Category Archives: Consultant

The Lost Art of Discipline

https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Fthepurpleninjette%2Fvideos%2F231427823979497%2F&show_text=0&width=560“>Gaby Diaz-Cervo

A message from an ETR sponsor

Hey, it’s Chad Howse here.

I’m a former 9-5er turned entrepreneur… also a former scrawny amateur boxer turned muscular published fitness author.

But a decade ago I had no money. Actually, less than no money, was in debt, and got out of shape for the first time in my life.

Rather than searching for a ‘get rich quick’ product or workout to get me in shape, I focused on developing discipline.

Nothing else, just creating the habits that the ‘rich, ripped, and successful’ version of me would have to develop.

Discipline, however, rarely endures when it’s dependent on willpower.

Just like your ideal body, discipline can’t be built with motivation alone. It requires a process, plan, and strategy if it’s going to live forever.

That’s what I focused on. I devoured every book I could possibly find on the subject, from theory and philosophy, to solid scientific evidence on what works. I read about great historical figures, guys I wanted to emulate, and realized it wasn’t talent or willpower that made them great; it was discipline.

I got on a routine. I became the same man every day rather than the guy with no money who depended on inspiration to write content and create products.

To be honest, it didn’t take long to turn things around.

After a few months of my discipline program I began to make more money and my body changed in front of my eyes.

Here’s a secret that marketers don’t want to tell you: the program doesn’t matter as much as your discipline in following it.

Discipline makes transformations.

I’m still a work-in-progress and I always will be, but the freedom I have today from stress, from a boss breathing down my neck, and the freedom to travel the world, buy a house, and live life on my own terms isn’t due to intelligence.

I owe it all to discipline. And the more discipline I develop, the more freedom I have in my life.

That’s the greatest misconception about discipline— that it’s confining. In reality, it’s liberating.

But I’m not a naturally disciplined guy. I need a program to follow, some kind of daily guidance that gives me clarity on where my attention needs to be focused.

I’m guessing you’re the same.

In fact, I’ve never met a ‘naturally disciplined person’ in my life.

Everyone I know who’s killing it, struggles. They all struggle. Theodore Roosevelt, John D. Rockefeller, even Napoleon Bonaparte struggled mightily to be the disciplined men that would develop greatness.

And without a plan, you’re out of luck.

That’s why I created The Lost Art of Discipline – a mission to not only build your ideal body, but the life you were meant to live.

Take the challenge that is the Lost Art of Discipline and be the person that even your most ambitious dreams didn’t imagine you’d become.

Tired Of Being Overworked, Sacrificing Your Health, And Missing Out On Time With Your Family?

10%Better To Win

Influencive

 


Be 10 Percent Better to Win

By Betty Liu @BettyWLiu

 

You’ve read about being 10 percent happier, but what about being 10 percent better?

One entrepreneur, the highly successful and driven Kevin Ryan, founder of Business Insider, Gilt Groupe, MongoDB, and many others, says in order to succeed, you only need to be 10 percent better.

If you doubt his opinion, Ryan told me you need to look no further than Google.

In the latest episode of our Radiate podcast, Ryan notes: “I think one of the mistakes that people make [is] they think their idea is not groundbreaking. And by the way, most ideas are not groundbreaking. Google was a terrible idea when you think about it. It was just a search engine; there already were seven. Theirs was a little bit better. That’s it.

“They had the idea, and the way of doing the search engine was a better way of doing it. And so the results probably 10 percent of the time were fundamentally better. Ninety percent didn’t change, but 10 percent was [better]. And that was enough.”

Hearing this is a relief. You mean I don’t need to build a whole new type of rocket like Elon Musk to become a billionaire? Or invent a whole new electronic device like Steve Jobs?

The more I thought about what Kevin said, the more I realized how absolutely right he was. Most of us think we need to create the next big thing to succeed, and we become frustrated when every single idea seems so inadequate. When I first had my twin boys, my sister and I–ever the budding sister entrepreneurs–thought of a baby gifting business, since both of us were awash in baby drool and diapers all day long.

But when we scanned the internet, there were already dozens of gifting sites just like ours. And they were pretty damn good. Motivation sapped, we hung up the idea after a few sketches and late-night brainstorming sessions. Besides, did we really think we were the only ones with this great idea?

When I think back on it, we were just too inexperienced to understand that precisely because there were so many companies with the same idea out there, ours was actually a good one. And in fact, thinking about it some more, many of the smashing success stories you read about are companies that simply improved on what others were doing:

  • Facebook: Remember Friendster or MySpace? Mark Z just made social networks better.
  • Microsoft: There were half a dozen operating systems already from IBM, Atari, and others. Bill Gates just made his better.
  • Starbucks: Coffee shops were everywhere (that’s why venture capitalist Alan Patricof declined to invest. Oops). Howard Schultz made his spot a little more comfy.
  • Apple: BlackBerry was already making a pretty good phone. Steve Jobs made his iPhone better.

