I immediately recognized that that’s exactly what the best performing companies do: they have discipline combined with flexibility to respond to new or unexpected situations or opportunities.
What is your answer to this question? “What does success look like to you?” You can specify quantitative goals for sure, and I also encourage you to expand it to include qualitative achievements.
That was the response I received when I inquired about booking two breakfast events in the next four months. Not simply “Thank you for your business” or “We’ll be happy to help” or “Sure, we’ve put a hold on those dates for you.”
“We are thrilled for the opportunity.”
For get the long lists of resolutions! You only need to make two promises to yourself in order to create dramatic business growth: one Do and one Don’t. This week you’ll read about the DON’T. It’s a big one and will make the difference between success and dramatic success in 2018.
If you know there are improvements to make for a future buyer, ask “Why not make them for myself, right now? Why settle for less than peak performance?”
He’s been working with me to apply intense focus for a week at a time to one aspect of his company, and he’s feeling good. He has discontinued many routine low-value tasks; he found other people to completely take over others. He guards his attention more carefully, which means he attends fewer meetings and pays attention to outcomes, not the details of inputs.
But small thinking can add up to big business problems. Some recent examples of small thinking I’ve come across suggest to me that these companies are moving into the danger zone, and they won’t even know what killed them.
I recently conducted a workshop with business owners where I showed them the powerful revenue advantages of choosing risky options. Their businesses have been in business from a couple of years to 27 years. We talked about what it takes to make it past the first 5 years and far beyond.
Tailor your marketing to the way your buyers buy.
I always start with the highest end buyers, no matter the company or its products and services. Let’s see how the new rule applies.
What do they want to buy? How would they prefer to buy?
I used to do this myself until one day I asked a different question: “How am I going to attract my clients to my new offering?” Then everything I did that day and that week was focused on this specific new service: bringing it to the attention of my current clients; writing and calling them to talk about their progress towards their own goals; and offering some customized adjustments on the spot. A week of that focus produced three new purchases.