVIEW

• Strategic Alliances

• Your Strategic Objectives

• Strategic Alliance Inventory and

Opportunity Audit

• Converting From Theory To Application

956
• Brutal competitions
• Disloyal market
• Commoditization of products and services
• Multiple options and alternative to fill a given
need
• Fear, Apprehension, Uncertainty
• Few trusted advisors
957
• Strategic alliances are nothing more than old fashion
partnering with a strategic twist.

• Means to dramatically expand and enhance your ability

generate markets / business / clients-customers / image /
posture / profitability all with minimal spending of time
effort / expense / manpower / risk.

• Opportunities are limitless. Only limited to your

inventiveness your ability to look inside and out.

958
• Mergers and Acquisitions aren’t the
only way to go. Strategic alliances
are nothing more than old fashion
partnering with a strategic twist.

• Mergers have slightly increased over

5 years while Strategic Alliances
have doubled.

• 1996 – 1999 companies with $2

billion in revenue or more formed an
average of 138 alliances –
Forbes 3/21/2001.

959
• The number of alliances is growing by 20% a year with
10,000 new alliances being reported in the last 12 months
alone

• More than 20% of the revenue generated from the top 2000
U.S. and European companies now come from alliances

• Enterprise.com survey
• 49% Businesses Reports More Worth
• 21% Higher Revenues
• 38% Increased Productivity

960
 90% of corporate executives surveyed
felt a Strategic Alliance or Joint Venture
with another company was absolutely
essential to maintain a competitive edge.

961
• Strategic Alliances can be a partnership in which you
combine efforts in anything from getting a better price
for goods, by buying in bulk together, to seeking
business together with each company providing part of
the package.

• Alliance represent an essential strategy for achieving

top-line growth, higher profitability and enhanced
business franchise.

962
 Allstate / Sears
 Amex / Mailer inserts
 University Clothes / Macy’s
 Boutique Equity – new business
 Old Bernard / Baruch / Rothschild /
Rockefeller Story
 Liquid Audio – 20 Alliances

963
 Joint Ventures  License or Acquired
 Co-Branding Licensee
 Host – Beneficiary  Core Competency
 Equity Partnerships Consulting

 Endorsements  Reclamation
 Flipped Business  Sales Force
Opportunities  New Products/Markets
 Acquired Leads

964
 Joint venturing allows the best of all
possibilities. You can easily repackage
or create new businesses together
with each company providing part of
the package.
 Mini Marts with McDonalds, Pizza
Huts, Subways, etc.
 Banks in groceries

965
 Co-branding allows two
companies to come together to
use both brands behind products.

◦ Coke and Proctor & Gamble create

spin off to market non-carbonated
drinks and Pringles products.

◦ P&G gets access to Cokes 16,000

markets. They both share in the
profits.

966
1. You can use it to achieve advantages of
scale, of scope, or of speed. You can take
advantage of other people’s infrastructure.
You can take advantage of other people’s
reach. You can take advantage of other
people’s resources that you couldn’t have.

967
2. You can increase market penetration.
You can do it locally. You can do it
regionally. You can do it nationally.
You can do it internationally or by
niches.

968
3. You can enhance your competitiveness in
local, national and international markets
because now you’re in association with
somebody who’s a dominant force…
somebody who’s already built a market…

4. You can enhance product development.

969
5. You can develop new business opportunities
through products and services.

6. You can create new businesses at will by

understanding that you’re not limited to just your
own company’s product.

7. You can get control of tangible and intangible

assets that organizations don’t even know they
possess.
970
8. You can use strategic alliances and
joint ventures to sharply reduce
costs/increase profits.

971
9. There are a lot of things that you can’t
afford to do on your own. But if you joint
venture them and you only pay for other
organizations in direct proportion to the
revenue that comes in, that actually is no
longer a cost. They’re an income stream.

972
• The number of alliances is growing by 20% a year
with 10,000 new alliances being reported in the last
12 months alone

• More than 20% of the revenue generated from the

top 2000 U.S. and European companies now come
from alliances.

973
• Enterprise.com survey
• 49% Businesses Reports More Worth
• 21% Higher Revenues
• 38% Increased Productivity

• 90% of corporate executives surveyed felt a Strategic

Alliance or Joint Venture with another company was
absolutely essential to maintain a competitive edge.

974
1. Strategic alliances and joint ventures/resource leveraging
deals --- once you understand the dynamics and
mechanics, are easily established.
2. They only add to your own selling efforts (power of
geometry).
3. It increases your sales massively, and thus your
profitability.
4. It lowers the barrier of entry.
5. It boosts your market presence.