Now that I’m starting a company of my own for real–no diaper ideas this time–I’m taking Kevin’s observation to heart. How do we make our site and network for professionals 10 percent better than what’s already out there? If people are already going to other sites for help with their careers, what can we do that’s different?

That’s exactly what our small team is focused on right now. However, trying to figure that out is not 10 percent harder, it’s 100 percent harder. It seems like an unfair mathematical equation–put in 100 percent of the effort for a 10 percent improvement, but when you’re trying to be the Kevin’s of this world, that’s the kind of math that adds up.

Dare to dream

 


Dare to dream

Take a moment and dare to see in your mind’s eye the most breathtaking, rewarding life that you can image. Dream big!  Don’t let anything from your past stop you from this moment of seeing the richness that you know life can hold.

Create in your mind a world where your dreams do come true. See every detail and smell every scent of your own wonderful version of what you want out of life.

Now, take a moment, listen to your heart. Search your feelings about how peaceful the world you imagine for yourself would be. If you could spend your time doing precisely what you wish, how would the moments of your life be lived?

When you get in touch with your dreams, you breathe life into possibility. The more vividly you consider how you want your world to be, the more real and effective tools you will have for making it so.

Your dreams are the fuel that propels you to your destiny. Center your attention and your passion on your dreams daily. Keep your heart on that which is truly wonderful, beautiful, inspiring and joyful to you.

Dare to dream!

Ghostwriting

 


Writing in the Background: A Glimpse into Ghostwriting

By Assuanta Howard @astapubl

Ghostwriting can be synonymous with translating or editing, but it can also mean researching or organizing a written piece. Perhaps the word “translating” is the best way to characterize ghostwriting, whether it’s translating scattered ideas into a cohesive work or capturing and translating the style and voice of an author.

Although ghostwriters perform a myriad of functions in the production of a publication, ghostwriters often remain completely anonymous, unknown to their readers. Sometimes an author may choose to name a ghostwriter as coauthor and credit the ghostwriter’s contribution to the overall creative formation of the work. Other times a ghostwriter might simply be thanked in the acknowledgements.

So, why hire a ghostwriter?

Ghostwriters can organize thoughts and perform research for you. These services can be extremely helpful, especially if your book is primarily purposed to instruct or inform. You may have general knowledge and ideas for your book that a ghostwriter can help you build upon. You can give your ghostwriter your vision for your work and then he or she can help your brainstorm or research to find more ideas.

Ghostwriters also help an author express his or her voice in written form. Speaking is certainly different from writing, and although one might have ideas and enthusiasm, it can sometimes be difficult to translate that onto paper. Not everyone with a great book idea is as comfortable with writing as they are with speaking. In these cases, the ghostwriter’s greatest task is interviewing the author and then capturing the author’s tone as he or she writes the book for the author.

Whose work is it really?

The “credit” for the creative work of ghostwriting may seem like a point of contention. There are several ways to view this issue. One is to see the “creator” of the work as the one who first had the idea, and the other is to view the creator as the one who wrote the piece. If one understands “creation” as the conception of ideas, then creative credit must go to the author.

Ghostwriters can be a wonderful asset to authors; they ease the burden of research, editing, and revising, and they help authors turn thoughts and ideas into publishable material. Ghostwriters are like the pen in an author’s hand. With the author’s direction, they move to find a way to best communicate the author’s message.

Asta Publications has a long history of helping writers tell their stories and get published. Since 2004, Asta Publications has helped hundreds of authors bring their book concepts to life and we are ready to help you too! Our dedication to our authors is unmatched. We deliver first-class products and services that are accurate, high quality, and exceed our authors’ expectations.

www.astapublications.com

After Meeting Anyone

The One Thing You Should Do After Meeting Anyone New

By Michael Simmons

At 24-years-old, Francis Pedraza is the co-founder and CEO of a venture-backed company, Everest. In addition, he is an advisor to 10 tech companies, each of whom he does hundreds of introductions for in return for equity.

It is hard to predict how my Forbes interviews will go. Most top relationships builders are not able to articulate how they do what they do.

Francis does not fall into this camp.

Within a few minutes of talking with him, he had transformed my perspective on relationship building.

The elaborate system he has created allows him to dramatically scale the value he adds to the people in his network.

How could a 24-year-old founder who is busy building a company offer more introductions than venture capitalists whose full-time job is to find and support portfolio companies into which they’ve invested millions of dollars?

Why You Should Share Your Network With Other Entrepreneurs You’ve Vetted

Imagine building a road to an amazing place and then only using it once.

That would not only be a waste; it would be selfish.

You’ve already incurred the cost, and it doesn’t hurt you if other people use it. In fact, it helps to share because you build relationships with other drivers who appreciate your generosity.

Despite the obvious benefits, most entrepreneurs fail to proactively share their networks of vendors, investors, employees, and partners.

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They build it and then let it sit.

