Hi, it's Jason Everett, from Business Refuel. Thank you for taking the time to watch this quick video tip. Have you ever had a goal, a dream, or a desire, or have you ever had something that you really wanted to accomplish that's been on your list for a long time, but you just haven't gotten it done? What often ends up happening is you make this mountainous to do list of endless tasks, emails, and things that you need to get done that end up taking a priority in your day to day activities, and you end up putting out fires instead of getting what you really want to have accomplished.
What I want to do today is to teach you technique. Teach you a system that will help you when you set that goal in the first place. Make that goal almost done already. So that all you have to do is carry out the steps. In fact, what most people do when they set a goal is they say something like, “I'd like to lose some weight;” or “I'd like to get in better shape.” Well there's nothing wrong with that as a goal, but it's fairly intangible. In fact when you say something like, “I'd like to lose some weight,” you could lose a pound, or if you want to say: “I'd like to make more money... ” well, here's a dollar, go on your marry way.
What I want to help you do is take an acronym that has helped me over the last 15 years of being able to do this. It's helped me transform not only the people’s lives that I've worked with to help increase their sales anywhere from 30-130% in sometimes as little as six weeks, but it's help me achieve the goals that I thought were unachievable. Just because I had put them on the back burner for so long.
So here's the acronym. It's SMART. Which stands for:
S = Specific
M = Measurable
A = Achievable
R = Reach
T = Timetable
Now you may have heard this acronym before. Maybe in a slightly different way, or maybe with different words associated with it, but I want to use those specific words associated with the acronym because in the over 15 years that I have been doing this, it has really helped me to not only push to get goals concrete, but to also have a clear goal and plan in place that will help them execute it.
So let's go through and unpack those for just a second.
S stands for Specific, which means you need to be able to say it's not just loose weight. Do you want to lose five pounds, ten pounds? What is it you want to do, or is it you want to fit in those favorite pairs of jeans that you haven't worn in a long time? You know which pair I'm talking about, right? So you've got to be specific with your goal. You got to get it as specific as possible, or maybe you say I want to weigh five pounds less and fit into those jeans. That would be even more specific.
M stands for measurable. It's got to be something that you can track, and you can see the stats of. If you said I want to be a better communicator, well can you measure that? Can you measure the effectiveness of your communication skills? If not, maybe you've got to look at it in a different way. Say if I want to be a better communicator, maybe what you can measure is: right now I have time to make two or three calls a day from people returning an email or asking for clarification. Because I wasn't clear and people come in my office saying, “Hey, I'm not understanding what you asked for.” Maybe that happens a couple times a day. So if you want to be a better communicator you want to bring that down from three times a day to once a day, or down to once a week. That would be something that you could measure.
A stands for Achievable. Now it's got to be something that's achievable. Let’s go back to the weight loss example, because it's probably the easiest. People say “I want to lose 50 pounds in one day.”
Well, that's probably not going to happen unless you lose a body part. You've got to cut something off in order to get 50 pounds lighter in one day. So it's got to be something that is physically possible or achievable for you to do. It doesn't mean you've had to have done it before, but you know other people that have done it. It's something that is achievable, or maybe it is something that is at least in theory achievable for you to accomplish.
R stands for Reach. The reason I like the word reach, instead of reasonable is because I want it to be something that's not in your current scope of what would be easy to do. It's got to be just outside of your comfort zone. Just outside of what you're able to do now. For example you set a goal, and you say I'd like to make 50 cold calls a day. Instead of that if you've done 50 cold calls a day that's not really out of your reach. You would say my reach would be to do 75, or my reach would be to do a 100. It's just outside of what you're comfortable doing now.
T stands for timetable. Timetable is something that you need to assign to it. So I want to lose five pounds, and fit into my favorite pair of pants. That's something that I can do in the next six weeks. Now that's something that I have not done before. That's something I'd like to do and that five pounds has been haunting me for the last three or six months. Whatever it's been. Now you've used the SMART goal setting process to not only set the goal, but also set a concrete enough goal that you can now achieve what you're after.