975
6. It provides added value to clients.
7. It contributes substantially to perceived
client benefits.
8. You can enter emerging markets
instantly.
9. It expands your horizons, goals,
aspirations, vision.

976
10. You get to speed your access to wide
varieties of new markets.
11. You can expand beyond your geographic
boundaries
12. You can gain a foothold in
international/niche markets.
13. You can control other people’s markets.
14. You can gain a competitive advantage.
977
15. You can rapidly overpower the competition.
16. You can joint market with people and share the
cost.
17. Joint selling or distribution
18. You can collaborate to design new products or
combinations with other people, using THEIR
resources, technology, staff, talent.
19. You’ve got total flexibility in the way you operate.

978
20. It’s less risky.
21. Requires less/no cash; you give away no
equity, either.
22. You can acquire a technology license.
23. You can get research and development
done for you free.
24. You can access knowledge and
expertise/talent beyond company borders.

979
25. It can strengthen YOUR expertise in an
industry as a result of the relationship
association.
26. It extends your product/service offerings.
27. Widens your scope of innovation
28. You can secure your position as front runner
in your market any new/niche markets you
address.
29. You can provide marketing or selling, or have
someone else provide marketing or selling.
980
30. You can easily establish purchasing and supply

relationships.

31. You can set up instant distribution networks all

over the… (fill in the blank) --- country, industry,

nation, continent, world…

32. You can capitalize on all kinds of hidden assets

and overlooked opportunities (underperforming

activities, underutilized relationships/credibility).

981
33. You can make much higher ROI’s and ROE’s on
alliances than from your core/main business.
34. You can keep focused on your own core business
while expanding, exploiting and harnessing this
vast, expanded stream of possibilities.
35. It lets you maximize (and multiply) and stretch your
own management, talent, economic, technical and
operational resources.

982
36. You can outsource every non-core competency, and
get it performing at many times higher level of
capability and results, and only pay for it in direct
proportion to its results to your bottom line.
37. Reduce your overhead through shared costs, lower
pricing and outsourcing.
38. It’s a growth/expansion mindset.
39. You’re capitalizing on all the goodwill other entities
have created over years.
983
40. There are lots of different kinds of

alliances.

41. You can flip business opportunities.

42. You could do equities in all kinds of

strategic partnerships.

984
43. You can totally reinvent business opportunities.
You can access production that you can’t afford,
because there’s always going to be somebody
somewhere who’s got excess production. You can
get access to delivery, facilities, technology,
procedures, intellectual capital --- all kinds you
never had before. You can license other people’s
marketing, or other people sales ability, or other
people’s management skills, other people’s cash
flow management…

985
  The world truly IS your oyster…
once you fully grasp the magnitude of
possibilities that Relational Capital
maximizing strategies make possible.

986
 Leveraging and Maximizing
Relational Capital allows any
business to outrageously expand,
generate and penetrate multiple new markets,
and acquire/generate significant
quantities of new clients, buyers, customers,
and distributors.

987
1. New Income from What a Business
Already Does
A)Referral Systems
B)Reactivating Old Buyers
C)Getting More Prospects to Buy

988
2. Adding New Profit Centers to
Their Existing Model
A) Selling other Things to Existing Clients (i.e.
home improvement, reusing prospects and
buyers)

989
3. New Ways to Use Their 4. New Ways to Use or Take
Assets, Resources and Their Business, Products,
Activities Services to Other Fields

A) Authors and Consultants A) Amusement tokens

B) Nightingale Conant B) Free-memberships

C) Telemarketing C) Licensing art designs

D) Licensing

990
5. New Ways to Use Under-Performing Activities
A) Getting the rights to something and flip it (ground floor
window advertising), sales force
B) Art at a seminar

6. New Ways to Get Other Sources to Drive Sales

to a Business
A) Finder
B) Concierge

991
7. New Ways to Profit from a Business’s Problems

8. New Ways to Monetize a Business’s Access

A) Cruise ships/art
B) Apartments and Starter Home Builders
C) Experts, clients and
endorsement/introductions

992
 9. New Ways to Supply the Equivalent of Capital
A) Barter
B) Experts
C) Facilities
D) Services

 10. The Three Keys

A) Show Businesses how to:

B) Maximize what they are already doing
C) Multiply the ways they can do business/profit-
gratis
D) Repurpose what they’ve already done/monetize
sunk cost/relationship

993
 Products
 Selling/Marketing
 Services Personnel
 Talent  Production /
 Processes Transportation /
 Relationships Logistics