If you’re raising money, you talk to dozens of investors until you’re finished. Then, you focus on other networks. The same goes for interviewing dozens of employees and vendors to fill open positions. Once you fill a position, you stop looking until the next time you have a position.

Here’s the problem with the on/off approach: If you don’t always nurture these networks, then they are harder to activate when you need them.

Francis’ insight was to make introductions for other high potential tech companies to investors, designers, and engineers he already knew even when he didn’t immediately need these networks.

Speaking on why he made this decision, he shared two reasons:

  1. Building Relationships With Investors

    “When we raise our next round of financing, potential investors will be less likely to ignore me or act in bad faith, because they know that I’ve built a big network and proven its value.”

  2. Learning From Top Entrepreneurs In Other Sectors

    “By being a trusted advisor to other companies, I broaden my perspective in two ways. First, I become privy to the deepest challenges of other top tech companies. Secondly, I learn what they’re learning as they learn it.”

At this point, most people using Francis’ logic would take an ad hoc process to making introductions when people came top of mind.

Instead, Francis created an extremely powerful system that simplified and scaled his impact.

Focus On Quality Before Quantity

The difference between introducing an investor to a world-class entrepreneur and a talented entrepreneur is tremendous.

Investors earn almost their entire return from one in ten companies they invest in that hit it big.

With this in mind, Francis decided to actively search for and select high potential startups that he believed in that he could advise.

By primarily making only high-quality introductions to startups he had vetted, he could provide more value to investors and learn more from the entrepreneurs.

Why Making Hundreds of Introductions For A Single Company Makes Sense

Finally, instead of doing just a few introductions for each company, Francis does hundreds. To receive funding or to fill open positions requires talking to dozens of people. By only making a few introductions, you’re certainly helping, but you’re not pushing the ball forward as much as you could be given the need and your ability. Here’s Francis’ logic:

The reason I make hundreds of introductions rather than just a few is that fundraising is hugely impacted by momentum. It’s best to fundraise within a short window so that there is a lot interest at once and investors have time pressure. Furthermore, most investment meetings don’t turn into investments so startups need a lot of introductions in order to create momentum and find the needle in the haystack.

In order to scale the introductions you make, you have to organize your network in the right way. This brings us back to the title of the article…

Upfront Segmentation Is Better Than Top of Mind Later

The one thing you should you do after you meet someone is add them to the right cluster (i.e. – segment).

Most people treat their networks as one large connected cluster. The reality is that it is a set of many clusters.

This is critical because of relevancy. When you have a new article you want to share, a person you want to make an introduction for, or a dinner you want to invite people to, there two very likely possibilities:

  1. The opportunities are only relevant for a small segment (i.e., common passion, specific industry, location, etc.) of your network.

  2. Many of the opportunities you come across are relevant to the same few segments again and again.

The beauty of these two points is that if you find the segments that are relevant for your network, you can organize people into lists that you can reference whenever you need to.

Most people completely depend on who is top of mind. The problem is that the brain is designed to forget the large majority of what it’s exposed to. Just because someone doesn’t come to mind, it doesn’t mean that there aren’t many people who should have.

In my experience, by depending on what is top of mind, there is a good chance you’re missing relevant people by a factor of 10.

Because Francis divides his network into very clear segments upfront, knows how he is providing value, and has a tool that allows him to easily view segments, he is able to systematize all of his processes so they take dramatically less time.

Below is how Francis segments the investors in his network:

1. Segmentation

  • Corporate Development

  • Fund of Funds

  • Hedge Funds

  • Venture funds

  • Angel

  • Seed

2. Filtering.

  • Location

  • Fund Size

  • When The Fund Was Started

  • Check Size

To do segmentation, Francis uses social relationship intelligence platform, RelateIQ (see screenshot below). Started in 2013 with $40M+ in funding, the startup aims to use big data to help people build deeper relationships.

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Collect Data On People To Segment, Not Just To Jog Your Memory

With this new approach, you collect basic data for one purpose; putting people in a segment. This stands into contrast with most systems that are purely designed to jog your memory for the future. Most segmenting / tagging systems get mired in complexity; tags that are too similar or no longer relevant. As a result, many give up because the process is too time-intensive. Patrick Ewers, one of silicon valley’s top relationship management coaches and an advisor to Contactually (a platform similar to RelateIQ), helps guide his clients on how to segment their networks. In his words, “Before you go out and tag every single person with every single interest, narrow it down. Otherwise, it becomes a real brute force effort. You constantly have to add and remove people and tags. It’s one of those things that gets stale really fast. It’s like your address book that you never use. The key idea is simplicity.  I recommend starting with only 5 segments.” For too many people, networking is a bad word. It has come to signify individuals who use communication as an opportunity to broadcast what they want from others who aren’t even relevant to that product or service. Relationship building has become the antithesis of this idea. It represents personalized and relevant giving in order to build a relationship. Segmentation, when used properly, is one of the most powerful tools to deepen and scale the most important relationships in your life.

