Carl Gould #70secondCEO: Recent Episodes
Carl Gould
A quick daily hit with Carl Gould to achieve a lifetime of results. #70secondCEO your micro-podcast...GO! Carl is the creator of the 7 Stage Growth Method, which has propelled over 75,000 companies worldwide. In this micro-podcast Gould shares actionable, practical tips to grow your business. You're too busy to be reading this, start listening!
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Between 7 and 9 a.m. The reason I do that is to minimize the gatekeepers that keep me from my prospects. I know that at 7 a.m., business owners and decision-makers get their phones; they're at arm's length, and they can't help themselves. They'll see that phone ring, and they're like, Oh, my assistant isn't around. Someone has got to answer this phone. Ring number three, ring number four. Drives them crazy. Go to that networking event. You know who's there? They're truly committed. In the summer, yeah, the meetings aren't as big, but who's there? The board, the influencers, the people that never miss. These are the people that you want to make sure that you're networking with. That trade show you were like, "I don't know if I'm going to go to this." Go. Go and have some fun with it.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Too good at what you do to not have the lead flow that you need. You're too good at what you do. So I know darn well if you went to every trade show and if you were at every event and you were typing in every time I asked and you were going for it 100%, you'd have your leads, right? And so July is a great opportunity to say, all right, yeah, yeah, yep. I went to go see the 4th of July fireworks on the 2nd of July. Also, instead of doing that thing that I knew I should have done- I didn't send out those proposals, and I didn't make a few of those calls, and I let this slide a little bit. I get it. We all do. Just take an honest assessment. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Are you in the committed mode? Are you in the convenient mode? And here's what we find out almost 100% of the time. You're not getting the results you want; you probably fell into the convenient mode. And I understand. I live in a shore state, New Jersey. We have a beach that backs right up to the Atlantic Ocean. And guess where everybody is from now until Labor Day? There. Guess where they're not? At networking events, schlepping out to a trade show, and taking the extra phone call. They blocked out their calendar. All of a sudden their Calendly link has nothing on it. That's where they're at, right? So last week I got the op, hey Carl, you wanna go to that concert? Or hey Carl, are you coming to the networking event that you have to drive to New York for? That's an hour and a half away, one way. Which one do you think I wanted to go to? Now, turns out I went to the networking event. Made two nice contacts. Missed the concert. Okay, that's what happens.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Now I'm trying to make it sound fun, like, yay, referral party, but we also call it a one-to-one house call. It's a meeting with somebody where you sit down and you say to them, Here's what's going on in my world. And here's what a good introduction looks like for me. Tell me what's going on in your world and what a good introduction looks like for you. And we don't get off the phone until we make at least one introduction for each other. You do that with five people every month. Who can I introduce you to that's meaningful? Now you might not always get a perfectly qualified lead. That's why you want to do five. You might say, Oh, well, my son or daughter is about to take their SATs to get into college. Oh, I know a great, you know, SAT tutor. I'll make that introduction. All right. Well, I was hoping for someone that was going to buy 10 units, but I'll take the SAT tutor. Sometimes it's that; sometimes it's just relationship building.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. I don't know where the universe or the volcanic activity that regulates this is, but when I have 12, I get no leads. When I have 36 or 48, leads, the quality of them goes down. Somewhere in that bubble of 24, and here's what I think, I think it's because I stay in touch with them, their frequent dinner or networking people, I see them on a regular basis, we tend to talk a lot, we tend to have deep conversations, something pops. So if you don't have 24 referrers, set that as a goal. If you could look and say, all right, so how many accountants, how many attorneys, how many realtors, how many business brokers, how many private equity funds? Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one-minute investment every day for a lifetime of results. What can we bring in? What are other activities? So if you look at the second one right there, one of the things that I like to have is I like to have I found over the years, I don't know what the magic science is behind it. I don't know how the planets rotate to make this work. After 35 years as an advisor and 40 years as an entrepreneur total, what I found is if I maintain a good stable of 24 people that will refer me once per year, that helps my deal flow stay pretty active. That means once a year, these 24 people are going to say, Hey Carl, you should meet so-and-so. Hey Carl, here's an investor. Hey Carl, here's a landlord. Hey Carl, here's a realtor. Hey Carl. You see what I mean? That gets me to a month, and I found that that's pretty consistent. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Things that I've noticed is that bottom-of-the-funnel results tend to match the top-of-the-funnel activities. In other words, if you're 10% ahead of your goal and you look to your top of the funnel activities, you might say, Oh yeah, you know what, I do. I've got, I've been to 10% more networking events than I normally do. I've had 10% more one-on-ones. I've had 10% more, I went to that extra trade show I don't normally go to, or I stayed for that extra day. If you're behind, that tends to be the case too. We've seen a correlation between bottom of the funnel and top of the funnel. In other words, if you're looking at your year and saying, I'm 20% behind, and you say, all right, let me, how many leads did I generate? Boom, not as many as I thought. How many phone calls did I make? A little bit less than normal. How many days of networking did I do? Ooh, that's right, I skipped that whole week on vacation. I didn't go to those three events. And we tend to find that you're, oh, I didn't make that many outbound calls, or I didn't do that many emails, or I didn't send as many check-in text messages with my existing client base as I normally do. They tend to correlate. I'm down 10% on the bottom of the funnel. I tend to be down 10% top of the funnel. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. In sales, yes, there are times when you get the lucky one, right? We have a franchisee who thought they were calling our competitor. And they said, Oh, I remember the three calls we had; they were so good. Meanwhile, I'm going through my records, and I'm like, does anyone have a record of this person? What did we miss? We didn't find out till later that they actually were talking to the competition. They mistakenly sent us an email for the fourth meeting, which they thought was the fourth meeting with the other people. I just played along with it. I'm like, oh, well, how are we doing so far? We're like, really close. And they said, I can't wait to come to the discovery day. I'm emailing the team, when's the next discovery day? I get the note back, I'm like, put this person on the invite right away. And by the time they woke up and realized that we had them, all right, fine. Now and again, you step in a little dung, and you get a little bit lucky. And maybe you make your luck by being out there and putting yourself out there and doing the work. For the most part, though, we still gotta go out and get it. And the marketplace doesn't care what you did yesterday. They like your resume, they like your business card, they like that you have the expertise that you had, but tomorrow someone's gonna beat you to it. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one-minute investment every day for a lifetime of results.
So we come to the middle of the year.
You're either out of inspiration, struggling with motivation, or the activities have been up and down and not as consistent. I saw this great infographic recently, and it says, here's what people think consistency is. And it shows a bunch of glasses and cups, filled right to the top with fluid.
And they said, but here's what consistency actually is. And they show the same dozen cups. One's full, one's half, one's got a drop in it.
One's three-quarters, next one's full, next one's half. And basically the message is, if you're taking some action at each day, that's consistency. It doesn't have to be perfect; it just needs to be progress.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. We need to put that same level of discipline into our daily activities so that when we do get an inspiration or we do get a motivation, that only fuels the fire. You all probably follow some sport on some level, and the top players in the world do drills before every match or every game. You know, why does a hockey player before a match have to go and shoot the puck 100 times beforehand? They're the best in the world. Why do basketball players have to do 100 free throws before a game, and they won't stop until they hit at least 50 in a row? Why are they practicing layups? Why is a baseball player doing batting practice? What do you need that for? If you're a golfer, why are you taking all those extra swings at the driving range? What do you need them for? You're already great. They're instilling that level of discipline, and along the way of coming into a tournament, coming into a game or a match, they're looking for anything that'll give them that emotional edge. Discipline instills that mechanical repetition, predictable, consistent activity, and then you add on inspiration and motivation for the mental part. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. I'm sure you've heard the statistic by now. 95% of New Year's resolutions are gone by the middle of January, and the rest are gone by the end of January. We have these great ideas; we're inspired. Inspiration's a spark. Inspiration is a daily dose. It's not what carries you through. My son quotes, and I'll paraphrase, my son quotes a line that he hears in the military a lot. He's in the Army; he's in his seventh year, and he'll be retiring this year. And whenever the topic of motivation or inspiration comes up, he'll say, when motivation or inspiration is of no avail, discipline will prevail. I always thought that's a really good line. He said, Dad, I don't care how motivated you are, how inspired you are, I don't know anybody that's looking forward to getting up at 5.30 in the morning so they can go on a 12-mile ruck with 100 pounds on my back in either 100-degree weather or pouring rain, and he was in Alaska, or 40 below. I don't know too many guys in the bunks that get up and are really excited about that. So when we don't have the inspiration, we don't have the motivation, you know what works day in, day out, every day, discipline. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Your greatest strength on this planet is your ability to take limited information and make a decision on it.
And that's what you're amazing at, okay? All right, now here's the challenge. You only wanna hear about step one and step 10. You don't wanna hear about the middle eight.
But you are giving away your top asset, which is your creative problem-solving and decision-making, if you are blind to the processes in your own business. You follow me? Imagine you got to make eight decisions along the way. You could expedite your business plan, you could amplify your results, but you're giving away your top thing because you don't like the process.
I'm with you, I don't care for it either. But here's the deal, here's the problem we have, is that you can't build the part of your business that you hate, you can't. The part of the business that you disdain, so you guys don't like to come on video, you're never gonna have a sales conversation, that's for them, I'm not doing that, all right? You guys don't wanna hear about the back of the house, just get me the result.
You can't build the part of the business that you don't like.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
So Muddies, they can live without you. We're not that important. We think we are. I get it.
Like, you wouldn't have anything without me. They would have a lot without you. It would be a little less awesome. Their lives would be a little less awesome if you weren't in it. But they don't need us. They can get by just fine.
The island wouldn't be as fun. Don't get me wrong. It wouldn't be as fun, but they can get by without us. Okay. Clean, our lives would be terrible without these guys. We need these folks.
They were not put on this earth simply to irritate us. That's not the mission. All right.
We wouldn't have this event. We wouldn't have, if you look around and you look at all the things you have in your life, the average entrepreneur went through 150 rejections before they took that dumb idea and turned it into this palace. You see what I mean? Like when you heard it, you're like, Oh my God, that's a crazy idea.
I don't know where we're going with this. But then it turns into this, right? So we need our muddies to be as effective as possible. Keep coming up with all these crazy ideas that are high risk.
We're not sure about the reward. They never read your pro forma anyway, but it was nice of you to put it together. It was very nice.
All that due diligence, but they didn't really read it. They went forward anyway because they had an intuition. That was really important, right? And they're really, really good at that.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Clean fish, we like the water clean. I like to see what's coming. Muddy fish, please put your clothes back on, thank you. No need to run around in your underwear and slippers.
We can see you fine, okay? We like to see things coming in advance because we like things that are predictable, consistent, reliable, all right? We like things to be high quality. We like to see a process map, all right? For everything, okay? You are the how people. Like, okay, heard all those ideas, really good.
How are we gonna do it? Why are we gonna do it, all right? You're the masters of the how, and you've got a spreadsheet for everything. Like you have a CRM, but you have this spreadsheet that backs up the CRM to prove that the CRM is right. So when you know those salespeople aren't filling it out, you have your spreadsheet that you really rely on.
That's the source of truth for you, okay? I can see the smiles. You're like, yeah, yeah, yeah, okay, right? And so clean fish, again, you're non-confrontational. You're a team player.
You don't need to get the accolades. You don't need to be out front. Those muddy fish can have that.
As a matter of fact, that's one of the things I like the muddy fish for the best, is they go out there and they're the ones out in front, so I don't have to be. Clean fish are the ones that never come on video when you're on a Zoom call and they have 19 excuses why. Their camera works, by the way.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
You are the faster-paced and more outgoing. You are goal-driven. You like to get the result. You like to win, right? You're very competitive, not very patient, right? You don't want to hear a lot about process.
You like things muddy because you know, you don't need a lot of process. You can kind of do your thing. You can move around the fishbowl, say what you want to one, say what you want to the other. You can work all the angles. The more chaos, the better. And you're a wartime.
You're a wartime employee. In other words, the more chaos there is, the better you get. Okay. There's our muddy fish.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
So you have two parts to your business and two parts to your team. You have your effective part and your efficient part. They need to work together. And the way that you get them to work together is effective, always comes first. Always, always, always, always. Sorry, clean fish, you're gonna have to clean up a little bit of a mess, but there is a reason why when you flew here, the pilot does not put it on autopilot on the runway. In the beginning, if you put too many systems in place, it will hinder the growth of your company.