So that's it for me, Jason Everett. From Business Refuel on our quick video tip.
Hi everybody. It's Jason Everett from Business Refuel. Today I want to talk about how to build cooperation on a team. I'm going to give you some tips on how to create that, and show you how to do it. There is nothing that will kill a team quicker than not getting a long, and not working together as a team or working against each other.
Often times in business, this is what ends up happening: the people that you work with become a greater obstacle than your competitors, or the clients that you have. If you can create opportunities and scenarios for them to come together instead of fall apart, you can ultimately create a champion level team in your business.
There are a couple of different things that it takes to create a champion level team. First off and foremost, they’ve got to have a brightness of the future. Meaning, if you've ever gone into and organization that feels like the life has just been sucked out of them, that's usually because they've taken away the brightness of the future. They've said, “Hey, this year nobody's going to get a raise.” Man, you want to suck the air out of a room? That will happen. So what you want to do is you want to create clear and beneficial goals that have an ending in sight, but that also has a benefit to everybody who works on the team.
So even if, for example, you're in a position where raises are going to be taken away for the year. What are some of the things you're looking forward to? It could be a pizza party on Friday. It could be being able to have a $100 goal, or a $100 bonus for something that they were doing. No matter what it is can you give them something that's close enough distance that they could get excited about, but has a very clear ending in sight.
Number two is you also have to be able to create high frequency of interaction. A lot of companies that I work with from time to time will tell me. “Jason, it's really hard to get us all together on the same place at the same time, because our schedules are all over the place.” But I tell you, the companies that I work for that can create regularly consistent meetings. Even if that's just like a five minutes once a week team huddle. Have a much higher degree of performance, because they can regroup, get on the same page, talk about what the priorities are for the week, and they can move forward. So at least weekly is critical. If you only do once a month, you need to rearrange the schedule, and start having people come in even 15 minutes early. And if you have multiple shifts. Do a meeting where you can do a team meeting in the morning, and then a team meeting for the second shift in the afternoon. That will keep your frequency of interaction high, and keep the morale rocking and rolling for your team.
Number three is you've got to also be able to make and keep agreements, because if you want to build up trust, and trustworthiness, and keep a track record. Even the small things make a huge difference in a business. Meaning if you say you're going to do something, you've got to be able to do it. So it creates that track record of trustworthiness by making and keeping agreements. If you say you're going to send somebody and email. You're going to get back with them at a certain time. Do that, because trust is the thing that takes the longest to build, and it's the easiest to get to go away from you.
So the other thing you need to be able to do, is build and maintain rapport. Meaning you want to use language, tonality, you want to truly be a listener, instead of a talker in your team if you want to build and maintain a rapport with your team.
And lastly, you've got to demand compliance with the rules. Now if I just said rules, and you said, “What rules, our company doesn't have rules?” You probably should start with setting rules, but if you have rules as a part of your organization. You've got to demand compliance with the rules at all levels. Meaning that you've got to be willing to call it, or say something if somebody’s not abiding by the rules. Or also as a leader of the organization, leaders listen very carefully, you must also be willing to be called. Meaning if you're not following the rules, somebody’s got to call you on it. Look, none of us are perfect. We can't all follow the rules every single moment of every single day, but if we're all striving towards the same level of excellence. Then we're creating compliance.
So, if you want to build cooperation on your team. Take those five things, use them in your business, and try and just take one of them on this week, and see if it can increase the value that you bring to the organization. Share those with your team, share this video. Until next week. Have a great week.
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Hi everybody. It's Jason Everett, from Business Refuel. And today I want to talk to you about John Maxwell's, "Five Levels of Leadership". For a lot of people they think leadership is all about telling people what do to, or you get signed to a specific position so congratulations you're a leader. Because my question is always; How do you lead when you're put into a position of leadership, and you weren’t necessarily ready for it. In fact, that's how I got involved with what I do today. Is all of a sudden I went from managing a team, to managing a team of over 45. I needed to look into, how do I increase and grow my leadership skills? So in John Maxwell's, "Five Levels of Leadership," he talks about that there are different levels that people are given in Leadership.