About the Author: Michael Simmons is the co-founder of Empact, a global entrepreneurship education organization that has held 500+ entrepreneurship events including Summits at the White House, US Chamber of Commerce, and United Nations. Connect with him on Twitter (@michaeldsimmons)Google+ and his Blog.

Mistakes

People don’t care how much you know — until they know how much you care.” — John C. Maxwell

The Dumbest Mistake That Smart People Make

By Michael Simmons

It was a little past 1:00 a.m, and I sat alone at the dining room table. If only I had listened to my tired body and gone to sleep, I might have saved a friendship and a business partnership.

Instead, I pushed through and gave overly harsh feedback on a letter. It took me only a few minutes to send my feedback, but it damaged that relationship forever. The person never came back to me for feedback, and it contributed to a negative spiral in the relationship that ultimately failed.

That’s when I learned the stakes of giving bad feedback. As leaders, parents, and friends, if we chronically give bad feedback we destroy relationships, make other people feel stupid, and stunt their growth.

Giving feedback incorrectly is one of the worst mistakes smart people are particularly prone to make. Experts tend to…

  • overestimate their expertise and give feedback in areas where they don’t have expertise;
  • feel compelled to give feedback as a result of their expertise;
  • be condescending as a result of thinking something is obvious to others when it isn’t; and
  • be too general as a result of forgetting the little insights that make up ideas.

These disadvantages are collectively known as the curse of knowledge.

I interviewed 10 world-class leaders (including the founder of two television networks, a former Fortune 500 CEO, and similarly successful entrepreneurs) to get their perspective on how to give feedback in the best way. In the few minutes it takes to read this article, you’ll have a whole new toolkit, which will immediately improve how you give feedback to others.

1. Help employees think like owners

Jason Duff, founder and CEO of COMSTOR Outdoor

I think the best way for a CEO to give feedback is by letting his or her employees experience what it’s like to be an owner.

I used to want to shield my team from the hard parts of what I do. The unintended result was employees who made poor decisions and developed beliefs that everything is easier than it actually is.

To inspire an ownership mindset, I follow two practices that work really well:

Job shadowing. I’m a big believer in the idea that you can’t really understand someone’s perspective until you walk a mile in their shoes. I shadow my employees, and they shadow me as well as each other. This helps us understand each other, but also be nimble and step in when necessary.

Open-book accounting. We recently moved our business to open book accounting, which means we share all of our financial numbers with our employees. This was a very difficult decision for me but I’ve been impressed with the outcome so far. Misconceptions about the money that I was, or was not making, have been completely put on the table. Many of my employees had a lot of sympathy with some of the financial goals, challenges, and tax consequences that the company was facing. They offered great ideas and suggestions about their roles and their compensations to help the company be more successful. I highly recommend The Great Game of Business to learn about the power of open book accounting and how to implement it in your company.

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2. Put on your welcome face

Ryan Simonetti, co-founder of Convene

I have one core belief, based on research in Drive, that structures how I give feedback: People are intrinsically motivated to do a great job. They don’t intentionally do bad work.

Most people I know take a tremendous amount of pride in their work and have an emotionally vested interest in both their success and that of their company.

What this means is that my job isn’t to reprimand or judge people. My true job is to empower them. Given that most communication is nonverbal, the most important thing I can do is to be in the right state of mind before I give feedback. I call this putting on a ‘welcome face’. To me this signifies “I’m open, compassionate, and excited to listen.” If I can’t immediately get myself to be authentically in that state, I will sleep on it.

Finally, I lead feedback discussions with an open-ended question like, “What is it about this project that you’re especially proud of?” My goal is to put myself in the other person’s shoes before I make judgments.

3. Follow the NORMS of objectivity

Rohit Anabheri, founder of Circa Ventures

I use what I call the “NORMS approach” to keep the feedback objective rather than subjective. Here’s how it works:

Not an interpretation. Describe the behavior, don’t interpret why someone did something.

Observable. Focus on specific behavior or outcomes that are seen or heard.

Reliable. Two or more people independently agree on what they observed.

Measurable. Use facts to describe the behavior or result rather than superlatives like ‘all the time’ or ‘always’.

Specific. Based on a detailed description of the event (e.g., who was involved, where and when it happened, and what was the context and sequence of events).

As a result of going through this process, “John is always late,” turns into, “John was late for the leadership meeting three times last week.” This helps avoid emotions and exaggerations, as well as the disagreements that come when someone naturally tries to defend their behavior.

4. Put on your coaching hat

Benji Rabhan, founder & CEO of Apollo Scheduling

When I’m about to give feedback, I put on my coach hat. Here’s what I do:

Strike while the iron is cold. To be effective, I must wait until I have emotionally separated myself from the equation. This way, I can proceed calmly and collectively, so as to not engage the employee’s fight or flight reflex.