You have to be a little bit loose with it. You have to have a personality-driven team, not necessarily a process-driven team right away. And they need to be able to use their judgment, right? There are only two times when the pilot really has their hand on the wheel, and that's when they take off and when they land, right? Because those are the times when you have the plan as a guide, but it's not the Bible, right? Now we do need to really know our systems so we can be creatively problem-solving as much as possible.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Years ago, I did personality assessments on an oil rig. This oil company had us analyze their two shifts. And I said, " What's the issue? And they said, I said, we can't figure it out. We have two incredibly different types of activities, and we can't figure out why it's happening.
They said, " Well, tell me about it. And they said, well, the day shift, the day shift is amazing. You can eat off the oil rig. It's spotless. We pass every time, as a matter of fact, every time we have an inspection, we tell them to come during the day. We pass every inspection.
It's awesome. But we're not producing any oil. Like, we're not hitting our goals at all.
I mean, it's just like we spend all day jam packing four hours worth of work in an eight-hour day. We can't figure it out why. And I said, all right, well, tell me about the night shift.
It goes on the night shift, unbelievable. The only reason we're making any money is that we're hitting our goals is because of the night shift. But we've had three oil spills.
They've lit the rig on fire twice. He goes, what's going on? So they had the clean fish working during the day, and they had the muddy fish who said, well, I can make some extra money by working the night shift, you know? And so all the muddy fish were working the evening shift and all the clean fish were working the day shift, right? So what we need is a blend of the two.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
We have our clean fish. Clean fish, we love our clean fish. We would have nothing in our lives without clean fish because muddy fish will give us all these sometimes good ideas, sometimes not so good ideas, sometimes terrible ideas, and they will leave them with the clean fish and say, " Make it happen. And you do, right? So clean fish would rather do the wrong thing right than do the right thing and be accused of being wrong. You want me to do that again? All right. I'll go slow this time. I just had to see where we were at.
A clean fish would rather do the wrong thing right as opposed to doing the right thing and being accused of being wrong. What does that mean? That means they're going to take your crap-ass ideas and turn it into a process, a system, and launch it as best they can, or they're going to do the best they can with whatever they were given. They will turn your idea into a process.
They will duplicate it and make sure that all the trains show up on time.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
We need muddy fish in our business. Interestingly enough, we don't need as many muddy fish as we do clean fish. Like for every muddy fish, you need a lot of clean fish, right? And I think you all know why, right? But muddy fish, what they're really good at is being the effective part of your business. They get stuff across the finish line.
Might not be pretty. They might scorch a lot of earth, but they get things across the finish line, right? You want proof of concept, give it to a muddy fish. They will make sure you get proof of concept. You want to see if a product can launch. You want to launch a new resort, a new location. You send your muddy fish in because they are good wartime employees.
They're good wartime practitioners. They are not peacetime practitioners. Okay? So we need our muddy fish. They are more effective.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Now, these muddy fish are great because they can think on their feet. They're really good at getting the job done. They're very creative problem solvers, and they're always in the moment. We love them for that. They tend to be the front of the house. They tend to be your business development people. They tend to be your salespeople. They tend to be your managers. They tend to be your owners. All right. You are faster-paced and outgoing. You are goal-driven. You are impatient.
You like getting things done, right? You don't want to hear about the process. That's boring. Honey, honey, honey, don't tell me about the pregnancy. Just show me the baby. Okay. You are often wrong, but you're never in doubt. Let me try that again. The muddy fish didn't think that was funny. Clean fish. You can laugh at this. Okay. They are often wrong, but they are never in doubt.
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Two Fish Under One Roof: Managing Different Personalities
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
So you have two businesses under one roof that had varying personalities, and oh, by the way, just for an additional fun, there is a natural and adversarial relationship between those two parts of your business, right? So you've been to those meetings, right? Accounting, put the finance department in the room with the salespeople and have them give the lecture about the CRM.
Isn't that a fun one? Like, hey guys, you gotta fill out the CRM. You want us pushing paper and filling out fields, or you want us out there making deals? No, Dingleberry, I wanna get you paid, and it would be nice if you had them sign and date the contract. What, you're telling me I'm not getting paid? You're still not listening.
I'm just trying to get us paid here. Like, what happened? What's going on, no, you see what I mean? You've been to that meeting before, and you've been to the process versus the goal-oriented people. So there you are, you're doing your town hall, you're talking about the vision of the company, and you're sharing what's gonna happen over the next six months, one year, three years.
You're all pumped, and you're sharing that, and then someone's like, yeah, but how are we gonna do that? You're sharing the what, they're the how. And you're like, listen, what are you trying to be, a buzzkill? Like, no, but this is the same vision you've been telling us for the last three years. We've been trying to get you to implement some of it.
We haven't started the last set of bad ideas you had. You want us to start on the next set of bad ideas?
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. And so the fishbowl is your company. What do we have inside this fishbowl? So inside the fishbowl, you have, you have all the fish, obviously, you have the water, that's the culture, but you also have all of your systems, all of your processes. You have the zones of interaction. We call them the zones of excellence, but the zones of interaction with your clients, you have the front of the house, and you have the back of the house.
You're in a unique industry in that the front of the house interactions and type of people that you need, training and processes and systems differ in personality from the back of the house. You have two businesses under one roof. You have a sales organization and you have a logistics company, and that's rare that not many other industries have that you do, right? So the food and beverage, the hospitality, the travel, the experiential, you guys all have that, right? And not everyone does.
When I own my construction company, front of the house, one that important. Got the work done. Everyone was happy.
So we leaned a lot more around logistics. Wasn't as important. You're a sales organization.
People will give you a little bit of a break on the logistics, but in your business, you can't. They're too intertwined. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. He says your company, your organization, is a fishbowl. And the water is your culture. The water in that fishbowl is what you are as a company. That water could be clean, that water could be dirty, that water could be a lot of things.
It could be that there are certain fish that clean it up. There are certain fish that dirty it up. And just like you cannot out-exercise a bad diet, you know that, right? Not for these next two days.
The next two days, there will be no talk of that. I get it. But during all the other times, other than the times you're in Nashville, you cannot out-exercise a bad diet.
You cannot out-work a bad culture. You just can't. I know that we like to work around things.
We just have to hang on to this person, or we have to hang on to this team for a certain period of time. We know that we have to, at some point, clean up the water and make sure that the organization, the fishbowl that we are operating in, is a healthy environment. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Take a moment right down what is that--what is the top five complaints about your industry, maybe not about you as a company, maybe you as a company, but maybe not, but about your industry so how would you know that? So think of the a customer negative customer--customers review you've gotten or competitors have gotten, the sales objection you get from a prospect when your telling them about your product or service and when you--when you win a project and they tell you why they choose you there are lot of times they tell you why they didn't choose somebody else those are your complaints, those are the distresses. Now let's add to that what's going on in their life right now, which makes calling you a must? What was the trigger event or events that may calling you a must not a nice to have but a must like its origin I don't mean life and death but its an origin.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. If you impose your values on your customers, the chances that your value system and their value system will be in alignment is very, very low.
It's very low, right? But your pricing attaches to the perception of your quality, right? Not sure if this is true. Go test it out. Go to the local mall, stand out front with a little clipboard.
And as people walk into the mall, ask them this question, are you here today to buy the highest quality products and services? Or are you here today to buy the highest price products and services? What do you think they're likely going to say to you? They're here to buy what? Quality. Great. How do they judge quality? Yeah, they'll check Google reviews and they'll do that.
But at the end of the day, higher price product, we are still wired to think higher, the price, higher, the quality. I'm not saying it's true. Might be perception, but at the point of purchase, perception is the reality.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
The language of expertise has always been pretty similar over the years, but it's been magnified exponentially during this time.
And the way that you articulate your expertise certainly has shifted. So we want to speak that language. Okay.
And so the first part of this is, let's talk about how we, why people will defer to experts. Now you might say, well, the ironic part about it is, is that to establish myself as an expert, how do I do that? Okay. Well, I have thought leadership and I have social media and there are ways that I can go about that.
But the number one communication you have with your clients, the most impactful communication and language you have with your clients, is your pricing strategy. It's your pricing. Okay.
Two things happen when you announce what you charge for what you do and how you want to be paid and at what cadence, and what frequency and by what method. First thing that happens is you tell them who you are, right? When Rolex comes out with a watch, and they charge $10,000 for a watch, they tell you who they are. Right.
But more importantly, they tell you, they tell the buyer who they are. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Fire Yourself Upward: The Fast Track to Scaling Your Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Once you have gone through this exercise, you will have done a number of things. First of all, you will have created all of the job descriptions within the business because you've listed the tasks that you've gone through, and you've put your name next to each one. Soon you will change the name because your goal and your job thereafter when working with your mirror with your strategic partner is your goal and your task is to fire yourself upward every quarter for the first 18 months. And that will get you to stage four in 18 months or less. It depends on how fast you continue to fire yourself upward. Thereafter, fire yourself upward every quarter for another 18 months and that will bring you to stage seven.
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The Power of Task-Level Clarity
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
This is a surefire way of creating the structure for your business because you will learn which tasks that you can delegate and which you cannot and soon you will start handing off these tasks to other people. We'll organize those tasks later, for now put them in your journal, put them in your notebook over the next 18 over the next two weeks, list those tasks and the time that it takes to do those tasks and let me give you an example. You want to be very specific, so I'll use the example of getting the mail you may write getting the mail, and it takes 10 minutes. What I'd suggest that you do is write down walking to the post office to get the mail, two minutes picking up the mail one minute sorting the mail, three minutes handing the mail off to the appropriate person. Two minutes, answering my mail, eight minutes, there are five tasks there, list them separately, and put your name next to each one, and how long it takes.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, if I steal, within your range of mismanagement, you won't even look, or you would rarely question. Rarely question. Ok, so we had a client who was a forensic accounting company, and I remember talking to them and I said, so I said, when you get called in and there's suspicion of fraud, like, how often do you find it? And they said every time! And I'm like oh, I know, really like how often? He goes no, 100%, 100% if you suspect it, it's happening. I'm not saying you're being stolen from, but we were like seriously? He's like yeah, 100%? And we were like wow, wow! You know. So, again, if you look at that range, if you look at that range, look at that range, we want to close that gap in there, right?
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, let me ask you a question. I'm going to give you 3 scenarios, tell me what you would do. First scenario, you give me, let's imagine I worked for you, you give me a $5000 expense budget, marketing, whatever. You gave me $5000, and then I went out and spent all $7500 of it! What would you say to me? What the hell? You would ask questions would you not? Maybe it was a worthwhile spend, but you'd want to know why I went over. So, if you gave me $5000 and I spent all $1000, what would you say to me? Nice job, right, I got $4000 for me or if you're not going to use it I'm not going to give it to you next year, right? But you would ask questions, would you not? You gave me $5000, and I spent $4950, what would you say to me? Nice try, you'd say well done! It gets better, you wouldn't even look at the bill. Fair? Good job, you've got bigger problems, you seem to be...go!
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You want me to ask about the cost of goods? Gross margin? Net margin, right? So, your percentage difference between the two is what we would call your range of mismanagement. In other words, in other words, if we go over that number, you'll take notice, your team way outperforms, or if your team way underperforms, you'll take notice. That'll wake you up, that's your thermostat. That's your management thermostat. If it goes too low, the air conditioning kicks on, if it goes too high, sorry goes too low heat kicks on, goes too high air conditioning kicks on. You don't, in between that number, right, in between that number, you don't take notice. So, if you're say 10%, take 10% of your revenue, that's how much I can steal from you before you would even notice. And as long as I was stealing within that range, you wouldn't even know where to look.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
I do this thing, remember I said I could show you how much money I can steal from you? And you'd never know it, ok? So, without looking at any reports please, write down, year to date, as of the close of business yesterday, to the dollar, what is your collective revenue in your business as of yesterday, close of business? Write down the number no rounding up, no rounding down. Before I even, before you even attempt to pretend to know. How many people know? Exactly, write down the range of what you think it is. Ah, it's between this and between this…..I think it's like between 1.2 and 1.4, it's eh 600 and 650 eh, I don't know. 5.2 to 5. somewhere in there. Ok, what's the difference percentage-wise between those two? 5%, 10%, 15%? 20? Alright, 10 is the most common answer by the way. Alright, I just asked you about sales.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Your usefulness is over. Cause you gave them the price. Right? Now they can decide, am I going to go with the price? Am I not going to go with the price? Is the price worth it? Is it not? Right? And you guys, I'm sure you've heard it. Finish the sentence for me. Once the price has been handed to the prospect, the next person who speaks, what? Fill in the blank. Once you've told them the price, the next person that speaks, fill in the blank. What's the next word? Is it a loss? Yeah, loses. The next person who speaks loses. You're supposed to hand the price and then shut up.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Perfect example. I have a Jeep, I got those aftermarket tires on, right? It says inflate the tires between 35 and 40 pounds. So I go into the place, and the guy says to me, I go into the oil change place, and he says, oh, your tires could use a little air. I'm like, all right, well, what pressure should I put them at? And he's like, well, if you put them at 35, they'll last longer, but 40, you'll get more performance.