 Purchasing Power  Space Offices

 Distribution Channels  Six Degrees of Separation

994
 Credit  Management
 Raw Materials  Skill Set
 Advertising  Training
 Marketing  Equipment

995
 Facilities
 Distribution
 Credibility
 Value Added
 Entry Level Products/Services
 Sales Extension Product Services
 Complimentary Product

996
997
1. Easily established
2. Augment selling effort
3. Increase sales and profitability
4. Lower barrier of entry
5. Enhance your image, stature, posture
6. Expand customer/client base
7. Boost marked presence
8. Provide added value to clients
998
9. Contribute substantially to perceived client benefits
10. Enter emerging markets
11. Expand your horizons
12. Speed access to a wide varieties of new markets
13. Expand beyond geographic boundaries
14. Gain foothold in international marketplace
15. Control other peoples markets
16. Gain a competitive advantage

999
17. Rapidly overpower the competition
18. Joint marketing
19. Joint selling or distribution
20. Design collaboration
21. Quicker to create/form
22. More flexible to operate
23. Less risky
24. Requires less cash

1000
25. Technology license
26. Research and development
27. Enhance R&D capabilities
28. Access knowledge and expertise beyond
company borders
29. Strengthen reputation in industry as result of
association
30. Extend product offerings/ Widen your scope of
innovation
1001
31. Establish unique position in market
32. Secure position as front runner in
marketplace
33. Provide marketing / selling
34. Easily establish purchasing / supply
relationships
35. Set up instant distribution networks

1002
36. Capitalize on hidden assets
37. Earn higher ROI’s and ROE’s on alliances
than from your core/main business
38. Difficult for your competitors to imitate or
emulate
39. Remain focused on your core opportunity

1003
40. Outsourcing non core competencies
41. Lets you maximize / stretch your
management and technical / operational
resources
42. Reduce overhead through shared costs and
outsourcing
43. Manufacture / fulfill cost effectively

1004
1005
 Equity in deal
 Equity in client
 Equity in brand
 Equity in distribution channel
 Equity in buyers and prospects
 Equity in marketing material
 Equity in process and intellectual property

1006
 Seminar company getting attendee
endorsements
 Association uses local paper for distribution
of charity fund and get multiple write-ups
and endorsements
 My seminar business - Tony Robbins,
Success, newsletters, trainers

1007
 William Simmons Home
 A.R.P - Colonial Penn A.R.P –
 John Ritter - Where there is a will
there is an “A”
 Tom Bosley – Agora
 Fran Tarkenton - Tony Robbins
1008
 Magazine subscriptions / Schools
 Reinventing Business Opportunities
 Brand / actual products / services /
proprietary products / lists / research
/ sales force / too much capacity /
facilities/ processes

1009
 Mastermind/Brain Trust
 Profiteering
 Financing
◦ Promotions
◦ Sales force
◦ Ads
◦ Markets
◦ Product Lines

 Reinventing Business Opportunities

1010
 Jobs  Capacity
 Lists  Facilities
 Space  Technology (Doug
 Production McMillian)
 Talent  Procedures
 Distribution  Intellectual Capital
 Delivery

1011
◦ Sales Force ◦ Licenses
◦ Retail Stores ◦ Display Window
◦ Kiosks ◦ Inserts
◦ Signage ◦ Polywrap
◦ Leases

1012
◦ Bind in ◦ Acquire Leads
◦ Blow in ◦ Unconverted
◦ Lease Prospects
◦ Purchase ◦ Inactive Clients
◦ Option

1013
1. Marketing 6. Performance
2. Sales Enhancement

3. Management 7. Information

4. Cash Flow Technology

5. Organization 8. Advisory Board

1014
 Brand Name
 Technology /Methodology
 Promotion / Marketing Expert
 Products / Services - Private
 Processes
 Image / Design / Facsimile
 Territory / Market / Industry

1015
 Attracting or rendering world class
expertise on a performance compensation
basis.
◦ Core
◦ Critical
◦ Dual

1016
1017
One of the BEST ways to rapid growth is to open /
develop / create new products or markets

 Take over, re-purpose, package together other

company’s product and / or services
 Acquire Sales Distribution
 Re-purpose your products to new markets
 Identify players in new markets you can joint
venture / partner with

1018
 Sales Force
 eBusiness
 Who has the internet /e-mail expertise,
affiliate software, infrastructure, e-mail
lists, IT staff, equipment, data software,
etc., you need or want access to?

1019
 1. Start with the “big picture.” What key

components are necessary to drive it?

 2. Where are they going to come from, why is it

necessary, and what are your alternatives and

options?

 3. Vastly expand markets, products, distribution,

sales representation & cost effective impact.