Level number One, is what he calls Position Based Leadership. It's basically where people follow you because they have to, because you've been signed a position. And they want to be involved because, well frankly, their job depends on it. That's level one leadership, where somebody gets assigned to a leadership position.
Now Level Two is where people actually Give You Permission to be their leader. Meaning they follow you because they want to follow you. It's because they say hey you're a great leader, I'd like to follow you as a leader.
Now Level Three leadership, is what is called Production Based leadership. It's people follow you because of what you've done. Maybe you are an expert in this specific area, they've seen that level of success, and so they want to create that same level of success.
Now Level number Four of leadership in John Maxwell's, "Five Levels of Leadership," is People Development. Meaning, people follow you because of what you've done for them. Meaning that if you help them grow, or you help them succeed, or you help them accomplish something. They want to follow you because they feel there's a benefit. There's something in it for them.
Now Level Five leadership is just pinnacle. Which is people follow you out of Respect. People follow you because of just simply who you are. Now I think of level five leadership, I think of people like John F. Kennedy. I think of people like Martin Luther King. I think of people like Gandhi. Where literately even after they've passed away, people follow what they believed in. They follow what they were for, because of who they were as individuals.
So my challenge for you this week, is to take a look at the people around you:
A- If you follow people, well why do you follow them? On what level of the one, two, three, four, five levels do you follow them for?
B- Take a look at if you're in a leadership position. Who follows you on the team, and what reason do you think they follow you for? And if you think there's a lot of people who follow you because of right's base position. You probably need to read the book John Maxwell's, "Five Levels of Leadership," or call down to our office. We'd happily talk to you about what you can do to increase your leadership skills.
So that's it for this weeks Video Newsletter. Until then, have a great week.
Hey everybody it's Jason Everett, and welcome back to another Video Newsletter. Today on this Video Newsletter I want to talk about energy, and the reason I want to talk about energy (and if you've been to any of my programs you know this) is that two people come together in business, life, or relationship, or anything like that, and the person with the highest energy generally WINS. So I want to break down for you six different areas that I will uncover how do you change your level of energy in a moments notice, and take an evaluation what we call an energy audit of how you look at that.
So the acronym I want to use to help you remember this is P.E.R.S.O.N. Okay, so in the word PERSON, there are six letters. So P stands for your Physical energy. Like how physically fit are you, are you working out, are you taking care of your body, and is your workout habit helping you to get more energy in your life, or is it taking away from you? So again your physical energy plays into that.
So E stands for your Emotional energy. Meaning how many emotions do you have inside a given day, are you the type of person who experiences a wide range of emotions, everywhere from happiness, to sadness, and every emotion in between there, or do you find that you're often trapped in a couple of emotional homes? Meaning your constantly frustrated, or aggravated, or angry, because if you're trapped in those emotions you don't have a good emotional range. You should be able to flow in and out of any of those emotions. Okay, so emotions.
Third is Relational or Relationship. Okay? So as far as energy is concerned. Are your relationship around you, meaning your friends, family, or your significant other... are those relationships helping you, or are they hurting you? Are they adding energy to you, or are they draining energy away from you?
And so, again, the top three; P-E-R, and now we come to S, which S stands for Spiritual. Know your spiritual energy, and again whether it's God, the great spirit, or just the universe at large. What is your own spirituality? Do you have a good understanding of what that is, do you know where you stand, or are you constantly in a state of question? And I don't mean to make this a religious discussion, but if you look at it and say “What is your own spirituality? ”, and is that energy helping you to raise your spirits and to lift your energy, or because you are in conflict with it, or you're not sure what you believe, then that puts you down/puts you lower in that energy category.
Then the next one is O, which stands for Occupation or your job, right? What is your own occupational energy? Are you in a job that you're passionate about that you would do whether you go paid or not, or are you in a position that you took because it happens to pay the bills, or just is what it is? And the reason that is important is, you may have to take a job from time to time that you don't want to do. But if that's bringing your energy level down, well then your energy’s going to be low in all those categories.