All right, well, you're the expert, what should I put them at? And you could tell, he was like, well, that's not for me to decide, Carl, you know, it's your Jeep there. And I was like, dude, I came in, you're the tire store. I don't know, if this were your Jeep, what would you put it at? He goes, 38. 38, I'll do 38, so I got a good choice.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When you ask them what you would do, right? Test this, if you wanna test this out, next time you go out to dinner, ask the server, what should I get tonight? Oh, well, it depends. It depends on what you're in the mood for, and like, oh my God, I don't know. I just see my tip going away. If I answer wrong, well, what do you like here? Oh, I love the duck.
Oh, I'd love this, I'd love that, I'd love this. I'd eat that a lot. Right, there you go, right? But there, you ask a server, what should I order? They're like, oh, oh, I'm not touching you. I'm on my way. I go, what's your favorite thing on the menu? There you go, and they'll tell you, right? But that's a sneaky way of getting their advice.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Here's a question not to ask, here's a question to ask. Because that's like risk, I'm going to lose my job, if I get this wrong, you're going to blame me, right? Ask them, if it were you, what would you do? That's a totally different question.
If that were you, what would you do? Because now I'm not asking them to give advice, I'm asking them to share an experience, or an opinion. An opinion doesn't carry risk; it's kind of the same thing, but they will think of it much differently. So, what do you think we should do? Your elevators, I'm not touching that, right? Well, if it were you, and you were thinking that your elevators were too slow, what would you do?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So our objective is we want them to solve problems independently with minimal input from you other than approval, minimal editing, and then an authorization to go forward with the proposed solution, right? Or if they can't solve it all the way, maybe the problem is way beyond their scope or there's information they're just not aware of or they don't have that budget authority or they just maybe they just noticed something that was wrong. You just want to advance the problem solving process as far as possible, okay? But no longer just accept, hey, here's what I noticed and here's what I think the problem is. Plus I want to hear the solution. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We want them to come to us with a variety of solutions, but in a structured way.
Because you, as the manager, you wanna know how they arrived at that solution. So you can give the tweaks. So it's not just enough to say, hey there's a flat tire, I'm gonna replace the tire.
Hold on, what got us here? What are the options, and what is your choice? So I can see parameters we're working on, all right? So just as a summary, you wanna, this is how I wrote it for our office, but to adopt as part of our office or your departmental culture, an effective and efficient manner for solving problems, issues, and challenges, especially ones that require the manager, okay? That empower each of them to take the initiative and solve the problem independently. This is the path to doing nothing. Remember the nothing before? This is the framework for you to get to the point where you are doing nothing and your team is taking most of the authority.
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Hi Everyone, Carl Gould here, your #70secondCEO, just over a minute of investment per day for a lifetime of results.
We're talking about increasing your fees. Now wouldn't that be nice? Just take your prices and charge more? And you'll just make more money. Isn't that great? Well, you know what, it's actually necessary. We have been talking about not just being another penguin, about standing above, about being an expert, about differentiating yourself. Well guess what? People judge your quality based on your fees. Think about it, I asked you the question, what's a better watch? A Timex or a Rolex? And some of you are like, "Timex, do they even make them anymore?" Like pretending you don't know. And then when I said, How about a Rolex? You all knew what that cost, "Oh, $5000, $5000, well, it depends on which one you get. How much are we blinging this one out Carl?" Now you can spend 15 or above. You all knew what the Rolex cost. But none of you could figure out what the Timex would cost. Right, because we are sold on brands that are higher in price. Apple, Mercedes-Benz, Jaguar, Tiffany's, you know, Rolex, and other high-end brands. What makes them high end? How do you know they're as good as they claim? The reality is you don't! The way that you judge quality is based on its price.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Low performers, who complains about not being accountable. Low performers, you're getting it, right? Go to battle with those whom you could do that. All right, so now I'll give you some of the trends that I'm seeing. All right, so we do business and we've advised companies in 78 countries. One of the advantages of that is we see trends before they come here and we also, for our other than US clients outside the US, we see the trends here and we can run over there and say, hey, guess what's coming, right? As much as anything else right now, for the next five years, you are gonna win on the how. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So now business owners, I won't embarrass you by asking you to stand up if there's somebody in your business you would need to fire because you would all stand up, but you need to let that person go. Who you say no to on your team is equally as important to who you say yes to on your team. I would rather have a smaller team of high performers than a larger team that has mid or lower performers. High performers don't like low performers. Low performers don't like high performers. Don't put them in the same room. You can find all the research. You put a high performer and a low performer in the same room. A low performer will drag down the high performer 15 to 35% in their productivity, 15 to 35%. You're better off just getting rid of the lower performer. Yeah, but who's gonna answer the phone? Oh, geez, we'll figure that out. Oh yeah, but I don't have anyone to go to the trade show. Oh, so what? Better an empty booth than what you put in that booth, right? Make sure to be, again, award your higher standard people. By the way, I know accountability is a challenge in a lot of businesses. Not when you have high performers. They love scorecards because they're always winning. Accountability only hurts when you're not meeting your goals. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Why do we care that we have rapport? Why do we care that we have influence? Well, first off, we need rapport because we need to build a relationship. I'm going to ask you a couple of questions in a moment, but we need to build a relationship with other people. And there are only three styles out there. You're one of them. There are two others. And for our purposes, you are basically wired like one-third of the population when it comes to your communication style. You don't have to do any work. You connect with them very easily. They, wow, that person is really cool. I get on very easily with them. It's the other two thirds that we have to work on. So you have to know your style so you can understand others' styles so you can adapt. And that's what today's about. It's about situational communication, situational leadership.
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Guarantee the Outcome: Prove You're Committed to Results
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. Here's another one if you have recurring services; your gym, you have membership for subscription services, go back to your clientele offer that, if it's fifty bucks a month offer them sixty-five dollars a month. At sixty-five dollars a month you're gonna say "here are the deliverables we promise that you will get in our program". If we as your provider ever fall below those thresholds we will suspend our charges to you until we get back above those thresholds. Use the ninety days ruling average because you can have a bad month, anyone can have a bad month. It will reward you for a great month because you--we're going to the ninety day ruling average and it will protect you against the bad month or two. You can build up, right? So if you're supposed to provide an average level of service each month, you can build-up your average to protect you against the couple of dips. But guys this is all about you demonstrating to them that you are as committed to helping them as they are to their problem. Right now everybody has a hundred percent committed to their problem, hundred percent I question whether you're a hundred percent committed to fixing their problem. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Win the Day Early: 7–9 AM Is Your Sales Advantage
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Between 7 and 9 a.m. The reason why I do that is that I minimize the gatekeepers that keeps me away from my prospects. I know at 7 a.m., business owner, decision makers, get their phone, it's arm's distance away, and they can't help themselves. They'll see that phone ring and they're like, Oh, my assistant isn't around. Someone has got to answer this phone. Ring number three, ring number four. Drives them crazy. Go to that networking event. You know who's there? They're truly committed. In the summer, yeah, the meetings aren't as big, but who's there? The board, the influencers, the people that never miss. These are the people that you want to make sure that you're networking with. That trade show that you were like, I don't know if I'm going to go to this. Go. Go and have some fun with it. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Too good at what you do to not have the lead flow that you need. You're too good at what you do. So I know darn well if you went to every trade show and if you were at every event and you were typing in every time I asked and you were going for it 100%, you'd have your leads, right? And so July is a great opportunity to say, all right, yeah, yeah, yep. I went to go see the 4th of July fireworks on the 2nd of July. Also, instead of doing that thing that I knew I should have done and I didn't send out those proposals and I didn't make a few of those calls, and I let this slide a little bit. I get it. We all do. Just take an honest assessment. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Committed vs. Convenient: The Choice That Drives Results
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Are you in the committed mode? Are you in the convenient mode? And here's what we find out almost 100% of the time. You're not getting the results you want, you probably fell into the convenient mode. And I understand. I live in a shore state, New Jersey. We have a beach, backs right up to the Atlantic Ocean. And guess where everybody is from now until Labor Day? There. Guess where they're not? At networking events, schlepping out to a trade show, and taking the extra phone call. They blocked out their calendar. All of a sudden their Calendly link has nothing on it. That's where they're at, right? So last week I got the op, hey Carl, you wanna go to that concert? Or hey Carl, are you coming to the networking event that you have to drive to New York for? That's an hour and a half away, one way. Which one do you think I wanted to go to? Now, turns out I went to the networking event. Made two nice contacts. Missed the concert. Okay, that's what happens. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
The 5-Meeting Referral Strategy: One Intro Every Time
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Now I'm trying to make it sound fun, like, yay, referral party, but we also call it a one-to-one house call. It's a meeting with somebody where you sit down and you say to them, Here's what's going on in my world. And here's what a good introduction looks like for me. Tell me what's going on in your world and what a good introduction makes for you.
And we don't get off the phone until we make at least one introduction for each other. You do that with five people every month. Who can I introduce you to that's meaningful? Now you might not always get a perfect qualified lead.
That's why you want to do five. You might say, Oh, well, my son or daughter is about to take their SATs to get into college. Oh, I know a great, you know, SAT tutor.
I'll make that introduction. All right. Well, I was hoping for someone that was going to buy 10 units, but I'll take the SAT tutor.
Sometimes it's that, sometimes it's just relationship building.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I don't know where the universe or the volcanic activity that regulates this is, but when I have 12, I get no leads. When I have 36 or 48, leads, the quality of them goes down. Somewhere in that bubble of 24, and here's what I think, I think it's because I stay in touch with them, their frequent dinner or networking people, I see them on a regular basis, we tend to talk a lot, we tend to have deep conversations, something pops.
So if you don't have 24 referrers, set that as a goal. If you could look and say, all right, so how many accountants, how many attorneys, how many realtors, how many business brokers, how many private equity funds?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What can we bring in? What are other activities? So if you look at the second one right there, one of the things that I like to have is I like to have I found over the years, I don't know what the magic science is behind it.
I don't know how the planets rotate to make this work. After 35 years as an advisor and 40 years as an entrepreneur total, what I found is if I maintain a good stable of 24 people that will refer me once per year, that helps my deal flow stay pretty active. That means once a year, these 24 people are going to say, Hey Carl, you should meet so-and-so.
Hey Carl, here's an investor. Hey Carl, here's a landlord. Hey Carl, here's a realtor.
Hey Carl. You see what I mean? That gets me to a month, and I found that that's pretty consistent.
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The Truth About Staying Consistent
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So we come to the middle of the year.
You're either out of inspiration, or motivation is struggling, or the activities have been up and down or not as consistent. I saw this great infographic recently, and it says, here's what people think consistency is. And it shows a bunch of glasses, cups, and they're filled right to the top with fluid.
And they said, but here's what consistency actually is. And they show the same dozen cups. One's full, one's half, one's got a drop in it.
One's three quarters, next one's full, next one's half. And basically the message is, if you're taking some action at each day, that's consistency. It doesn't have to be perfect, it just needs to be progress.
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Discipline Over Inspiration—Every Time pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We need to put that same level of discipline into our daily activities so that when we do get an inspiration or we do get a motivation, that only fuels the fire.
You all probably follow some sport on some level and the top players in the world who do drills before every match or every game. You know, why does a hockey player before a match have to go and shoot the puck 100 times beforehand? They're the best in the world. Why do basketball players have to do 100 free throws before a game, and they won't stop until they hit at least 50 in a row? Why are they practicing layups? Why is a baseball player, why batting practice? What do you need that for? If you're a golfer, why are you taking all those extra swings at the driving range? What do you need them for? You're already great.