1020
 4. Gain valuable or strategic assets,
access, resources or talent.
 5. Acquire or access the good will, trust,
credibility of older, larger more respected
entity, organization, publication, selling
force or individual.
 6. Gain more upside leverage.

1021
 7. More optimally deploy someone else’s
assets.
 8. Find opportunity in someone else’s
adversity.
 9. Leverage off something valuable
someone else invested, tens, hundreds of
thousands, millions or even tens of millions
to create, acquire or develop.

1022
 The more powerful your brand the more profitable
the strategic alliance.
 What else can you do with your brand?
 Who else’s brand can you deploy or ethically
exploit?
 How many different ways can you do it?
 This goes both ways.
 Disney / McDonalds

1023
1024
◦ Products / services
◦ Distribution channels
◦ Sales personnel
◦ Sales methodology
◦ Technology (software/hardware
systems)

1025
◦ Other productive

processes/methodology

◦ Facilities & equipment

◦ Underutilization

◦ Intellectual property / Technical abilities

1026
◦ Brand

 Good will / Trust with specific groups /

markets / media

 Core competencies

 Affinity

1027
 What periodicals /advisory materials are
used by the market I want to reach?
• Who provides these product /
services?
 What problem or opportunity does your
product / service solve for your prospect
/ client?
1028
 What other type of business, organization, profession
etc., has more to gain than even you do by seeing
you either acquire a client, or sell a specific product,
service or combination? And why?

 What other market or industry could use / benefit

from my product, selling system or methodologies?

1029
 What is the MNW of my client / prospect worth to
someone else?

 What are your highest margin products or services?

 What are your highest repeat purchase products or

services?

1030
 What logical products can be created by you, acquired by you, can be

adapted / adopted?

 What markets could your products or services also apply or translate to?

 What related fields could you penetrate?

 What parallel universes are most similar to yours?

 What other business markets, products or services have you been thinking

about?

1031
 Look for additional alliances, markets:

• Take on their products or services

• Provide services, functions

• Share personnel facilities

• Sell equity or buy equity

• Develop referral/alliance feeder program

1032
• Strengths and weaknesses of target organizations, prime
assets, attitude, key important point of impact / interest
(i.e., money), purpose, reclamation.

• The best partner will have what you don’t have – strong
where you are week, etc.

• Match your companies capabilities with people who

share your objectives.

1033
• Look for companies to partner with who are one step
ahead of their competitors.
• Large companies can make good partners.

• Who has a sales force I can tap into?

• Who sells to the same demographic profile I want to

reach?

1034
• Who has the trust, respect, and good will with my prospective

market?

• Who has authored a book that’s respected in my field?

• Who is not a direct competitor?

• Why, when and how should an alliance with suppliers be

considered?

1035
 Fully 50% of alliances today are between
competitors

◦ Coke and Pringles – distribution in specific

markets
◦ Ford and Nissan – mini van design and
manufacturing
◦ Phillips and Sony – optical discs
◦ HP and Cannon – laser printer markets

1036
 What could competitors offer to your market

that you can’t?

 Who are the industry gurus my market

follows?

 Who are weaker but quality competitors?

1037
 Explicit

 Implicit

 How you actually verbally, transactionally

relieve / mitigate them?

1038
 An alliance is rarely a perfect match made in
heaven
 Thoroughly analyze your options
◦ Where / what the real leverage is in every deal
◦ What do you expect to gain from the alliance deal
 Don’t try to structure a deal instead architect a
successful business
 All deals must be structured fairly

1039
1040
1. Taking your generic lists and making them
specific and Personalized

◦ List of all viable companies / individuals in the

field who could become strategic partners

 Contact info
 List of key decision-makers List of product
services they offer
 Printout from their web site
 Create Database (Outlook)

1041
2. Contact

◦ How to present your proposition.

 Host
 Beneficiary
 Using preemptive presentation

1042
◦ Phone contact-rules to follow.
◦ Pre-contacting by letter. What you need to
do.
◦ Identifying in advance probable
objections, resistance points you’ll
encounter. Preparing in advance your
response to possible objections.

1043
 “How do I know it’s not going to take
away my clients?”
 “I want control. I don’t like you having
control of my clients.”
 “How do I know I’ll get paid?”
 “It’s not the business we are in.”

1044
 3. Traps To Avoid

 Failing to take the time to select the right

partner(s)
 Failing to plan for flexibility and change
 Failing to agree on objectives and goals
 Failing to plan properly for integrated growth
requirements

1045
◦ Being Strategic

◦ Understanding the psychology from both

sides
 How do and should you look at Joint
Ventures, Alliances, Endorsements?
 How should you look at people committed
to you to do the deal?