Ask for permission. Once we sit down together, I say, “I’m going to wear the coaching hat as we talk about the project. Is that okay?” With their agreement, I explain, “There’s been something I’ve been trying to figure out, and I need your help. I am betting there is something I did not tell you, or there is a difference between our past experiences in this area. Do you mind if I ask you a few questions to see if we can figure out what I’m missing?” Doing this sets the context of the discussion as mutual improvement and prevents defensiveness.

Challenge assumptions with open-ended questions. I ask questions to help me understand their process for creating the work. Rather than ask, “Did you know that you did this wrong?” I’ll say, “Tell me about how you went about this assignment.” As they’re sharing, I’ll ask follow-up questions such as “What was the thought process of why you did it that way?” I keep going until I run out of questions. Open-ended questions help me discover what went wrong on the assignment, and how to correct the missteps. They also help the employee see the gaps in their own logic without me even having to say anything. And sometimes, I realize that I’m the one with the gap or that we both are.

In the end, I believe the key to making the process work is a sincere curiosity and desire to:

  • Understand what you personally could do better.
  • Get to the root of the problem.
  • Help the other person solve their own challenges in a peaceful way.

I recommend the book, Nonviolent Communication. It details great processes for having difficult conversations without sparking negativity.

5. Forget motivation. Stop demotivating.

Sevetri Wilson, CEO of Solid Ground Innovations

I am a very “straight to the point” person, and I’ve learned the hard way that this can really hurt morale.

Constant criticism, without an environment that praises great work, leads to employees becoming demotivated because they feel like they can never be ‘good enough.’ In a study that surveyed 1.2 million employees at primarily Fortune 1000 companies, they found that employees often don’t need motivation. It is constant critique without recognition that causes them to be demotivated.

When I give constructive criticism, I always emphasize that I believe in the person and their work. If I didn’t, I wouldn’t have hired them. I make it a point to let my team members know that I’m fully aware of their capabilities, and I won’t accept anything less. I try to transform the conversation’s energy into something constructive by reminding them of what I loved about their other more successful projects and work. Whether that’s creativity, attention to detail, or content, it’s important to get people to dig deep down and pull out the work that made me hire them in the first place.

6. Give the conversation over to the employee

Brian Scudamore, founder and CEO of 1-800-GOT-JUNK?, You Move Me, and Wow 1 Day Painting

My approach is to turn the conversation over to employees to lead – and hopefully – resolve.

I start by asking “How do you feel about your work?” or “Is this your best?”

Then my role becomes, “How can I help you?”

This leads to more employee ownership over problems and solutions. By taking myself out of the equation, I avoid negative feelings, but more importantly I believe the team grows and becomes capable of solving even greater challenges on their own.

Ultimately, this has led to a culture where our team looks forward to getting negative feedback because they know they will benefit from it. This mirrors the approach taken by Elon Musk, CEO of SpaceX and Tesla Motors, who proactively seeks out and listens to negative feedback.

7. Be tough-minded on standards and tender-hearted with people

Doug Conant, former CEO of Fortune 500 company Campbell Soup Company and founder and CEO of Conant Leadership

When I give feedback, I often start with the four magic words of leadership, “How can I help?” Next, I ask additional questions to get to the root challenge. For example, “What can we do better?”

By asking these questions with sincerity, commitment, and a desire to help, leaders can be tough-minded on standards and tender-hearted with people. Most people unnecessarily sacrifice one for the other, but it is imperative that leaders incorporate both in a meaningful way, if they hope to achieve sustainable high performance.

The power of this approach is that it:

Sets the purpose of the conversation as solving the problem, not attacking the person.

Positions myself as a resource rather than a combatant.

Empowers the person to productively work through the issue.

8. Sandwich your feedback and spread it out

Cameron Herold, author of Double Double, CEO coach, and globally renowned speaker

I “sandwich” the constructive criticism inside the good stuff and spread it out throughout the day:

1. Tell them what they’re doing well.

2. Tell them what specifically needs to improve.

3. Tell them something else they’re doing well.

I learned this 30 years ago in the One Minute Manager, and it still holds up today. It’s also a great way to raise kids too – and I have four. Here’s why it works:

It is crucial to give MORE positive feedback than negative feedback. According to one study, top performing teams give each other more than five positive comments for every negative one.

It is crucial to give feedback immediately. Stanford University researcher on behavioral change, BJ Fogg, shares, “It’s critical for people to give feedback during or immediately after the behavior so that people’s brains will wire it correctly.” In other words, the tighter the feedback loop, the more immediately that feedback can be incorporated into and influence future behavior. How much more slowly would your golf swing improve if someone told you to ‘square your shoulders’ a week after a practice session vs. after your first few swings?

9. Direct your passion to competitors and your heart toward employees

Aaron Steed, CEO of Meathead Movers

We all have passion and heart about our businesses. That passion is critical for the success of the company. It’s good for employees to see. However, the mistake that many founders make is directing that energy negatively toward employees with harsh feedback that employees can’t help but take personally.