They're instilling that level of discipline, and along the way of coming into a tournament, coming into a game or a match, they're looking for anything that'll give them that emotional edge. Discipline instills that mechanical repetition, predictable, consistent activity, and then you add on inspiration and motivation for the mental part.
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Discipline Over Inspiration—Every Time
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I'm sure you've heard the statistic by now.
95% of New Year's resolutions are gone by the middle of January, and the rest are gone by the end of January. We have these great ideas, we're inspired. Inspiration's a spark.
Inspiration is a daily dose. It's not what carries you through. My son quotes, and I'll paraphrase, my son quotes a line that he hears in the military a lot.
He's in the Army, he's in his seventh year, and he'll be retiring this year. And whenever the topic of motivation or inspiration comes up, he'll say, when motivation or inspiration is of no avail, discipline will prevail. I always thought that's a really good line.
He said, Dad, I don't care how motivated you are, how inspired you are, I don't know anybody that's looking forward to getting up at 5.30 in the morning so they can go on a 12-mile ruck with 100 pounds on my back in either 100-degree weather or pouring rain, and he was in Alaska, or 40 below. I don't know too many guys in the bunks that get up and are really excited about that. So when we don't have the inspiration, we don't have the motivation, you know what works day in, day out, every day, discipline.
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Are You Certified to Win? Why Credentials Still Matter
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Questions that we ask is, we ask this of our clients, and we'll say, does everybody in the company hold the credential for the job that they perform? You know what the majority of the answer is for most people in most companies? No.
So if you are the bookkeeper, you use QuickBooks Online or some other NetSuite or some other financial software. Have you taken all the certifications that the software offers? The answer is, probably not. If you're a project manager, have you taken all the project management courses that align with your level in the company? Probably not.
So just something to think about. Think about your position, what you do, whatever credential, whatever continuing education credits, whatever training or certification that goes along, not just goes along with your job description, but makes you best in class, you may want to consider taking it.
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Can you handle the task at hand? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. Not as important, but it is very important, especially in a commercial setting, respect. Can you handle the task at hand, right? So whatever your title is, can you handle the job that you say you can do? Here's why that's important. Because if I don't respect you, I won't bother telling you the truth. I won't bother bringing things to you because you can't handle it. Why would I bring a problem to you if you can't handle it, okay? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
No Common Ground? Break Barriers and Build It Fast
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
And you can't find something in common, it's painful. You meet somebody. Hey, how are you? Nice to meet you. Oh, yeah, I'm Carl. How are you doing? Oh, good to meet you. Oh, yeah, it's your first time at this? Yeah, great, cool. So you into sports? Nah, not much of a sports person.
Oh, oh, OK. So what are some of your hobbies? You know, I don't have a lot of hobbies, so I'm just more of a stay-at-home kind of person. Now, that's just two sentences. How hard was that to watch? And we've all been there, OK? So we have to remove the barriers, have the common goals, master the word yes.
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Start with "Yes": The Simple Word That Builds Instant Connection
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. You have to use this word first. And here's the word. The word is yes. So what's the word? OK, everyone, this time, what's the word? OK, so we're going to try it out.
Hey, do you golf? Some of you are like, well, I don't I don't know if it's called golf. Like, I went to the miniature. All right, we're going to try it again. Ready? We'll review the training. I'm going to ask you a question. You have only one answer.
OK, here it comes. Do you golf? Some of you still, it's still, we're not there yet. OK, now you're saying, well, I don't golf. I don't want to say I'm golfing. I'm not going to lie to somebody. Have any of you ever seen a golf ball? Have you ever gone miniature golfing? Have you ever watched golf on TV? Do you know who Tiger Woods is? So you have a reference for golf.
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Trust & Respect: Focus on Them First to Win Influence
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. We need two things going at the same time at a high level, and they are trust and respect. So, trust is defined as having common goals or interests. So there you are, you're talking to another person, whose goals or interests matter? Yours or theirs? Who thinks it's yours? Like, it's really important that everyone knows what I like to do so they can talk about it when I want to talk about it. Or theirs? Not a trick question guys, go ahead.
This is the audience participation part of the presentation. I'm going to ask a question, and you'll raise your hand for one or the other. There's not a third option, okay? So if it wasn't yours, then it's definitely theirs. All right, so let's try again, okay? So whose goals and interests matter? Yours or theirs? Theirs, right on, it wins, okay.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. We need two things going at the same time at a high level, and they are trust and respect. So, trust is defined as having common goals or interests. So there you are, you're talking to another person, whose goals or interests matter? Yours or theirs? Who thinks it's yours? Like, it's really important that everyone knows what I like to do so they can talk about it when I want to talk about it. Or theirs? Not a trick question guys, go ahead.
This is the audience participation part of the presentation. I'm going to ask a question, and you'll raise your hand for one or the other. There's not a third option, okay? So if it wasn't yours, then it's definitely theirs. All right, so let's try again, okay? So whose goals and interests matter? Yours or theirs? Theirs, right on, it wins, okay.
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Different Styles, Same Goal: Influence Starts with Understanding
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Now that we have rapport, we can influence somebody to our point of view, right? Remember, there are three styles, right? So think about it.
When you walk around every day in your work and you say, you know, that department, I don't know how they hired those people. They don't deserve to have jobs. How do they make it through the day? Ever have one of those moments, right? Because those people aren't wired like whom? Like you. They're fine. They weren't put on this earth simply to annoy you. They have a purpose.
And guess what? They're thinking the same thing of you. Like, I don't know how he or she makes it through the day. I have to help them find their keys. I have to let them in. They forget their security pass all the time. Like how are we relying our future on that person, right? And yet they get a lot done, right? There are just different styles.We just have to find the style.
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Common Ground Wins: Why Similarity Builds Instant Trust
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
You meet somebody for the first time, what is it you look for? Things in common, right? Because once we have something in common, we can then like each other.
Now, not like each other in the way you're thinking, meaning we are like each other on some level. That is the basis on which we will allow somebody else to be in a relationship with us, or we influence them, or they influence us, okay? And it is how we're wired. Like if you didn't wake up today and say, ah, I did rapport yesterday, I'm not gonna do it today.
That was exhausting. You have to have it every day because it's how we feel safe, right? So now this is good news for some of you because you're just like, oh, I don't know if I'm the most likable person. I'll leave it to you to decide.
If you create commonality, the other person cannot help but like you. This might be the best thing you learned in this whole conference.
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Adapt Your Style to Influence Anyone
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Why do we care that we have rapport? Why do we care that we have influence? Well, first off, we need rapport because we need to build a relationship.
I'm going to ask you a couple of questions in a moment, but we need to build a relationship with other people. And there are only three styles out there. You're one of them.
There are two others. And for our purposes, you are basically wired like one-third of the population when it comes to your communication style. You don't have to do any work.
You connect with them very easily. They, wow, that person is really cool. I get on very easily with them.
It's the other two thirds that we have to work on. So you have to know your style so you can understand others' styles so you can adapt. And that's what today's about.
It's about situational communication, situational leadership.
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Goal Setting That Works: Align Daily Actions with Long-Term Success
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now let's do our goal setting. Very simply, what do we hope to achieve as a business? And as an employee or individual within that business in the following timeframes? In the next 24 hours, what do I hope to achieve? What am I committed to achieving? How about next week? What do I want to achieve in the next 30 days in the next quarter, in the next one year, in the next three years, in the next 5 years, in the next 10 years, in the next 20 years? What objectives are we committed to achieving as a business? It is vital and this is a very important note on goal setting. It is vital that each time you engage in a goal setting exercise, that you write out your short term goals as well as your long term goals. Why? By writing both short and long term goals, you maximize the efficiency of your daily activities, because your daily activities support your long term objectives. This exercise makes an individual as well as an organization both effective in the short term and efficient in the long term. In other words, you are working smarter rather than harder.
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Your Marketing Plan: From Message to Momentum
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Next, you'll do your marketing plan. What means of advertisement will we use to launch our product? What means of promotion? Will we use to build our product name? Who is our ideal customer? What is our message? What is our brand? What is our image? And how do we want to be perceived by the marketplace? What businesses or brands will we align ourselves with strategically in order to build our market recognition? What is our budget for marketing? What media will we use to promote ourselves? How many prospective customers do we want to generate? How many prospective customers do we need to generate in order to meet our sales goals? What are our follow up policies and procedures? What specific activities will we list on our marketing calendar in order to make sure that the proper follow-up policies and procedures will be implemented.
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The Business Plan Blueprint: Answer These Questions or Stay Stuck
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Next, the business plan. Who are we? What is our product? Or service or idea? Who are our customers? What is our market? Who is our competition? Where will we operate? How will we advertise? How will we market ourselves? What is our unique selling proposition? What is our business identity? What size will our company be? And what size will our company eventually become? How long do we plan to stay in business? How much money do we intend to make? Will we operate on a fiscal year or a calendar year? What is our corporate structure? What industry will we operate in? What are the strategies that will govern our overall operations? What are the tactics we will use to implement our strategy? What work needs to be done? And by whom? and by when? Who is on our advisory board? How will we build our executive team? These are some questions that you'll ask as you formulate your business plan.
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Vision + Values: Define the Future Your Business Will Be Known For
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The vision statement: where will we be in five years? 10 years, 20 years from now? Where will we be in one year? Where will we be in three years? What does the future look like for the business in our mind's eye? When we close our eyes and think about our business? What do we see? I know what do you see. Next, our values statement, what do we hope our business will be remembered? As what are we here to contribute? Who are we here to educate? What experience will people come away from? How will we empower our clients? How will we make our customers feel better about themselves and their lives and their businesses, if that's appropriate, by being part of our organization, whether they are employees or customers? What are we going to stand for? What are our priorities for our business?
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Potential Feels Good—Performance Proves Everything
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Potential is wonderful place to be. I got to tell you in potential, you are a legend. It's amazing–I can't believe how good I am. You know, in potential, I can make no mistakes every idea I have is freaking brilliant, right? And my god, I gotta tell you, not only am I charming and handsome, but boy I'm smart in potential, but performance is very messy. Performance is risky. You can get it wrong, or worse, you can get it right and be expected to repeat that over and over again, right? Performance is very, very messy, right? It is very risky, but it's where you are most alive. You will find out what you're all about in performance. You cannot find out what you're all about in potential. You just cannot, right? And the longer you stay in potential, the more full of shit you are.
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Build an Implementation Team That Believes—Not Just Works
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now it's time to build a team, right? You now–you're so busy, you enter the synergy stage and you need an implementation team, you're so busy at what you're doing. You need other people to work elbow to elbow, side by side with you, and to do the work together. If you're an accountant, you need more accountants, if you're a lawyer, you need more lawyers. If you're a consultant, you need more consultants, whatever it is, you're a brake specialist, you need more brake specialists. This is your implementation team. Okay, now, you need an aligned team that is totally bought into your mission. You know, the number, the best run event I've ever participated in was the New York City Marathon. I ran it in 2002. And I reran it in 2019. And when I ran it in 2019, there were 30,000 people that ran the marathon and in 2019, there were 50,000. Most of these staff are volunteers, right? But they are so bought in to the theme, they have a theme at the New York City Marathon is that one of the most transformational experiences you can ever have in your life is to run a marathon and to run it in New York. Now, on TV, it looks like a race. But if you've ever run it or been part of it, it's not that at all, it's a parade. The runners are the floats and there's 2 million people that line the streets in all five boroughs of New York, it's a logistic nightmare. Think about that two over 2 million people, probably 2.1 million people by the time you are done organizing the fire department, the Public Works, the police department, and yet it comes off without a hitch, right? Why? Because the people there are so bought in, it's easy to train them. There's a couple of key things that they need to know. Basically, you keep the runners running, you keep them moving forward.
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Rapport Wins: People Buy From Those They Relate To
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Somebody to like you and follow you. They have to believe on some level that they are like you. Okay? Does anybody know the definition of rapport? What would you say? What's a working definition of rapport? How would you call? (understanding, it to create a common bond and interest). He's a smarty pants, a common bond. Okay, very good at what else is rapport often defined? Values, connection, comfort, a harmonious relationship, trust, and how can we build trust? rapport is the relationship of sameness, lightness, and commonality, sameness, lightness, commonality, the more that someone feels they are like you, the more they can allow themselves to like you, right? And there's always something you can find in common. And you can build that relationship by performing on that, but we now need to influence them right? On some level, in order for somebody to follow you, to buy from you, to want to be associated with you is that on some level, they have to admire you.