1046
 Taking away the risk for both sides

 Incremental gains
 Margin net worth factor
 Strategic advantage
 Preemptive opportunities
 Perception advantage

 Crafting an agreement - Look before

you leap

1047
 Things To Think About

◦ Terms, duration, mutual performance expectations

◦ Non-corporate / corporate (depends on who’s doing
what)
◦ Residual stream after deal ends
◦ Termination - value; does it dissipate / remain
◦ Buy / Sell
◦ Who owns what - Assets, Accounts, Prospects,
Brand, I.P. ?
1048
 Making the deal work
◦ Be inventive
◦ Keep your eye on the prize, don’t loose
track of the end result
 100k - 90k = 10k in profit

◦ Tie up right / control – manage other

JV/SA activities

1049
 Making the deal work

◦ The alliance must be embraced from the top

down
◦ Before the alliance begins, communicate
effectively about the respective roles,
expectations, capabilities, and performance
functions
◦ Only 2-4 wisely chosen alliances can yield 50-
100% increase!

1050
 Turning the one time deal into an
ongoing revenue source
 Program the relationship for perpetual
ongoing regular offerings through
preempting the channel
 Create ongoing streams of revenue

1051
 Monitoring and measuring results
 Q&A
 Yours
 Mine
 Your Prospective Deal Partners

1052
1. How many clients do you have?
2. How are their names maintained?
3. How many inquiries do you have?
4. Do you make any profit money/ surplus
currently?

1053
1. Save cash on capital expenditures.

2. Increase your total sales

3. Barter lets you pay operating expenditures – even

payroll – with soft dollars.

4. You can print your own currency, i.e. “script” which

is usable only at your place of business.

5. Automatically get terms, credit and discounts far

more easily than you could by paying cash.

6. Breakage

1054
7. Cash conversion
8. Create a barter profit
8. Home Shopping Network
10. Vastly expand your available advertising
budget without using any cash
11. Finance rapid growth without cash

1055
12. Ability to instantly and continuously generate
a steady stream of profits at far above close-out
prices
13. Turn excess inventory into cash without losing
regular business.
14. Recycle dollars right back to your own
pockets.
15. Stockholder benefits

1056
5. What is your most profitable business
area currently?
6. How do you market?
7. What would you like to accomplish?
8. Who is your competition?
9. Who is your prize client?

1057
1058
1059
1. The people who are constantly
making things happen.
2. The ones who watch things happen.
3. The people things keep happening
to.

106
0
Think about which path YOU want to pursue
and how you can use these Steve Jobs’
lessons to create your own AMAZING life and
career while applying preeminence.

1061
 He was the best entrepreneur-ever. You
could decide to be the best financial planner,
or operations manager or professional too!
 Steve Jobs always felt that whatever
goal/objective he was pursuing—it was like
being part of leading a revolution.

1062
 Steve Jobs asked people,
“Do you want to spend the rest of your life
and career merely selling stuff—OR would
you rather spend every second...of every
hour...of every day of the rest of your life and
career transforming lives and families’
futures?”

1063
 Jobs was “obsessed” with what he called
creating “..the most insanely great
computer in the world.”

 Steve Jobs’ work and life had far-reaching

effects in both culture and industry.

1064
 Steve Jobs ALWAYS said… “A lot of times
people don’t know what they want until you
show it to them.”
 Steve Jobs once said, “...My goal is to go
beyond what everyone else thought possible.”
 Steve Jobs felt that mediocre effort and work
would be quickly forgotten. But truly great
work...truly great, preeminent work will go
down in history.

1065
 Steve Jobs felt you had to do whatever it
takes to delight clients.
◦ IF you thought carefully/ considerately/
preeminently always about what it was like to be in
your client’s shoes/place—what a huge difference it
could make to how you acted AND how well you
connected with every prospect/client you ever
reached.
1066
 Steve Jobs refused to cut corners to
make certain his client received the
best possible outcome.

 Steve Jobs was passionate and patient

about everything he did.

1067
 Another part of Steve Jobs passion came
from his utter enjoyment of what he did—
and he found his work highly worthwhile.

 Steve Jobs told everyone who ever worked

with him: YOU MUST WANT TO BE
BUILDING SOMETHING TOGETHER THAT
LASTS!

1068
 People drew courage from Steve Jobs’ life,
courage that fueled and propelled them to
redefine who they were, how they conducted
their careers.

 Steve Jobs felt that to waste precious time

being ineffective is a sin.