The goal isn’t to kill the passion; it’s to redirect it.

When giving feedback, I direct my passion toward competitors, and my heart toward employees. When I do this, meetings turn from defensive to inspirational. Here’s how I do it:

I set my default to always come from a place of love, gratitude and curiosity (LGC).

I write “LGC” on the top of my personal, printed meeting agenda, if I’m stepping into a serious meeting. This helps me focus on why LGC is important. Our environment unconsciously triggers certain emotions. One study even found that holding a warm cup of coffee can increase the odds of us being more warm to others.

10. Show a funny video before giving feedback

Kay Koplovitz, founder, USA Network and Syfy

A great way to relax someone is to find a cartoon, funny video or something else of interest to share to help the person let down their defensive guard. From there, it is easier to direct conversation to why their performance was subpar, and how to improve.

Beyond the immediate impact on everyone’s mood, laughter has long-term health benefits as well. And it may not only help the person you’re giving feedback to! It may help you. If you’re resisting confronting a lackluster performance, keep in mind a fascinating study, which found watching comedy videos increases willpower!

About the Author: Michael Simmons is a bestselling author, international keynote speaker, award-winning young entrepreneur, and columnist for Forbes, Business Insider, and Harvard Business Review. Simmons is the co-founder & partner of Empact, a global entrepreneurship education organization that has held 500+ entrepreneurship events including Summits at the White House, US Chamber of Commerce, and United Nations. Connect with him on Twitter (@michaeldsimmons) and his Blog.

Share Your Gifts To The World

How to Stop Holding Yourself Back

By Bedros Keuilian

A lot of people have the E-brake on.

Here’s what that means.

When things don’t work out in our businesses — or at work — we often blame other people or the circumstances.

You blame your co-workers.

You blame the people you hired.

You blame the marketing or sales team.

You might even blame the potential customer.

“The market just doesn’t understand what I have.”

You think you need…

  • Better closing skills

  • A slicker sales funnel

  • A more compelling offer

  • Or the latest sneaky marketing trick being hawked by the so-called “gurus”

After you finish playing the blame game, you simply give up.

But here’s the cold, hard truth about what’s really going on.

You’re throwing the fight.

You aren’t giving your best.

You’re making excuses and taking the easy way out.

I can tell.

You see, thousands of clients have gone through my various coaching programs.

And I know when a person has real marketing problems…

…and when a person has self-sabotage issues.

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In fact, and he won’t mind me saying this, our good friend, Craig Ballantyne, is one of those people. That’s right, Craig himself still has self-sabotage issues.

And you do, too.

I call this self-sabotage issue, “the E-brake problem.”

But it’s not your fault.

Let me explain.

I could give you and Craig a brand new Ferrari, but if the Emergency brake (the E-brake) is pulled, then it won’t go faster than a Honda Civic.

That’s because the car has been neutered.

Likewise, most people have a neutered subconscious mind.

They are holding themselves back.

They’ve got the E-brake on.

You might have a great idea and a hungry market that needs your help, but if you’ve got the brakes on, you’ll never get where you want to be.

But the only way for you to succeed and play up a level is to drop that E-brake.

You have value to add to the world.

You have lives to change.

You have the ability to make a massive impact on the lives of millions…

Just like Craig.

That’s one of the reasons he hired me as his coach — even though we’re business partners.

Craig was wise enough to know that he needed help.

He needed a mentor to guide him and to stop himself from holding back.

You need help releasing the e-brake, too.

It might be that you’re afraid of criticism, afraid of what other people might say, afraid of what your family might think, afraid of failure, and even afraid of success.

Instead of going all out, you hold back because you’re being selfish and protecting yourself from what others think.

So how do you drop the E-brake and accelerate down the road to success?

The answer is that you need to change your belief system.

For example, you might have a negative money mindset that your parents put in your head.

Perhaps they told you that money’s bad, money’s for the rich, that other people have success and we don’t, that we’re the working class and will never be anything else, or that the rich have knowledge that you don’t or ever will.

That negative belief system can be crippling.

It’s one that has held back Craig.

He’s slowly overcoming it, but let me tell you, the anti-abundance chains can be a heavy, heavy weight.

Our childhood experiences shape us, and they shackle us.

You might know the feeling.

There are other pains from the past that can keep us in a mental prison.

You might have been on the receiving end of a cruel comment from a schoolteacher.

Or you might have been abused like I was as a little boy.

Bad things happened to me when I was just a 4-year old kid in Armenia before our family immigrated to America.

Because of this trauma, I found a million reasons in my life to fail at things.

I failed at things on purpose.

Procrastination was one of my bad habits ten years ago before I released the brake.

I’d have a good idea and set aside for “the future,” and then never get around to it.

I went broke in my first business, an online supplement company because I didn’t feel deserving of success.

I didn’t believe that anybody would even want to hear from me.

But the truth of the matter is I had the knowledge to help people and yet I was too afraid to share it.

I pulled my punches.