And last category, the end category is letter N as in your Natural energy. Or kind of your resting nurtural. Is that in your end category or your natural energy? I'm talking about energy when you were five years old. Were you a hyper kid, were you somebody who was pretty mellow, or what were you in between there? What was your natural energy? Not your natural energy now, because your energy that you're experiencing now is what you've been patterned or been conditioned over time. I want to know what your own natural energy was before.
And so what I want you to do is take an evaluation of those six areas, and I want you to rate them on a scale of one to ten. One being the energy is very low in that category, and ten being extremely high and it's totally handled and you have it covered. And then you can kind of rate yourself in between, and then you total up your score, and divide it by the six that's in there. And that will kind of tell you what your emotional energy, or just in general, all your energy is across your entire person as an individual. And if that number is anything below an eight, you want to figure out what are the areas that you want to create and improve in your life.
So number one is you rate yourself one to ten on any of those areas. Number two you want to write down why you want to change those areas. So if you have one that is really low like below a five, it's a one or a two, that's something you need to take immediate action on. And you start with the lowest number first, and say why do you want to change that area of your life?
And then number three the third step in this process that I'll leave you with today, is you create a massive action plan, or a map for how you want to create that going forward in the future. You start mapping out, if physical is the lowest, then you need to start putting an energy plan together immediately to start bringing your energy level up. Cause if you want to start winning in life, in business, and in your relationships. You better make changes in all areas of your life, starting with those six. So have a great week and I'll talk to you soon.
Hey everybody it's Jason Everett from Business Refuel. I’m excited to bring you another newsletter tip this week. How do you, when employees are on your team, not only figure out where you are, but see if you can raise up how they're operating inside the business, and ultimately create an entire team of superstars? I also want you to take a good honest evaluation of where you are at in this process.
There's a book I've been reading called, “Tribal Leadership.” You can get it on Amazon, or you can download it on your iPad, but check out this book. It's a killer book! It talks about five different levels that people operate from in a certain level of performance. Meaning that if they operate in this as kind of their emotional home or the category that they would kind of default to if not being brought in any outside information into their space. So I'm going to bring this up in terms of if they were all wearing t-shirts that illustrate their general feelings. These would be the slogan that they would wear on their t-shirts.
So again, there is five levels we're going to start at the bottom with level one. People at level one are the kind of people that walk around thinking ‘life sucks.’ They have the negative attitude. You might know people like this. Sometimes people that don't have jobs have attitudes like this. They walk around thinking that life sucks and it's horrible, and that everybody's out to get them, and they're constantly of that victim mentality. Right? So basically, level one is they're walking around thinking life sucks.
Now level two is not really that much better, but instead of thinking that just all life sucks. They just feel that my life sucks. So they're going to put it on their t-shirt, says my life sucks. Meaning no matter what I do, everybody else can be successful, everybody else can be great, but I can't be great because of some other problem that has nothing to do with me. So they're constantly turning everything inward, and they think they have a challenge.
Now those two people can usually be weeded out in most interviews that you're going to have with people because you can pick up on that energy really quickly, but the next two are the ones that operate inside most organizations.
So after they go from life sucks to my life sucks, and the next category, level three, they move up to which is pretty interesting is I'm great and you're not. This is that superstar mentality. These are the people who come on the team and say, ‘I'm amazing, your team is horrible.. they need to follow what I do/not what they want to do, or what the rest of the team thinks is not important.’ They're really under the idea that they do everything better than the other, and so even as a business owner sometimes we fall into this category because we believe that nobody does it better me. Right? If you want it done, then I need to do it on my own. If you want it done right, I've got to do it by myself.
So what happens if we fall into this category that says I'm great you're not, so therefore I can never find good people for my team? Or that there are no good people out there to hire, I wish that I could clone myself. Does any of this language start to sound familiar?
And so if you move into level four, it's we're great they're not. Meaning that you've got a team of people around you that says hey we're a team, we come together, this person, this person, this one, or maybe hundreds of people. It can be, for example; If you worked for Coke-Cola you probably think we're great and Pepsi's not, or they think the same thing at Pepsi. We're great and Coke is not.