1069
 Steve Jobs’ influence went well beyond mere
techies—is your influence through all you
could be accomplishing going well beyond
just your job or department?

 Steve Jobs gave people the courage to pursue

what they were most passionate about.

1070
 Steve Jobs redefined the way people
communicated with one another.
 Steve Jobs wanted to change the world and
make it a better place for everyone who lived
in it.
 Steve Jobs gave clients products most of
them didn’t even know that they badly
needed.

1071
 Steve Jobs took the time to think about things
differently than anyone else had done. He had
more clarity. He inspired so many. He created
a heightened ethos that challenged people to
higher standards for themselves. His energy
and commitment was unstoppable.

1072
  Bottom line?

No matter what your role…no matter what

you do...you have today—right now—the
ability (not unlike Steve Jobs) to change
people’s lives—and those changes can lead to
massive improvements of the quality of our
entire world.
1073
• Do you have the energy, the courage,
the passion, to never stop caring,
contributing and growing—growing
yourself and growing everyone else
you impact?

• Are you only interested—like Steve Jobs –in doing

ONLY truly great at whatever you do?

1074
 The soul of what I am creating is to rally the
spirits and passions of quality people like
you who want to apply The Strategy of
Preeminence and do things better,
differently, more meaningfully for ALL who
matter.

1075
1076
"Never give in. Never, never, never‐‐in
nothing great or small, large or
petty‐‐never give in, except to
convictions of honor and good sense.
Never yield to force. Never yield to the
apparently overwhelming might of the
enemy. "

–Winston Churchill

1077
 Never give in and never give up
 Fight against mediocrity and commoditization
 Unique Selling Proposition
 Focus on Your Marketplace – not your own self
interests
 Make your market, your client, your prospect,
your recipient of product – the center of
attention.

1078
 It’s not about you – it’s about them
 Fall in love with the people you serve
 Appreciative, empathic, respectful love
for who they are and where they are in
their business and lives.

1079
 Do You Bring Meaningful Value to Others
 Ask for feedback to gauge whether you do or not
 What you think may be appealing, exciting,
worthwhile your market may find worthless
 Consistently ask yourself, your team etc. –
whether everything you do or say really adds
value

1080
 Entrepreneurs vs Proprietors
(Are you a Multiplier or a
Diminisher)
◦ True entrepreneurs are the driving forces of
positive upheaval in their industries, markets
and business worlds
 They love change and embrace challenges
and sees them as opportunities
1081
◦ An enterprise that does not commit itself to
constantly innovate inevitable dries up declines
then dies

◦ Innovation – anything tangible or intangible that

brings greater value, benefit, contribution,
advantage, enjoyment, etc..to a marketplace

◦ Shift yourself out of the doomed world of business proprietor

and into the dynamic, vibrant, possibility-based world of
entrepreneurship.
1082
Become a “Born Again” Entrepreneur

 Become supremely receptive to seeing

change in marketing, change in consumer
buying habits, change in competitive
offering as an opportunity rather than a
threat.
 Continuously evaluate your business and its
performance as an innovator/value creator
in as many critical categories as possible.
1083
• Learn to overcome resistance to innovate,
by wanting/craving continuous
breakthroughs in marketing, strategy,
innovation, your business model, your
competitive positioning.

• ** Free your mind to see your challenges

as “benefits **

1084
Five Insights

 Joint Ventures/Alliance Deals allow you to

penetrate new markets and acquire high
quality clients with NO risk or fixed
investment

1085
 Leveraged Marketing – allows you to create
almost unlimited profit power by multiplying and
magnifying the performance yield of everything
you do

 Ancillary marketing lets you create multiple, new

income streams, profit resources by repurposing
your brand, distribution channels, old buyers or
even unsold prospects.

1086
◦ Change headlines or shift the opening in a
sales proposition can increase sales
response

◦ Preemptive Marketing and Referral

Programs
 “block” ALL your other competition from
being compared to you
 Systematic Referral
1087
◦ Up-the-Ante – Look at things From a
Strategic Angle
 On your strategy performance, your
business model impact, your competitive
positioning clout.
 Replace or Adjust underperforming
aspects of your business

1088
 Optimization Performance Enhancement
Quotient
◦ Identify the hidden opportunities, overlooked
revenue streams, underperforming activities you
can most quickly/meaningfully improve.
◦ Joint ventures, preeminence, leverage marketing,
preemptive positioning, referral selling, mining
ancillary income streams….
1089
 No one needs to be constrained in their
pursuit of possibility, purpose, and passion.
 Purpose is having an "ideal" that's infinitely
more auspicious and transcendent than
merely making money.
 Passion is the joy, vision, hope for others
and animated reality ‐‐ you focus all your
efforts on manifesting.