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Bad News First: The Rule That Builds Trust and Accountability pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I have found that that has made the team feel very safe to bring me just about anything. And to be honest, the people who don't bring me what they should are the people that shouldn't be there anyway, you know, because you'll find out either way, but even still, like, they're just afraid to tell you, they're, you know, what I tell my team is, I said, look, you're packing my parachute. If something's gone wrong, I gotta know before I jump out of the plane. Just tell me, so we know what to do. But you know, I don't wanna splat, right? So you're packing my parachute. So that's the thing we talk about a lot.
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Bad News First: The Rule That Builds Trust and Accountability
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I do make it clear, you don't have mistake amnesty if you make the same dumb ass mistake over and over again, right? It's not amnesty from being, you know, not doing your job.
If you keep making the same mistake, yes, you should be worried, right? But if this is a mistake, honest mistake, you just, you know, you're supposed to do something here, you didn't, or it went out late, or whatever, or you sent the draft and you didn't send the final, okay, got it, just let me know, and we'll deal with that. I use the phrase bad news first. Bad news first.
Good news can always wait. Right. Bad news.
I wanna know, and I tell them, if I hear it from anyone else other than you, like if Aaron made the mistake, but I hear about it from Mike, and then I've gotta confront Aaron, then that's a big problem with Aaron, right? Okay, but if Aaron made, if Aaron, something goes just not even as expected, Aaron comes up and says, hey, listen, here was my goal, we fell short, here's why, amnesty.
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Mistake Amnesty: Fix It Fast, Don't Hide It
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Thats if you make a mistake, but I hear about the mistake Carl, I forgot to send Peyton all the stuff for the meeting. You're going to get there and nothing's going to be there. I'm so sorry, my bad. You have amnesty from that mistake.
You will not get in trouble for that mistake. But if I get found here and Peyton's like, weren't you supposed to send me something? I never got anything. And I find out that you didn't, Melissa or Regina didn't send you everything. And then they come back like, oh, so sorry. You know, then all bets are off. So what I've done with my team and it's worked well over the years is I'll tell them and remind them now and again, I'll just say, listen, guys, mistake amnesty means if something happens, bring it to me first.
I can fix the problems. We can fix the problems that we know about. I can't fix the problems we don't know about.
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Create a life plan along with your business plan
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We'd like to do is with your enterprise plan and your business plan, we say, let's create a life plan.
And what does that look? What are your missions? What are the things that you want in life that are bigger than you, bigger than the business that'll still serve the community? That'll still be stimulating. That'll still be challenging.
That will still, you can attach to your worth, self-worth, not just net worth, and you can be a viable contributing part of the community. And look, it's necessary. I think, you know, going back probably our parents' generation was work to 65, retired, take it easy, and travel.
That's long gone. And everyone's learned that if you retire and do nothing within, I think it's three to five years, you're dead, broke and dead or dead, right? Everyone's learned. There's no such thing.
You can't retire your body. You can't retire your mind. You need to be doing something that is meaningful, stimulating, and challenging, right? Hanging around your business.
That's not challenging. That's just being, that's again, going back to comfort and going back to familiarity. That's the time to be the CEO of charity.
That's the time to go contribute back to your church or your synagogue or your faith organization. That's the time to go on the board of your HOA, right? And that's the time to run for city council or that's the time, you know, there are things or go start another business, but don't be in that one. Your time has passed there.
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No Seminar Teaches You What to Do After You Hit Your Goals
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And you don't wait until you sell, but a lot of people do, unfortunately. All the seminars are about how to get my goals.
You know, how do I pursue a goal? Well, nobody told you what to do when you get them. You know, how many times... The easiest way to see this is to see it in sport every single day. It won't matter.
Pick your sport. One team gets out to a big lead, and then what happens? And they're like, I go into the prevent defense, or I get complacent or I put in the wrong people. Because no one told you what to do with a big lead.
And then the announcers are like, oh, they're going to pull their players. We should rest them now. No, no, you keep doing what got you the lead when you have a lead.
Because if you do that, your lead will expand, and then no one will catch you. But what do they do? They forget themselves when they get a lead and the other team catches right up. And you're like, how do they let that happen? I mean, it happens every day because there is no class to what do you do when I get my goals?
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When You've Built Yourself Out of a Job
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
One of the things I learned very early on in my coaching training and when I, I started out my career as a life coach.
One of the first things that we learned was that the two top areas of distress you will deal with the client is number two, which is I have a goal. I know what the goal is. I just don't know how to get there, you know, and I need help and I lack the strategy and, you know, maybe the education or the attributes, or there's something that's missing.
Help me fill the blanks. And, you know, and that's the number two distress. The number one distress is answering the question.
Now what? So I've hit my goals. I've gotten the things that I set out to get, but I now don't know what to do with myself. That's the number one distress.
And so what we need to do is we need to step back from the business for a moment and create their life plan because the business, as you said, is tied to their identity. It's tied to their feeling of self-worth. You know, what do you need me for now? Well, in the business, maybe nothing, or in the business, maybe just your insights and your history, some legacy knowledge, but no, we don't need you for the business.
Why? Not because you're not needed. It's because you trained us really well.
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I Accept Your Resignation
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
As an owner, not everybody's going to come with you and they don't want to.
So stop trying to drag them along. Get used to this. I know it's hard, Ed, and you and I talk about this.
It's a hard expression to say as an owner. You don't like to say it, but when somebody's giving you the, I think it's time to go, just say this. I accept your resignation.
I accept your, and like some of them out there are like, no, take it out, right? Just let them go. They don't want to be here. And they probably stayed longer because of their lawyer, but they're miserable.
Let them go. Tell them we're a better company for you being here. Let's stay friends.
I'll still invite you over for Thanksgiving. You can come to the company picnic, but let's go. Well, we got to get you another job somewhere else because you hate it here, you know, and they'll be all the happier, but just have the expectation that people are going to serve you for a window of time.
They are not going to serve you after that. And then it's time to move on. I know it's hard because you build trust and relationship and loyalty and all that, and that's all still present, but they're just not ready for the job anymore.
And they don't want to be there.
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To Grow and Scale, Commitment Is Non-Negotiable
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
A lifestyle business, convenience and comfort will be the champion.
And so they'll come back, and they'll say, ah, this growth is uncomfortable. You need to be committed if you're going to grow and scale. It's one of the world's greatest challenges, and it's almost one of the world's greatest rewards.
If you can get a business to scale, you are unfairly and exponentially rewarded because you're in the top 4% of all businesses. You get the 10 million or more, you're less; it's less than 1% of businesses on the planet are over 10 million in US equivalent, $10 million. So you are unfairly rewarded if you get the $10 million or more and you know, you get market share, you don't always deserve and you get, you know, you get the benefit of the doubt when you don't always deserve, and you know, your brand kicks in and all those things, but you gotta be committed.
And there's, you know, it's a graveyard between one and 10 million because you've gotten to that point and you figure, okay, and I'm like, no, no, it's time to turn the jets on again. There's no jet back there. There wasn't before, but that was 20 years ago.
So it's, I do feel for business owners because they really, really thought they, once they got to a certain point, they can coast and they realize that you don't always have to work harder, but you do have to be more clever. You have to have intellectual property. Your how has to be as compelling as your why, you know, how you do things, your secret sauce, your differentiation.
There are elements that you need to put in place or you're simply another me to a business that can be ripped off way too easily.
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You Can Always Out Hustle Somebody
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That's why business in many ways, especially in the entrepreneurial world, I love it so much because you really do get out what you put in and you can out-hustle somebody.
They can be better at what you do, but you could beat them on that day because I can get to that networking event five minutes before you, I can stay 10 minutes later. I can get that extra business card. I can get you, you know, and there's always someone who's watching you that says, Hmm, I think I could do it a little better.
I can automate this. I can add a system there. I can put a little tweak on it, and I can do an end around, and I can get you.
So we hear that all the time.
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Comfort Over Commitment
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In the lifestyle business and in many businesses, convenience wins out over commitment. You know, comfort wins out over commitment. Growth is insanely hard.
It's relentless. And I get, this is the question I get all the time. So I get a client, a CEO, and they're 40 plus, which means they've been at this 10 years or more.
And at some point, cause they're always embarrassed to ask some point, they'll pull me aside and they'll say, um, um, when does it get easier? Like, when does it, like, I've been at this a decade. I've been at this for 20 years. I've been doing this stuff.
Like at what point do, uh, does, do my close rates go up? Do the leads, like, does the brand kick in and people come to us, and I'm like, oh, you want the date? I got it. I said, never, never. I said, it doesn't get any easier.
This is a competitive sport, you know, and everyone's out for your job, and it becomes more and more sophisticated and complicated to get the same result going forward.
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A Non-Family CEO Might Be the Healthiest Hire You Make
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Best of all worlds, if that's the case. If you can get that CEO to take the job because they, in all seriousness, they'll come in and if they're a pro, they've been through situations like this, and they kind of know family dynamics. But if you can get that person who knows the dynamics and can come in and run the business, it's the best of all worlds because they're emotionally neutral. They don't get caught up in the Thanksgiving day baggage, the Easter or Hanukkah or family dinners.
And they'll be invited to the barbecue now and again, but they're optional, they're not mandatory and they can be a good voice of reason. And so from that standpoint, that's a very healthy hire. That's a really good point.
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You Can't Be Both President and CEO
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And I love this, when I see this in email signatures and I tell my clients, I'm like, you gotta stop this because it shows you don't know what the role is.
I love it when a small business owner says, I'm president, CEO, and founder. I said, those are two different, like the president and CEO are two totally different jobs. I said, the CEO is much more of the ambassador, sovereign, face of the company role.
President is a lot more tactical. So if you're gonna be CEO, and there's no way around that, then let's hire a president. Let's hire a president, they'll run the day-to-day or make them COO or VP of ops or something along those lines, GM, managing director, managing partner, something along those lines.
But get somebody in here who knows how to run the business because you can. And that's a hard pill to swallow, but if they're bringing in somebody to give them guidance, there's a part of them that knows it's true. They just don't know how to exit gracefully with dignity and also reassure the company that they're on a good trajectory.
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The Chances Your Kids Want The Family Business Is Low
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Conversation with a good friend recently, well, a few years ago.
He was talking about his three sons and two, these two are coming into the business. And I had met the two, I'd never met the third, and I said, about the second, I said, there is zero chance he will come into the business. Zero.
He's like, oh no, I've already talked to him and we've assigned him a role. I said, he's saying yes to appease his dad and his mom, but he will do it. And I said, I guarantee, I said, this one is so easy.
There is no chance he wants part of this business. And it's got nothing to do with anything else, but he's just not passionate about it. And his interests lie in other areas, and it's just never gonna be this business.
And that was a hard pill to swallow because the parents forever were positioning this business as a legacy multi-generation business, and as more options for what you can do in your life evolve, like, I hate to say it, but when you and I were younger, there weren't as many options. And there were like 10 things you could be. Well, today, there's 10 things you can be today.
Tomorrow, there are 10 more things you can be or do. So, with technology and remote working, I mean, forget it. There's so many varied interests.
The chances that your kids want your business is really low. It's really low.
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In Family Businesses, Roles Are Assigned by Convenience
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. In family-run businesses, we assign a role based on convenience or need, not talent and skill, and propensity for the job.
And so, you know, we make people managers when they're not really managers. We put people in certain parts of the business because that's the opening that is there. And you do your best to try to match the, you know, some skillset to what they're doing.
In that dynamic, it's more important that the person has a job and is busy than they can do the job, at least, you know, for the family survival, if you will. And so it's oftentimes very mismatched who's working in the business and where.
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You Can Hustle to $3–5 Million — Then What? Pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Pinch point in that three to five million dollar range, where having a bunch of generalists, nobody knows marketing well enough to know how to do Google Ads.
Nobody knows logistics well enough to get the best trucking and rates other than just calling around like, how much will you be, how much will you, no. They don't know how to synchronize routes and points of origin. It's not point of destination, it's the point of origin that almost always reduces your shipping.
So they don't know a lot of these things and they're scrambling, and they're generalists in almost all areas, so that means there are challenges in almost all areas. So all of us being entrepreneurial and scrappy, while those are good attributes, they're not good techniques when you get to three to five million.