But ultimately if you look at amazing organizations, they don't operate off of is it one way or the other, or we're great, or they're not, but they operate off the fifth level. Which is just life is great, and life is one of the most abundant things on this planet.
There has been a lot of people over the last few years that have struggled, and think that the economy has taken away business and done all these things. And sure it has done that, but there is more of an opportunity right now in this moment for you to experience not only how great life can truly be, but how great it can be when you start transforming and changing other peoples lives in that same process.
So my challenge to you is figure out where you are at in this process. Take a real good honest audit of all the other people in your team, and challenge them to start thinking about that higher thought. So if you have a bunch of superstars that play by themselves. Figure out you take them to the next level. And if you're not sure how you do that, and you want more information on how do you create a champion level team. That's something we can support you with, or you can check out the book “Tribal Leadership.” I would highly encourage it. It's been an awesome piece for me to study, and I hope you’re studying it as well.
Have a great week! That's it for me, Jason Everett.
Hey everybody, it's me Jason Everett, and thanks for taking the time out with me today to learn a little bit about how you can grow your business, and what you can do.
I recently had an experience I just wanted to share with you because it not only changed my view on customer service, but changed my view of the business specifically. So if you can't alter somebody's opinion by just a couple actions, by just a few degrees shift...
What could you possibly do to get more income, better clients, happier people, and more repeat customers? This is important because it takes ten times the money to get a new customer as it does to continue to sell to your ongoing customers.
So I want to talk to you about this because I typically have a luxury car, and I go to a luxury car dealership. I usually have a very high quality of customer service experience. I recently did buy another vehicle. I bought a non-luxury brand vehicle, and I took it in to go get service, and it was actually at the Chevrolet dealership. So I took it in to go get it serviced, and was completely blown away by their level of customer service. In fact, I didn't really think about it when I first called them. I called down to book the appointment, and the gal was extremely friendly on the phone. She was very thorough, and asked me how my day was going, and wanted to know how long I'd had the vehicle... She had this great list of questions that she was asking me:
She asked me about what the long-term goals where.If this was something that I needed to get done really quickly, or Are you interested in keeping this vehicle long-term?
Again, really great questions to keep me engaged and focused.
I gave her some details and at the end of the call I said you know, "how long have you been doing this?" To which she said, "well I've been doing this for 10 years." I said, I don't know how often this happens, but I just wanted to tell you that I am extremely impressed with your level customer service. She said, "Well I really appreciate that, thank you very much, and that means a lot. Is there anything else I can do for you? We'll schedule your vehicle and make sure you have a great day!"
I thought, Man, this is like the best customer service experience I have ever had. I thought, well this is very odd experience. I wouldn't have expected this on a regular non- luxury car type brand. Now my customer service experience did not stop there, however. In fact, after my service, I got a phone call follow-up from the service advisor, after
I got my vehicle back asking did everything go the exact way you wanted? Did your car turn out the exact way you wanted it as I want to make sure you are happy with your overall experience. And I was like "Yeah, well thanks for calling me, I do appreciate that."
Then, the next day, I got an email from them sending me a customer satisfaction survey that said, Jason we just wanted you to know that we value your time. We value your experience. Please let us know how it was, and there were just three simple questions for me: Such as, can you rate us on a scale of 1-10 as we live for our customer service, please let us know if we did anything that would prevent you from rating as a 10.
I thought, Man these guys are on top of it because I've had two separate touches beside my initial one. Then I went to open my mail the other day and what do I have in the mail? A hand written note from the service advisor thanking me for going in and giving them my business. And then today I got another phone call from their customer service manager at the dealership calling me and saying, "Hey I know you worked with so-and-so, and customer service we take very strongly here at our dealership. We just want to make sure if there's anything we could have done to make your visit with us any better, or if you were totally happy." I was like holy cow these people had five touches with me. I just went in for a very basic service at the dealership, but I have to say that sometimes people don't go to dealership because they're more expensive or whatever that reason is but my question to you is: Do you have 5 touches for customer service to provide what are called CNE's, or what are called Critical Non-Essentials. Meaning they are touches that if they weren't there, the customer wouldn't be upset about it, but because those five touches are there you've now enhanced the customer service experience. You've now given them more a reason to do business with you.