1090
1091
 You always have the ability in all of life to
be either the victim or the victor

 98% of your life, career, marriage, financial

situation, family matters are ALL the result
of either things you DO or things you
DON’T do.

1092
 All we have is today–forward
◦ You can use this infinite opportunity to
grow, add value, contribute to people and
the world
◦ Or you can suck the life emotion and
passion out of everyone you’re around

1093
 We are in absolute control of our fates
and destinies
◦ I am NOT a fatalist – if you don’t like
something – change it

 Take meaningful corrective action

1094
 It takes critical thinking, courage,
committed/continuous forward motion and
action
◦ As well as course correction

 Many people “fold” the first time they hit

resistance, a setback or non-success. You must
correct after you experience adversity.

1095
 Whether you pro-act or react. Whether
you initiate or contemplate. Whether you
feel victimized or “empowerized” is
totally up to YOU!

 Your fate, your happiness, your

prosperity your health – it ALL lies in
your hands.

1096
1097
1098
****

1099
1100
I hope you now possess the
knowledge tools to eliminate
uncertainty, constraints or
bottlenecks in your business’
successful growth.

1101
 Let’s see – now we’ll do your
customized Action Game Planning
to see how well you grasped what
I/we shared and also how well I
explained it.

1102
1103
1104
 What is the True Nature of Reality in
The 21st Century? You Are Not Alone.

SHAREHOLDERS

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LENDERS & DEBTORS

No organization can be successful, let alone

turn itself around, if it fails to recognize that
it is part of an ecosystem.
— Carlos Dias & Jay Abraham

1105
 The Strategic Wealth Creator System ™
Six Strategic Processes Linking the
Organisms of the Business World

SHAREHOLDERS

Process 1
Annual Adjusting
Your Vision

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ER
nn &
PL

ice

LI
OY

PP
s

t
Process 4

o
EE

SU
Developing,
S

Implementing &
Evaluating Powerful Sales
& Marketing Strategies

LENDERS & DEBTORS

No organization can be successful, let alone

turn itself around, if it fails to recognize that
it is part of an ecosystem.
— Carlos Dias & Jay Abraham

1106
 How Your Mindset Drives Your Results

Arrogance Caution: Always Lead to Failure in Life

Feelings

Denial Acceptance
Blindfolds Positive or
Decisions
Negative
True Nature Emotion
of Reality

Cognitive Mind
scious
Dissonance bcon Results
Thoughts u r Su
O
(60,000 per day, in
estimated) ored
St
Thinking
(subconcious
mind) Mind
Mental Models
(representation of the
surrounding world)

Values
Thinking Carefully
and Deeply
Only by reading, learning,
thinking carefully and deeply
Beliefs and Subconscious can we adjust and change
Paradigms Mind our mental models.
Here lies the key to
“seeing around corners”!

Good leaders are made, not born. If you have a burning desire and commitment you can, with the
power of foresight, become an outstanding effective leader. In fact, the future of your corporate
family business depends on what you, as CEO, decide to do or not to do. The responsibility is
completely yours. Whether you are aware of it or not, everything rests on your thought processes.
You must train your mind to perceive the harsh, true nature of reality in a fast-moving world.
Do not indulge in make-believe. Effective leaders do not indulge in escapist fantasies .

— Carlos Dias & Jay Abraham

1107
1108
 Knowledge Matrix Two Qualities of Leadership
for Turbulent Times
Knowledgeable Knowledgeable
Unrealistic Unrealistic Self-Esteem
Proactive Executive Reactive Executive
I know I don’t know
I know I know
Interactive Management Inactive Management

Persevering Accurate Stubborn Leader:

Unknowledgeable Thinker Leader: Do what I say,
Wise Realistic
Unrealistic I say what I mean, not what I do
Proactive Executive
Reactive Executive and do what I say

I know I don’t know 5% 30%

Commitment
I don’t know I don’t know

Proactive Management Reactive Management

Executive Personality Styles
Wishful Thinking Stubborn Wishful
Analytical Driver Leader: Thinking Leader:
Dependability Know What They Want ntt Following a leader I can A dangerous leader for
Thoroughness Forceful leverage my strengths turbulent times
Sequential Thinking Act Quickly
Balance Cost & Quality
Informed, Practical
Factual Evidence Explain Needs Clearly 5% 30%
Professionalism Results Oriented
(under stress,
(under stress, avoid)
become autocratic)