I threw that fight.

It took years for me to get over it.

But eventually, when I started to work on my personal development, changing my belief systems and cutting out the negative people in my life, I was finally able to break free.

I gave myself permission to succeed.

The time had come to stop holding back, to go out and add massive value to the world, to be an evangelical believer in the message I am here to share.

That’s how I dropped the E-brake.

Join me.

If you’re like I once was, you need to change.

When you drop the E-brake, ideas flow to you and all of a sudden you magically have the courage to take action and overcome the bad habit of procrastination once and for all.

Listen, you have an obligation to get your solution in the hands of as many people as you can so that you can make a change in their lives.

That is how you will free yourself — by first believing in yourself, and then giving of yourself to the world.

It’s the message that I’ve told Craig over and over again, and I can see him believing in it now more than ever.

And let me tell you, he’s a great student.

Everything I instruct him to do, he does.

He takes action.

He works on the skills he needs to improve.

He practices his presentations more than ever.

He asks for feedback.

More important, he is man enough to accept the constructive criticism and then goes back to work on his weaknesses.

And you can too.

Join Craig.

Join me.

Release the brakes.

It all starts with the belief you have a unique gift to share with the world.

And then you need to take massive action.

You don’t need more education.

You just need to take what you know and do it.

You just need to roll up your sleeves and get your hands dirty.

Add your value. Sell your message. Do the work.

Get feedback. Fail forward.

And do it again and again.

Each time you do, the E-brake will drop lower and lower…

…And you’ll go faster and faster.

Trust me.

This approach to life is working for Craig, it worked for me, and it will work for you, too.

About the Author: Bedros Keuilian is the embodiment of the American Dream. Arriving in the United States from the communist Soviet Union back in 1980, his family went from being broke to eventually adding value to their new community. Today, Bedros helps over 45,000 fitness experts grow their businesses. Bedros knows the American Dream is NOT dead, because he is living it right now.

How To Increase Your Brand

 


Why Entrepreneurs Should Turn Their Expertise into a Book

By Assuanta Howard @astapubl

Entrepreneurs who have published books are able to extend their brand, become public speakers, gain more customers, and more. Being a published author will open many doors to you and grant you with opportunities to increase your income and add to your credibility.

Writing a book is an opportunity to reach out to an audience that never would have found you. It’s a chance for you to expand your audience and demonstrate your expertise, philosophy, and best practices. According to an article written by Laura Cross, “Writing and publishing a book related to your expertise will have a significant impact on your credibility and can substantially increase your bottom line. In a survey conducted for the Business Impact of Writing a Book:

  • 96% of authors reported that publishing a book positively influenced their businesses
  • 94% said it improved their brands
  • 95% generated more speaking engagements
  • 96% generated more clients
  • 94% generated more leads
  • 87% said it allowed them to charge higher fees
  • 87% reported that it allowed them to generate a more desirable client base
  • 76% said it allowed them to close more deals`1

What those figures reveal is that if you’re serious about your business, becoming a published author is no longer an option, it’s a necessity for market advantage.

There are many reasons why a business owner should write and publish a book and the top four are listed below:

  1. Enhances Your Visibility-Writing a book positions you as an expert within your industry.  Differentiating yourself in the marketplace is more important now than ever before. What makes you unique? Why should someone hire you over your competitor? Having a book to your credit helps you answer those questions.
  2. Be Seen as Credible– You will gain instant credibility and people will be more inclined to trust and believe you. Being an expert author helps you cement your credibility and deliver your expertise to a wider audience.
  3. Elevate yourselfabove your competition by being known as “the expert” people go to for the type of service you provide.
  4. Opens Doors-Establishing your brand creates a multitude of opportunities to increase your revenues and profitability as a business owner. You can command higher fees, receive high-level speaking invitations, attract high-value clients, and sell more products and services.

It has never been easier for an author to write and publish a book. Writing it is a challenge, but is should not be seen as a deterrent. A published book will provide you with an avalanche of unforeseeable opportunities to increase your brand, increase your credibility, and increase your profitability.

Assuanta Howard, CEO, Asta Publications has helped many authors write and publish their books. If you are an entrepreneur or business owner it’s time to turn your expertise into a book. Visit: http://www.astapublication.com or e-mail: ahoward@astapublidations.com to learn how.

Apps to Help Your Business

5 Ways Mobile Apps Helps You Improve Business Revenue

By Urvish Shangvis

1) Acquire More Customers:

A Mobile App is an effective and efficient medium to connect with customers. Asking desktop users to download a mobile app, helps acquire new customers. Offering a 10-30% discount to new mobile app users on their first order, will make them repeat customers. Research indicates that users prefer mobile apps to a mobile or desktop website, as mobile apps can be accessed offline too. Users spend more time on a mobile app than a mobile or desktop site. Mobile apps can help you gain new customers, by running various offers and discounts.

Read the rest of the ways mobile apps can add value.