So my challenge to you is take a look at your customer service system and say okay what are 5 things we can do for you that add value to our clients and give us an enhanced customer service to give us feedback from the client?
I saw a quote the other day that said, "You will learn the most valuable lessons from your unhappy customers." And so, if they give me negative feedback, that's one of the best things that you can learn, and if they give you positive feedback that means you have a great customer for life. So that's it for me, Jason Everett, on today's video newsletter.
Hey Everybody! It’s Jason Everett again, here from Business Refuel and I want to talk to you today about a problem that comes up in a lot of offices. In fact, it comes up more often than you might think. It’s a training problem, where you may have told somebody over and over again how to do something, or what to do and they’re still coming back with their version instead of what you wanted them to. So before you let them go, before you tell them they’re horrible/they’re no good, and they shouldn’t be there; I’d like to offer another solution because in any great leadership position, leadership starts by examining what they do before they blame it on their team.
Today in this quick newsletter tip for you, what I want to share with you is a methodology that works the same way for maybe a skill you are more familiar with like learning how to drive a car. In fact, when I was younger, my Dad taught me how to drive at a very young age. I grew up a mile and a half down a dirt road, out in the middle of nowhere, and we used to be able to drive down this dirt road when we were really small. So what we used to do when I was first starting to learn how to drive with my Dad, is we used to sit on his lap, and steer the steering wheel (and of course he used to have his hand on it making sure we weren’t driving off the road or something like that), and then once we got old enough he allowed us to use the stick shift. It was a stick shift. We would shift into 2nd gear, then back into 1st, and things like that, and then as soon as I was tall enough, we used to sit on a phonebook and just operate the pedals and then my Dad would hold the steering wheel. By that time we were pretty good at it, and then once I didn’t need the phone book anymore I was off and driving. Which by the way, I was about between 8 and 10 years old when I was driving a stick shift so I never learned how to drive traditionally like most people do when they are between 14 and 16 years old.
The reason why I bring this up is when you are teaching people, you’ve got to give it to them in small doses. In business it is the exact same way. Often times in business we are so overwhelmed by tasks that we barely know how to do ourselves, that we quickly shove off, and push off, to somebody else and say, “Hey, you figure it out. I don’t have time.” That’s how most training ends up happening, or they say, “Here is my entire agenda, and i want you to get threw that... So here’s what you need to do, here’s what you need to do.” You tell them what to do and you just give them the task and then when they come back, and it’s not right. You get frustrated, or you get upset.
So here are 4 things that you need to do that will help you to train people and get them up to speed:
1. I Do, You Watch -The first step #1 is called I Do, You Watch. So when I was with my Dad, he would drive the car, I would sit in the passenger seat and I would watch. He would say, “Watch what i do, here’s how the clutch works,” and he would explain it to me and tell me exactly what he was doing. He would not just watch me drive, he would explain to me what was going on. So that is I Do, You Watch.
2. I Do, You Help -Now, #2 in this process is I Do, You Help. This is where I would actually sit on his lap, and use the steering wheel. I was a participant in the process. I was doing something relatively harmless, and I couldn’t get in too much trouble by touching the steering wheel (and he could very quickly take the wheel back if he needed to), but he would operate the clutch and all of those things. So again, Number 1: I Do, You Watch. Number 2: I Do, You Help, and you can probably guess what Number 3 is...
3. You Do, I Help -Number 3 is, You Do, I Help. Now this is where my Dad would come into play, I was actually doing it. I was sitting on the phone book, I was operating the clutch and the pedals. My Dad would be able to use the e-brake, or change the steering or whatever was needed and he would support me as I was driving. As opposed to the other way around. The final stage that you want to get into, is Number 4 (below).