Amiable Expressive “Every truth passes through three stages

before it is recognized:
Avoid Pain Adaptability
Slow See Big Picture (share)
e) 1. In the first, it is ridiculed
People Oriented Sociability
Ask, Why? Innovator 2. In the second, it is opposed
Listen Open Information 3. In the third it is regarded as self-evident”
Look for Approval Collaboration
Cooperative Teamwork Arthur Schopenhauer (1788-1860), a German philosopher
(under stress, (under attack, attack)
become stubborn)
1109
1110
 Why Your Breakthrough Idea
Is Not a Thriving Success

You Know That…(Intellectual) But You Don’t Know How…(Practical)

Thinking
Facts Theory Concept Method
Process

Things as they A formal set of A label connected A practical way of A series (steps) of
actually are, as ideas intended to to something that doing something. things that are done
opposed to notional explain why does not yet have in order to achieve a
ideas based on something happens physical reality. particular result.
assumptions, or exists.
guesses, or “gut feel.”

The two missing ingredients for

success in a fast moving world.

Understanding how to get

Static (thinking) information
things done: Value Creation

A fact without a theory is like a ship without a sail. A theory without

a concept is like a boat without a rudder.
But if there’s one thing worse in the business world, it’s creating a
stark concept with the potential to create profitable value, but not
knowing how to decode it to get it implemented. Unfortunately, that
is the end-result from most books and seminars in the market today.
— Carlos Dias & Jay Abraham

1111
 The Four Dimensions of Intellectual Capital

Social or
Human Capital Relational Capital Structural Capital Customer Capital

What is it?

Suitable knowledge, All organizational Basically everything Customer loyalty,

skills and experience. relationships that remains in your distribution channels,
(inside and out). company after your licensing agreements,
employees go home. customer lifetime
value.

Why is it important?

To ensure your To negotiate and To recognize and To leverage each one

company has the make the myriad of leverage processes of these sources of
right mix of talent at daily decisions, which and systems, competitive
the right time to are the source of training, intellectual advantage.
implement your inimitable competitive property, trademarks
strategy. advantage. and copyrights.

Each of these these dimensions alone contains the potential to profitably grow your sales.
Together, these four tools create a multiplier effect, forming a lethal combination that will
annihilate your competition, catapult your Return on Assets, and make your organization
the leader in your market.
— Carlos Dias & Jay Abraham

1112
 Growth and Profit Alone are not Enough
to Make Companies Thrive in a Fast-Moving World.

s
ar
Ye Sooner or Later
e 7 You’ll Crash
e nu ry
e
Growth

ev Ev Against a Wall
R es
s or u bl
le o
Sa e D
g
l ed
now
K ent
De v elopm s
Trainin
g&
ery 1 4 Year
Ev
ge D oubles
ed
Knowl
Time

10% CAG (Compound Annual Growth)

5% CAG (Compound Annual Growth)

1113
 The Wealth Creation Formula for a Fast-Moving World
Why You are Making (or Losing) Money

Wealth
Net Profit Sales Return on Weighted Creation
X = Assets - Cost of = or
Sales Total Assets Assets
Wealth
Destruction

Net Margin Assets

on Sales Velocity

1114
The High Price of Not Listening = Wealth Destruction

35%

30% Low Friction

Apple 24% ROA

25%
Google Microsoft 14% ROA
12% Intel13% ROA
20% ROA
2011 Net Profit

Coca-Cola 11% ROA

15%
Procter & Gamble7% ROA
10%
Nike 14% ROA
Kraft
7% ROA
5%
Dell 5% ROA

0%

0.5 1 1.5 2 2.5 3 3.5 4

-5%
Blackberry -5% ROA
-10%
Hewlett-Packard -12% ROA
High Friction
2011 Assets Velocity

Good listeners = Harmony

A pleasing combination of related thinking

Bad listeners = Dissonance

An unpleasing combination of unrelated thinking

1115
 How Organizations Can Help Their Senior Executives
Acquire New Abilities for a Fast-Moving World
Practical
Individual courses and
seminars designed for
the older world.
Reductionist
(Benchmarking)
Educational system today
(individual MBA, post-
graduate courses and
seminars) designed for
the older world.
Conceptual
Proven strategic
divergent thinking
processes designed for
a fast-moving world.
eLearning: Applied right away
to the organization =
Higher Return on Investment.
What and How to do.
Holistic
(Ecosystem)
Books by renowned
management thinkers such as
Russell L. Ackoff about System
Thinking – powerful concepts.
What, but not
How, to do.
1116
 Applying the Strategy of Preeminence

Empathy
Leadership

Empathy Focus/Clarity Power Understanding Certainty Trust Action

How can I help you achieve the best outcome?

1117