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You Can Hustle to $3–5 Million — Then What?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now this is common in all businesses, not just family business.
And here's part of what the challenge is, but I'll take family business for starters. Two family members get together and say, let's do it, whatever it is. Let's do it.
We're on, game on. And like every business, we all start out as generalists in the business. We wear multiple hats.
Well, you're pretty good with people, and you're in marketing. I'm pretty good with numbers. I'll take finance.
Great. But who's going to move the pallets in the warehouse? Well, what's wrong with your arms and legs? That'll be both of us. Right? And so we wear multiple hats and then you can hustle your way to three to 5 million in almost any business.
And just by sheer grit and determination, get there and listen, three to $5 million is nothing to sneeze at. That's you're in the top 4% of all businesses worldwide. That's a lot to be proud of.
But you realize that you hit a wall pretty easily because there's only so much of you to go around and what was working for you when you had $250,000 in revenue, as opposed to 4.5 million in revenue, that's where you're getting stuck because you now need specialists.
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The Real Reason You're Not Scaling Pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I am of the belief that if somebody in your organization is not performing, to start with, it's not their fault.
It's your fault as the leader. I would say, listen, first things first, let's take 100% responsibility for the performance of our team. If they're not performing, let's assume it's us, we haven't given them the tools, we haven't given them the resources, we haven't given them the coaching or mentoring in order to be successful.
So first things first, let's look in the mirror and what do we need to provide them in order to be successful? And then let's put those things in place so that way there's no excuse later and it truly is their responsibility. So that's the first place I'll start. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
The Real Reason You're Not Scaling
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So they bring me in and they say, all right, we want to grow.
We want to go to the next level. That's code for there are issues internally. Either there's some internal strife, or there's a partnership issue, or there's somebody who no longer aligns with the goals and there's just nothing you could do about it.
You know, at this point, I've dealt with it so many times. First off, I remind the client that everything's confidential. I said, look, we could talk freely and then I'll just say, all right, who's the issue? Who are we talking about? Who are we talking about specifically? And sometimes the owner will, and the owner will say, well, it's me.
I'm the bottleneck. Okay. And that's fair enough because most owners become a bottleneck at some point or another.
It doesn't mean they're the whole problem there, but they'll say, you know, I've got somebody about to come into the business or I bought somebody into the business, and we had some initial vision, but it's not really working out. There will be some family dynamic or some personal dynamic that is no longer viable or aligned. So we have to learn that right away.
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Family Business: Great Idea, Tough Reality
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Interestingly enough, even though there might not be blood in every family, blood family in every business, almost every business has some family dynamic.
Here's the first thing that changes. Now one, you know, it's on paper. It's a great idea to work with your family.
Who else would you want to support? Who else would you want to be around all the time? And you say, wow, wouldn't this be amazing? We can have this legacy business, and we can all be around each other all the time. Wouldn't that be great? You know, and it's great right up until it's not. And well, one of the things that changes immediately is accountability, right? It's the first thing that is sacrificed.
You can't, I'm sorry. You're not going to Thanksgiving dinner and singing Kumbaya and then holding somebody accountable the next Monday. On the sales meeting, because they didn't make as many calls.
You're not going to punish them financially because of it. It's simply, it's just almost never works. And so a family-run business really struggles with accountability at first and foremost.
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Consistency Closes Deals
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In business, if you tell me you wanna work with me, here are my rules to the game.
Once you say I wanna work with you, I have my team, we'll follow up with you every single week, every week. And we will offer you three times to talk and then I'll always have my calendly link. If you miss those three times, you will get an email the next week.
Sorry you couldn't make it last week, here are my times for this coming week, also my calendly link, can't wait to connect. You miss it three times, then we make a phone call. Hey, is everything all right? And every time we send an email, we back it up with a text.
I also wanna find out, are you a call person, are you a text person, or are you an email person? What is your preferred? And so if I email you and then I send you a text and you reply to the text, it's gonna be a text. But I'm doing every, I'm doing it each week, right? What I've learned over the years is people don't say, stop it, you're bothering me. They tend to say, wow, you're doing a great job, I really appreciate all the work you're doing, we're just not ready.
And what I'll say is, what would you like the next steps to be? Can we talk next year, can we talk in the fall, can we talk in the summer? Absolutely, and when they find out that I really care and I will respect those boundaries, they'll tell me what's going on.
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Maintain the Conversation Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I don't mind when somebody says, here's my timeframe, let's meet the timeframe.
I have clients today, I have franchisees today, I have deals today, that took two years to just date. Year one, they weren't ready. In a past life, guys, I used to build log homes as a custom home builder.
Yeah, you heard me. All of you get rich in your niche, people. I built log homes in New Jersey for a decade. So, you want a specialized niche, I got one for you.
But people used to come to me. I used to do this one trade show in New Jersey that was very popular. It was called the Sussex County Farm and Horse Show. Used to generate about 250,000 people to it over 10 days.
I had a log home construction company. I used to exhibit every year. And I'd have people come in year one, and they're like, I'm looking at the land.
Year two would be like, I think I got my model. Year three, it's like all the finishing and soft goods. Carl, I think I'm ready.
And I'd be like, really? I didn't think I was gonna live long enough, but okay. You've got, you know, it took you three years, but we got here, right? I used to do half million to a million dollars a year out of that show. And there were some people who would walk in with their file, like I'm good to go, I got the land ready to rock and roll, cool.
And then every year it would be, I'm ready, finally. You know, I had this one family that used to come in every year. The guy used to bring his family like, hey, this is the guy that's gonna build our house.
And I'm like, Jeff, you know, if we live long enough, like, when are we gonna get there? But I just maintained the conversation. And my big thing was, what would you like the next steps to be?
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What would you like the next step to be? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Hi Bob, hi Jane, hi Janie, hi Joey, hi Jimmy.
All right, hope you had a great holiday season. As we're entering the new year, many of my clients are revisiting their goals that they paused in December. Okay, I'm sure your prospects can relate.
I have found the last sentence is a very, very good one that will help understand where your client is at any given time. And here it is. What would you like the next steps to be? Now they know what that means.
In our working together, you know, Kirk, are you still looking at that same concept? And are you still looking at multi-unit? And are you still looking to have this as part of your 2026 goals? If somebody comes back to me and says, you know, Carl, I'd like to talk about this in September of next year. Q1, Q2, I'm not going to do anything. I'm going to start thinking about it in Q3.
Let's talk in September. I'll be ready to go then. I'll put that right in my CRM and say, okay, that's totally cool.
Kirk, let's talk in September. I don't mind people doing that. Now, could they just be pushing me off? They could be.
But if they're a client or a deal later, they're already draining my resources.Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Alignment Creates Opportunity
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. 24 conversations with concepts, where you're saying, how can we work together better? What can we do more to align? I wanna hear about what's going on with you guys and how we can work together.
We have found that if you have 24 meaningful and some sort of cadence of conversation, once a month, once a quarter, twice a year, I see you at these four events. However it goes, that you tend to get one referral per month, per brand. What does that mean? Somebody says, you'll get a call from somebody that says, hey, we found somebody that I think is good, but they're not a good match for us.
What else you got? Yeah. Have you called a franchisor and said, what do you do with all your dead leads? Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
High-Level Prospects Don't Keep Banker's Hours
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
My business consulting services, I text my prospects before 7 a.m. Why? Because they're up and they're on their phone.
And I had to reschedule somebody that I'm supposed to meet with tomorrow, and he said, and they always say the same thing, I don't normally like to do this, Carl, but I'm available Saturday if you want. So I have a couple of calls on Saturday. My point is, use personalized check-in, right? And if you've got somebody right now on your list that's a business owner, they think about this sort of thing in non-traditional hours.
Right now, they're busy. And I'm not saying don't call them during the day. Of course you do that.
If I could, I would try to get them before the day started. And I would call on Saturday, and I have long stopped pretending that Sunday's off limits. So I will call and text because I know that they're on their phones.
I know what they're thinking about. I know they're thinking about their year. Now's the time, okay? I love the holidays.
People always say to me, I can never get to these decision makers. I know where they are, off hours.
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Stop Selling on a Banker's Schedule
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Until they tell you to stop, contact them every week. we were kind of planning out our calendar.
And I said, block off Wednesday night through Sunday night, Thanksgiving weekend. And she said, okay, that's fine. And so as we're getting close, I have a nine hour day on Friday.
So even though I blocked out the day, my assistant said, hey, can you talk to so and so about this? Can you talk to so and so about that? This one's interested in this. And I kept saying like, well, you know, that's supposed to be a day off for me. Well, you know, that's supposed to be a day off for me.
You know, I'm not supposed to be doing that on that day. My day starts at 7 am and it ends about 530, right? And I've got an hour break here and a little bit of break there. But I started out with a day that was supposed to be open to a day that's full.
Why? Because business owners work non-traditional hours. If you have a multi-unit person that you're talking to, if you've got somebody who's a business owner, I guarantee you, you can get them on a week like this.
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Position Yourself Before They Position You Pt 2 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. But I would be telling them, here are my goals, right? So for example, one of the techniques that I'll do is I will take essentially personal responsibility either for a brand or a territory, and I would say, listen, there are a few brands that I work with very, very closely, ABC, DEF, and GHI.
And I want to really help them with their launch, or with their Northeast expansion or with their non-traditionals that they just introduced. And I'm going out to the people that I think would be a good match. You're among the first that I'm contacting.
So that could be a nice reset message. I'm looking to work with this kind of person. I've got these kinds of goals.
I'm working with these sorts of brands and here are their goals. So I'm looking at people who want to partner in that. You are among my first calls, okay? Now, based on our categories, if we believe they are a client or deal now, we want to be talking to them every week.
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Position Yourself Before They Position You
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. That you position yourself with your prospects, What I would be doing is I would be going out to our prospects as you're engaging with them and letting them know what your goals are for the coming year. Let them know what you'll be doing differently in the coming year and how they can be part of it.
So, for example, I'm committed to hitting a goal of one deal per quarter. I believe in the franchising world the average sales cycle is 105 days. So that means theoretically you would have, on the last week of a quarter, if you were to bring in a lead, that would close by the end of the following quarter on average.
I know some go quick. I know some take a while. I just sold two units of a franchise company within 60 days.
The buyer was very ready and the deal went through very quickly. So that was very nice. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Is It Really a Deal Yet? Pt 2 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Are the ones that are going to close. Maybe they're doing this to educate themselves on the process.
It's all good. It's just they are going to drain our resources. And we want to be very, very careful not to spend too much time with client laters.
Client laters and deals later, they take a lot of resources. So what do we want to do? We want to focus most of our energy on the deal now people. The deal now is that we should be speaking to just about every week.
We should be sending them gifts. Have you guys read the book Giftology by John Rulon? If you haven't, check it out. It's a really good book.
It's how using gifting is a way to build. It's good for nurturing existing clients. And it's also good for winning new ones.
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Is It Really a Deal Yet?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Is categorize who it is in our pipeline that we're speaking with. or a deal now, meaning somebody is engaged, they're talking, they're going to all the steps, they're asking all the right questions, they are liquid, they are rolling over their 401k into an entity that can fund a deal, they are applying to the SBA, they're taking all the steps and they're making all the moves that are indicative of somebody that's serious and that is moving forward.
I call that person a client now, or in your case, a deal now. There's either a deal now or everybody else goes into the deal later bucket. Okay, here's the mistake we all make.
Mike doesn't make this mistake, but Scott does, I'm sure of it. I'm kidding. So here's a mistake that we make as salespeople.
We think if we're at least talking to them, we're in the game. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Why Now Is the Time to Raise Your Prices
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Your good clients expect your prices to go up. So put them up, right? And I get you might have a certain cadence to it, but I would encourage you all, and if you wanna talk offline about how to do it, I'm happy to do it, but I would encourage you guys today, look at what segment of clientele or what segment of services or what segment of product and raise those prices today.
I don't care if you just did them in September or January 1, whatever. Wherever you think you can raise your prices, raise them. Because if you're not getting the yes, but, you have not gotten to where your clientele is willing to, the upper end of where they're willing to pay. So I'd highly recommend that you guys do that. OK? All right? And so just keep asking the question. Get with your team. If we raise it 1%, a supermarket can raise it a quarter of a point. can go from 1.3 of assets under management to 1.6 or 1.4.