4. You Do, I Watch -Number 4 is, You Do, I Watch. Now the reason why you do that is you don’t want to just say, “Okay, you’ve got the task now, just go off and do it on your own,” which is what most people do. My Dad was in the car with me, while I was driving... maybe so I wouldn’t run off the road. Now at 7-8 years old, we were actually able to drive the car by ourselves up and down the road, and we were able to do it on our own, but that was only because we had been responsible enough to do it when he was in the vehicle.
So if you want to figure out how to get your team trained, and up to speed very quickly, use those 4 tips that I gave you today. Make sure you give them “the process,” even if you are busy, even if you are overwhelmed. I guarantee it will make a huge difference in how you train your team.
So that’s it for this week’s video newsletter tip.
Hey Everybody! It’s Jason Everett, and welcome to another video newsletter brought to you by Business Refuel.
I’m excited today because I want to talk to you about the difference between a Professional and an Amateur. Let’s start by looking at a Professional Athlete versus an Amateur Athlete.
Well, what are some attributes of a Professional? They have a couple things that distinguish them from an amateur. I’m going to give you a list of 4 things that I think distinguish them as a Professional athlete:
Number 1: A Professional Athlete typically has a plan. They have a written plan, they know exactly what they are going to do, they are signed to a team, and they have a plan for their future that is written down; Versus an Amateur is somebody who picks up a game whenever they want to pick it up, on the side/with some friends.. whatever it is, but it’s more haphazard. More “just because they can” as an amateur.
Number 2: A Professional Athlete works on a very confident team, In fact, with other high performers that in some cases are better in other areas of the sport than they are. For example, if they are a good free throw shooter, or a good rebounder, you bring other people to the team that are great in those other areas; Versus an Amateur finds whomever is lying around. i.e.: If you happen to have 1 or 2 friends of yours lying around, you rope them into a game. You don’t really look for their unique talents or know what their individual skill sets are.
Number 3: A Professional Athlete always has a professional coach, someone who has been in the coaching industry and has experience doing that, and has also created other champions; Versus an Amateur Athlete, they tend to do it on their own. They say, “I don’t need a coach, this is what I do.” Have you ever watch an amateur game of basketball? Everybody hangs-out, Everybody tries to be the coach... Everybody thinks they are doing it better than the other. Everyone is trying to coach each other, instead of just one person coaching and running the whole organization.
Number 4: A Professional Athlete makes way more money than an amateur ever will. In fact, in order to be a Professional Athlete you should get paid for what you do. There are plenty of Amateur athletes that make a little bit of money. Professional athletes make a lot of money. In fact, it is the number one, highest producing incomes in the country. Which is why so many people want to become a Professional athlete; Versus an Amateur, they do it because they love it, as a hobby, something to have on the side. But I want to say this to you because most business owners get into business for themselves because they love something so much and they don’t want to work for somebody else. This is the wrong reason to get into business, and it’s part of what sets you up to be an amateur business owner instead of a professional.
Take a look at the first 3 things that I mentioned: 1- Having a written plan. 2-Having a team that’s better than you in many areas.. 3- Having a coach for your business. And if you don’t have any of those 3 things, you need to do something about it right away, get on writing a plan, take a look at your team, or hire a coach. It does not have to be us, but it should be a coach that will help you grow and succeed in your business.
So that’s it for this week’s video newsletter about professional business owner’s versus amateur business owners. Take care!
Problem Solving and Solutions
By shear virtue of luck, location, or networking, you come face to face with the person who can help you achieve your goals daily. Be prepared with an elevator pitch so that you may capitalize on the opportunity, instead of just letting it walk out the door.
An elevator pitch is a communication tool, but most importantly, an elevator pitch is a teaching tool. The point of an elevator pitch isn’t to get into every detail of your solution. Instead, you want to make sure the audience understands what you are talking about and what’s in it for them.
The true purpose of an elevator pitches is to gain interest so that the person is engaging in a conversation. Remember, an effective elevator pitch explains the problem your solution solves. An effective elevator pitch addresses the specific interests and concerns, customized to it’s audience. Be memorable and make valuable connections by taking the time to create a valuable elevator pitch.