My Daily Read

When we are no longer able to change a situation, we are challenged to change ourselves.” ― Viktor E. Frankl

How to Determine What Motivates You

By Leo Babauta
I was talking to a 19-year-old recently and he has been struggling with motivation.

His problem goes like this: he gets excited about starting a project or plan, and is very motivated at the start … but after a few days, that feeling dies down, and he starts procrastinating.

He really does want to do the project or follow through on the plan, but the motivation inevitably drops away.

I told him this is something he should devote some effort to figuring out, because very few problems are as important to solve as this one.

I suggested experiments in motivation. Every person is motivated differently (and in fact, that can shift), so finding methods that motivate you personally is a matter of experimenting.

I’m writing this post for him, and anyone else who might want to try these experiments.

 

How does it work? You try each experiment for a week, and note the results. After a couple months of doing this, you know more about your personal motivation style than ever before.

Here are eight motivation methods you could try:

  1. Un-ignorable Consequences. Set a deadline for the task(s) you want to complete, and a consequence you won’t be able to ignore. It’s best to share this deadline and consequence with an accountability partner or publicly. Example: I post on Facebook I’m going to write 1,000 words in my book every day this week, or I can’t watch TV for a week. (That only works if you really care about the consequence.) Another example: if I don’t write my first chapter by Saturday at midnight, I have to donate $200 to Donald Trump (or whichever candidate you don’t like) and post about it publicly. The idea is that the consequence should be embarrassing and something you can’t just ignore.

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  2. Completion Compulsion. Many people, myself included, have a strong desire to complete a list. For example, if you’ve watched 15 out of 20 episodes of a show, you might really want to finish watching the show. This is “completion compulsion,” and I think everyone experiences it sometime — especially if finishing the list seems doable. So the method is this: make a list of 10 small actions (10 minutes or less to complete) that you want to finish this week on a certain project, or 5 small actions you want to finish each day, and make it your goal to finish the list. You could combine this with the un-ignorable consequences method (if I don’t finish my list each day, I can’t have wine).
  3. A Powerful “Why”. Understand the deeper reasons you want to complete this goal or accomplish this task. It should be a reason that really resonates with you, that you deeply want to achieve. Now write your “Why” in a phrase (like, “compassion for myself” or “to help others in pain”), and post it somewhere visible, so you won’t forget it.
  4. Get Excited Daily. It’s easy to be excited about a project or goal when you first start, but that dies out. So renew it! Each day, start by setting a goal for the day that you can accomplish and that you care about. Find inspiration, visualize your accomplishment, find some music that motivates you, find an inspirational quote or video … anything to get you excited to accomplish your goal for the day!
  5. Focus on Being True to Your Word. One of the most important things in life is to be trusted, to have people believe that when you say you’re going to do something, you’ll do it. If people don’t trust in that, you won’t have good relationships, romantically, with friends, or at work. Imagine hiring someone and not knowing if they’re going to show up, or do the work if they do show up. So you should make it one of your priorities in life to live the motto, “Be True to Your Word.” That starts with small things: tell someone you’re going to do a small task that will only take 10-30 minutes. Then do it. Repeat this several times a day, building other people’s trust in you and your own trust in yourself. Post the motto somewhere you won’t forget it.
  6. Find a Group. Humans are social animals, and you can use that to your advantage. Create an accountability group of friends or colleagues who want to achieve a goal or finish a project. Agree to set daily or weekly targets, and check in with each other daily or weekly (form a Facebook group or subreddit, perhaps). Set rewards and/or embarrassing consequences for hitting or missing the targets. Have weekly “winners” for those who did the best at their targets. Encourage each other and help each other when someone is faltering.
  7. Focus on a Sense of Achievement. With every task you complete, pause at the end of it to savor your feeling of accomplishment. This is a great feeling! Share your victory with others. Savor the feeling of building trust in yourself. As you start a task, think about how good you’ll feel when you accomplish it.
  8. Small Starts, Quick Rewards. Create a system where you have to do short tasks (just 10 minutes) and you get a small reward at the end of it. For example, I just need to write for 10 minutes, then I get to have my first coffee of the day. Or I clear my email inbox for 10 minutes, and then I get to check my favorite sites for 5 minutes. Don’t let yourself have the reward unless you do the task! The smaller the task, the better, so you won’t delay starting.

OK, these are eight experiments, but you might think of others, like the Seinfeld Method or the Pomodoro Technique. All that matters is that you try the experiments, and note the results. At the end of each weekly experiment, write a brief review of how it went. Rate your productivity on a scale of 10. Then try another experiment.

At the end of these, you’ll have tried a bunch of great methods, and figured out what helps you most. You might combine methods, or use different ones at different times. And maybe after all of this, you’ll have a trust in yourself that’s so strong, you don’t need any methods!

About the Author: Leo Babauta is the owner of ZenHabits.net, a website devoted to providing clear and concise wisdom on how to simplify your life. He’s also the author of, “The Power of Less.”