Whatever it is for you, look at where you can raise it and raise it, right? Because you will get to the place where you'll have your best clients, and you'll use pricing as a qualifier and you'll start to differentiate, here's why it matters. During volatile economic times, buyers defer to experts.
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Progress Beats Perfection
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Or in business history, have you been rewarded for just trying, right? So more than ever, we–we have the opportunity to just get out there and be (unclear follows), right? Not only is it okay that you make a mistake, but it's actually rewarded when you do, because you're not perfect, right? Social Media for the most part, is the highlight reel is like, you know, when you see somebody at a networking event, how's it going? Good, busy, busy, yeah busy, so the family likes everything's pretty good, we're really good, that social media. So somebody's actually authentic enough to say, Hey, I tried this didn't work well, that was because what I–I try never to do that again, more and more, they're rewarded for it. So we live in an age where performance is rewarded almost as much as the result. Now you're highly skilled people. I mean, think about it. If you tried something three times, you're likely to get it right. If I gave you five times or 20 times to get something right? Do you think you'd get it right? I've even told you what it is and you still like, give me 20 I'll get it, right? You're too skilled not to get this stuff, right? So it's not like you're gonna be fumbling your way through social media for the next year. You might get it wrong or not perfect, like two or three times then you're like, alright, everybody, hey everybody, check it out. Nail it, right? And you're going to show the result.
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Why Letting Go Is the Hardest Part of Growth
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
I was just reading an interview, an old interview with Bill Gates where he said in the early days of microsoft he--he wrote all the code and then when they bought in coders, he had to sign off on all the code before it went out and then they bought in Steve Ballmer and Steve was like Bill does anything happening that's it, you're not doing that anymore and--but Bill Gates had a hard time letting go of the coding because that was his area of competency, right? And so it's usually the main problem tends to be the founder because we got off the ground and we prove our concept based on the founder's drive but now we've got to--we've got to let go of that, let the next generation take over. This is very very common in family-run businesses, where parent(s) won't let go, and so a family can't scale and have it grow beyond--have it grow beyond what the founder first envisioned and they hold on to the point where their family members are scattered.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Same operation challenge in stage 4,5,6 and 7 that’s a dysfunctional problem, that’s a–you should have solved already, so if I were to say cash flow, good problem, bad problem, the answer is it depends, it depends on the stage you’re in. One of the interesting things about the discovery process and a dynamic that’s very very common in our personal life and in our business lives is–is that we most of us pretty much know when we get something wrong, we know it, we try something, doesn’t work out, we’ve got it wrong for sure. We don’t always know when we get something right, one of the highest and most significant services that a discovery process will help you accomplish, is that you will know when you’ve got it right.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. A year, that means you're one in 600 people. That is 10 million or more, and we need to walk into a building that has 12,000 people in it to meet a peer.
What we do is not easy, right? So you're doing all of this work only to price yourself to where you're invisible. That's got to change. It is unacceptable to me that you sit down with a client, you're as knowledgeable as you are, you teach them everything they need to know, and they get up and go buy from somebody else.
Like, no way, right? Listen, your business is about, signing new business is about two things: the right traffic and the right offer. Most of you have pretty good traffic, meaning qualified leads. You're talking to the right people, but your offer's just not there.
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Carl Gould here with your #70secondCEO - just a little over a minute investment every day for a lifetime of results. They're not going to pay a whole bunch of money on the off chance you're good. They're going to think you're really good already. They're going to think, and by the way, if you fire them, guess what they lose? You, and they think you're the best option, right? That's why I was in a position one time in my landscaping company where I was in a position where I had to give back the guarantee, but if I gave him back the check then I was walking off the job and he had two days to get this thing done. I'm like, I can write you the check back, but then we're leaving. What do you mean you were leaving? I said, well, you just fired me and he's like, oh, all right.
Well, can you get done by Wednesday? I'm like, we'll get done by Wednesday. So there was one time that I was in that position. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Take a moment right down what is that--what are the top five complaints about your industry, maybe not about you as a company, maybe you as a company, but maybe not, but about your industry, so how would you know that? Hi please everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Take a moment right down what is that--what is the top five complaints about your industry, maybe not about you as a company, maybe you as a company but maybe not, but about your industry so how would you know that? So think of the a customer negative customer--customers Now let’s add to that what’s going on in their life right now, that makes calling you a must? What was the trigger event or events that may calling you a must not a nice to have but a must like its origin I don’t mean life and death but its an origin.
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1 out of 10 Pt. 2
Carl Gould here with your #70secondCEO. of being unsuccessful are less than 1%. if you do something 60 times.
And if you're looking for a cadence, 10 times a month minimum, for 6 months. 10 campaigns, 10 posts, 10 whatever, you name the 10. 10 coaching sessions, 10 events, 10 whatever.
1 out of 10, your first 10, expect it to be a little rocky. As a matter of fact, that could be a really good follow up. Like, if you guys have a WhatsApp group or you're on ROII, mastermind.com, you're on that WhatsApp group or whatever.
You know, there's that rule of 10, but then there's the rule of 60. Who's in on the rule of 60, right? Gather around, like I'm in on 60. You want to do 60? I'll do 60 with you.
10 times a month, 6 months. You have a 99% chance of success. Like and follow this podcast so you can learn more.
My name is Carl Gould, and this has been your #70secondCEO.
1 out of 10
Hi everyone, Carl Gould here with your #70secondCEO. And one of the things that we did was we taught people And we've since trained 7,000 people on how to launch their consulting, coaching, speaking, training business in 80 countries, okay? And here's what we found out. Statistically, if we gave you something to do and you do it for the next 10 times, you know what your chances of being successful at it is? One out of 10.
Your results will be low. So you're gonna come out of here, you're gonna be like, I love this, it's great, here we go, right? And you're gonna be like, oh, that campaign underperformed by a lot, right? Number two, not so much. Number three, maybe not so much.
One out of 10 is statistically where you'll likely have your success. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Pick The Categories By The People You Like
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Get around five people who have the marketing you like.
Find five people who have the relationship that you like. Find five people who have the travel schedule or the lifestyle that you like or the money that you like. You know, just pick your categories.
It's not gonna be the same group. There might be some overlap, but it's not gonna be the same group, right? You know, what do they say? You'd never meet your idols. They won't be your idols after that, right? Because you love them for that one thing and then you start to learn about all the other stuff and you're like, oh, I didn't realize that came with the package, right? So you don't have to, like I said, just get around your idols, but don't have the expectation that they are gonna be everything in all areas.
Build your teams accordingly, okay? Performance, we'll just take it, we're just, it's the act or process of carrying it out. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
You Become a Reflection of Who You Hangout With
Hi everyone, Carl Gould here with your #70secondCEO Just a little over a one minute investment every day for a lifetime of results. You have, just showing that you have the capacity.
You try, you win. You quit, you fail. There's only one way to fail and that's to stop trying.
As long as you're doing it, you'll get there. I saw a picture one time of the very first speech I ever gave. Boy, I wish I could take that one back.
God bless, no social media at that time, right? But if you don't, this is what you turn out to be. If you don't take action, you become a reflection of whoever you hang out with, right? So that dog was wearing glasses because he's really embarrassed about that guy. He's got to hang around, right? Look at that guy, he's a mutt, right? Or whatever, okay? We become who we're around.
Pick wisely. Pick wisely, right? That's right. Like and follow this podcast so you can learn more.
My name is Carl Gould and this has been your #70secondCEO.
Your Audience Is Looking for Permission to Be Real with You
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. What you do, you don't have to put the fake stack of extra 45s on there.
There is this great, one of my favorite videos, you guys familiar with David Goggins? The you can't hurt me guy, right, that guy? He has this workout video that I love and it's him doing bench press, right? And there's a face up and close up of his face and he's like, and he's pushing and he's pushing and there's a guy who I'm like, come on, you can do five more. And then they pan back and he's got like five pound weights on the side. I'm like, what are we straining over here? Like, dude, what? You're supposed to be the best athlete in the world and like you're moving like nine pounds.
But it was hard for him that day and he was just like, I'm gonna get it. And I was just like, damn, that's right. It doesn't matter what's on the bar, it just matters that you're trying.
You see what I mean? You don't have to polish it up, just be real because your audience is looking for permission to be real along with you. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Be Who You Are No Apologizes
Hi everyone, Carl Gould here with your #70secondCEO. as soon as you put the camera on yourself This is wrong. I'm like, oh my God, stop that.
You're okay. Just go on and don't apologize for how you look. Give your audience the same permission to do the same.
I'm sure you're not doing it on purpose. I'm sure it's just one of those things. Oh, let me just move that just to the side.
This will be so much better. Right now, guys do it too, but not nearly as much. You know, Mike and I walk out of the gym.
We're like, this is all we got. This is it, right? All right. It's not going to help.
Right. So stop that part. Just come on camera and be who you are.
No apologies. You do that. That is like and follow this podcast so you can learn more.
My name is Carl Gould and this has been your #70secondCEO.
Light Yourself on Fire Through Performance Pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Right, everyone thinks like, oh, social media, like, oh my God, everything looks so perfect.
What'd you expect? It's the highlight reel. That's all social media is, right? Now, you can be more real with your audience. Here's what I did wrong.
Here's the mistake I made, right? Someone said to Gary Vaynerchuk one time on one of his talks, they said, well, Gary, you seem like you get it right all the time and easy for you to say. He's like, really? I had the top YouTube show in the country and I moved the whole thing to Tumblr. I left YouTube.
I was the guy who went to Tumblr. Do you guys know what Tumblr is? Yeah, that's what I mean, because it's gone. He was on the top platform with the top show and he had the bright ideas.
Like, oh yeah, I know what I'm going to do. And he went over to the YouTube knockoff and it was gone. And he killed his own show, his own audience.
He's like, I had to spend the next 10 years building it back up. But he tells a story now. He told a story then.
He's like, I'm back. Sorry, I left. Like and follow this podcast so you can learn more.
My name is Carl Gould and this has been your #70secondCEO.
Light Yourself on Fire Through Performance
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Luther started the Lutheran Church.
It grew incredibly fast. And they said to him, how were you able to grow the Lutheran Church so quickly? And he said, well, I lit myself on fire and people came to watch me burn. So take your list of admiration.
Who is your ideal client? Who are you to them? Who's the admirable version of you? And then light yourself on fire and invite them to come watch you burn. All right, let me translate that. In your social media, do the things that you're passionate about, that you're good at, and that your audience also shares with you, all right? Be vulnerable with them.
It's okay to make a mistake. You're trying. You are trying in front of them.
If you try and fail, you've given them permission to do at least what? At least try. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
When Acting Like What You Hate Is Okay Pt 2
Carl Gould here with your #70secondCEO. You run from those emotions and you can be controlled in those situations. You give up your decision-making authority, your creativity goes away, your potential goes down and you're less likely to do anything related to performance.
If you're even around those people, if you're even around those situations, we have to become bigger. We can't eliminate that list. We have to learn how to navigate that list.
There are times to be disrespectful. There are times when you have to know it all. There are times when you have to stay on your ground.
Not always comfortable, right? And that's different for everybody and it's personal for everybody. But on the left-hand side, circle the qualities. Like and follow this podcast so you can learn more.
My name is Carl Gould and this has been your #70secondCEO.
When Acting Like What You Hate Is Okay
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Are there situations where it was good to be disrespectful? Absolutely.
Situationally, I'm not saying walk around, right? They say, do a takeaway. Is that disrespectful? Kinda. But is there a time for it? Sure is.
Is there a time when you know you're right and you gotta stand your ground on what you're right? And you gotta, listen, I might sound like I know it all, but guess what? In this case, I know it all, and it's for you, best for you, that I stand my ground right now. So are there times to use that? Okay, so you go down the hate list, you pick one at a time, and you work on that one. When is it appropriate, when is it not? In what proportion do I use it, and when do I not? Doesn't mean you have to be going out like, oh, great seminar, you jerk.
And just be disrespectful to everybody. I'm not suggesting that. But there are times when any one of those emotions are useful.
Like and follow this podcast so you can learn more. My name is Karl Gould, and this has been your #70secondCEO.
- Surround Yourself with Those You Admire Carl Gould here with your #70secondCEO. Because it gives you permission to talk about whom? So this is somebody that has the traits that you value, you have an alignment with, however you feel that they play that game at a slightly higher level. Equal or higher, right? But by talking about somebody else, you get a chance to talk about yourself.
Imagine we came down here and I said, yeah, no, no, no, enough about you, let's talk more about me, right? That would run out really quickly, right? And on the hate side, these are people that have traits that you see in yourself that, you know what, maybe it's not you today, but maybe there was a time, right? Maybe there was a day, right? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- The People You Admire… and the Ones You Don’t Pt 1 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So let me introduce you to two people you may know very intimately well, okay? The list on the left, the admiration list, that is what you believe is the best part of you.
The list to the right is what you believe is the least favorite part of you, okay? You cannot recognize a trait in another person unless you possess it yourself. If you have the reference for it, you can relate to it, okay, you can recognize it, right? And you can then judge it or rate it however. But if you can't recognize it, you can't see it in another person.
So if you got this laundry list, like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Do they like you? Hi everyone, Carl Gould here with your #7osecondCEO. Just a little over a one-minute investment every day for a lifetime of results. How do you get people to like you? Now as soon as I said that, I could see some faces in the room like, oh, that's gonna be trouble for me.
Oof, like, oh, I haven't been really good at that for a long time. It's not that kind of like you, right? It's do they feel that there's an alignment or a synchronicity? Do we have any shared values or common interests, right? And so in order to like you, they have to know that on one way, shape, or form, they are like you. So in order to do that, you have to find areas of sameness, likeness, commonality.
So when you know your everyday Jess, when you know who your ideal client is, you know what you talk about with them? Everything that they like. They like to golf, you are talking about golf. Yeah, but I hate golf.
Not anymore, you don't. You miniature golf now, you go to the driving range, you get an appreciation for it. If they like it, you like it, or at least you try it, okay? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Intensify Emotion to Inspire Action
Carl Gould here with your #70secondCEO. Where I'll share with you how you get someone to like you, Once we get to that point, once we get to the point of admiration, it is your job, just think of this as an overarching outcome or a bailout outcome. If you're worried about your campaign and you're like, Okay, what do we do next? What should be the next thing? Oh my God, I think I've used up all my good stuff.
Your job is to magnify your prospect's emotion to the point that they can no longer handle it so that they make a decision. Your job is to magnify their emotion beyond their capacity to handle it. In other words, create that gap, that delta.
Like, oh, I really want what they have, but the only way to get it is if I'm with them. If I'm not with them, I can't get it, but I want that pretty bad. So you're magnifying the emotion.
You've heard of FOMO, right? Like, hey, sucks to be you, you're not here.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Your Audience Can Feel It If You Truly Like Them
Hi, everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Your audience, that will come across and they will forgive you for any mistake you make.
If you really and genuinely believe in them, you really and genuinely like them, you are interested in them, and you are doing everything in your power to serve them. That will come across.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Why Pay You If Nothing Changes?
Hi, everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Why do I need to pay you to be around you so my life stays the same? Yeah, thinking not.
However, what can you bring to our relationship where I can say, ooh, I like it, we have similar values, but you're playing that part of the game higher than I am, I wanna learn from you, I wanna be around you. Okay, and we all have that. We all have it in our particular way.
That's why it's so important for you to understand who your everyday Jess is, and who you are to everyday Jess, okay? Who am I? Who are you? How can you, what do you bring to the table that is admirable about you that I wanna be around? And what's admirable about me that you would want to be around? Does that make sense? Okay, you can only serve the people to the greatest extent that you admire the most. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
You’re a Interruption Until You Deliver Value
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. You are an interruption to your client's day until you bring them value, okay? Like, if you're worried, like, oh, cold calling, I don't know, will they not like it if I cold call? They're not, they're gonna hate it until you give them value.
Yeah, but those emails are kind of intrusive, do I really wanna send them? You're right, if they suck, you're an interruption to their day. Yeah, but my social media, you're right, if you're boring, you're gonna have a boring business. If you don't bring them value, you are an interruption to their day.
So the key is, how do we bring them value, right? There's a very specific and scientific way that you can do that. And the way that you do that is you give them something to admire about you, okay? Think about it, who are the people that you spend your time around? Who are the people that inspire you, okay? They're people that you think will make your life or business better by being around them.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Failure Can Be Fuel for Growth
Hi everyone, Carl Gould here with your #70secondCEO. That's how you find out what you're all about. But that's okay, you don't have to succeed at everything. As a matter of fact, failing at times is part of the growth and will endear you to your audience even more because now you're relatable.
You know, Oprah's audience rises when she had her show. It would increase and decrease with her weight. When she was heavier, she had a higher audience.
When she would lose weight, it would go down a bit. She was more relatable when she was struggling with her weight to the average person. How many of you in here are a billionaire? Yeah, right, none of us.
So it's hard to relate to her on that. But how many of us have ever struggled with our weight? All of us, like, wow, she struggles with her weight? Now I want to listen. How does that happen?
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
The Bigger You Grow, the Bigger the Challenges
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. When you get into performance, it's going to start to challenge and push on the edges of your belief systems.
Your BS, if I may, right? And your BS, you're gonna have to deal with. And so what we need are some strategies in order to deal with that as it comes up. Because as Peter said, you know, as you grow, your problems will grow with you.
So we're not playing a game where our problems get smaller. We're playing the game of where we get bigger. We have to continuously be bigger than the problem, become bigger than the problems that we have.
Your ability to be successful in your business is how many problems can you and or your team or your systems or your technology or your software or your processes can handle. You will not rise to the level of your goals. You will sink to the level of your systems.
Okay? That's where you're headed. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Potential to Performance: Bigger Growth, Bigger Challenges
Hi everyone, Carl Gould here with your #70secondCEO. When we're learning something but we haven't tried anything yet, We're unlimited, right? What's our potential? Unlimited, we could do anything, right? And we could do no wrong, everything is right, every idea is brilliant, right? Don't most bad ideas start out as a good one? Right? Don't they? Like, wow, that was a really bad idea. Like, but before it was like, that was amazing, that was really good, right? And so in potential, you could do no wrong, you're a legend.
In performance though, there's a risk. And one of the things that I learned a long time ago was that the two toughest types of fears that you will deal with in your life. Number two is the fear of failure.
Number one is the fear of success. Well, wait a minute, if I knock this campaign out of the park, I'll be expected to do that every single time. If I get this one right, all of a sudden you're going to want to hold me accountable.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
Let’s talk about systems. A true system is when an activity—or group of activities—can run without your direct involvement. That’s when you know you've built something sustainable.
Remember back in the discovery process, we said every job and every industry has its own personality? Over time, each role in your business starts to take on its own rhythm and identity. That’s a good thing—it’s the sign of a maturing company.
By nature, systems are structured, scheduled, predictable, and reliable. And when those systems are in place, the pace of your business may begin to slow—but don’t mistake that for a problem. It's actually a sign of stability. Just like you needed patience with yourself during earlier growth stages, now it's time to be patient with your team. Stay the course. The payoff is coming.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
Let’s talk about benchmarking. The tangible side of your business—your numbers—make up about 28% of its value. When you benchmark, you're comparing your financials to the industry averages. Why? Because it gives you clarity. It gives you a target. Whether or not your goal is to be number one in your industry, you need to know what the top looks like—and how far you are from it.
Benchmarking helps you understand your competition, and understanding is the first step to outperforming or even eliminating that competition.
Now, let’s move to the intangible side—your people. You don’t benchmark individuals—you benchmark the positions. You define the prototype for each role in your business, using your discovery org chart. What does the ideal salesperson look like? The ideal receptionist, marketer, accountant? What qualities, skills, and behaviors are essential?
Benchmarking helps you align every role with excellence, creating a high-performing, well-targeted organization.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
Consider this: the average Starbucks customer, during a 20-day work month, visits Starbucks 18 times. That same customer often drives past multiple other vendors offering similar coffee for a fraction of the price—sometimes less than a dollar. So why do they still choose Starbucks?
It’s not just the coffee—it’s the system. Starbucks isn’t dependent on a charismatic owner or a one-time promotion. Their success is built on consistency, predictability, and an experience that customers trust—every single time.
When your business reaches this stage—where systems are the star—your sales start to grow exponentially. You're no longer selling just a product or service; you're delivering a reliable experience. At this point, you are unfairly rewarded—in the best way. All the effort you've invested up to now starts to pay off repeatedly.
And for the first time, you can seriously begin to consider expansion.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
You’ll know you’ve entered Stage 4 when every role in your business begins to take on a life of its own. Things start happening without your direct involvement. The pace of the business slows down—but in a good way. You might walk into the office and find it calm, almost quiet. That’s not a bad sign—it’s a sign of growing efficiency.
This is a big shift from the hustle of Stages 1 and 2. It’s not that your business is moving slower; it’s that it’s moving smoother. Early in Stage 4, the focus turns inward. You’re building systems, processes, and internal structure.
Think of it like teaching a child to ride a bike—you’re still right there with your hand on the seat, just in case. During this time, your energy is focused on your internal client—your employees. Because of that, your sales might dip slightly—but that’s normal and expected. You're laying the foundation for sustainable growth.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
As your business develops, you need to focus on improving the quality of your product or service and building your credentials. While sales remain important—especially early on to keep the cash flowing—your major focus should be developing your core competency.
Now, every stage of business has three phases: early, mid, and late. I bring this up because Stage 2 is where most businesses spend the bulk of their time—even the Rolling Stones are still in Stage 2, just in the late phase.
In the early part of Stage 2, the focus is quality. If you just opened a pizzeria or deli, for example, your top priority should be making the best food possible. That’s what gets people talking—and coming back. Pricing and discounts matter less than creating a product people love.
As you move into mid-Stage 2, start building your brand. Gather testimonials, sharpen your skills, earn credentials, and keep raising your standards. Quality remains key—it’s just now reinforced by credibility and brand trust.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
It’s often said that being a business owner is the toughest and loneliest job out there—and there’s truth to that. But it doesn’t have to be.
What makes it feel tough and lonely? Flying blind, making decisions in the dark, with no gauges and no clear plan. What makes it easier, more enjoyable, and more successful? Taking the time to plan—stage by stage.
Don’t skip steps. Move forward one stage at a time and take the time to enjoy the journey. Business is an incredible evolution—not just for you, but for your team, your customers, and the company itself.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
How do you grow your business from startup to seven figures in just three years? It might sound like a huge leap, but it’s absolutely possible—and it comes down to one thing: alignment.
You need to synchronize your daily, effective actions with your long-term, big-picture goals. Your efficiency is a direct result of how aligned you are with your strategic plan. Keep it simple. Keep it structured. Keep it systematic.
Earlier, I mentioned that planning tools—like spreadsheets and weekly meetings—will become some of the sexiest things you do in business. I’ll admit, when I first heard that, I cringed. That’s not what I pictured when I thought about building a business. But now? I look forward to them. Not because I love spreadsheets, but because I love the results that come from being organized, structured, and system-driven.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
When you pair a consistent, high-quality system with a strong customer experience, you create something powerful—a deeper connection with your clients. That connection allows you to serve at a higher level and positions your business as a leader in your field. And when that happens, results follow—fast.
In the success cycle, your energy should be channeled toward achievement. Spend just 10% of your time identifying the challenge or opportunity, and 90% focusing on solving it. When your attention is locked in on the outcome, solution, and result, you'll move through the success cycle quickly and effectively.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
In the Business Discovery Process, there are three core areas you need to uncover:
First, your behaviors—what we refer to as DISC—reveal how you do what you do. Second, your values—these are the why behind your actions, your motivators and priorities. And third, your attributes—they show what you are willing and able to do.
The goal is to identify both your strengths and blind spots in each of these areas. Once you do, align them with your company’s mission, vision, values, and purpose. That’s when true organizational alignment begins.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
As we dive into Stage One and explore what’s required, you’ll see the power tools for where your focus should be at each phase. One of the earliest and most important tools is assessment.
You need to understand your identity—where you stand at any given moment—and what you bring to the table. But it’s not just about you. You’ll also assess everyone in your company, looking at their behavior styles, value hierarchies, and key attributes.
With those insights, you’ll be able to put the right people in the right roles, doing the right tasks. While we assess people early on, the benchmarking of the business and roles comes later.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO—just a little over a one-minute investment every day for a lifetime of results.
Even if you process things logically or are a numbers person, your decisions start with emotion. You’ve probably heard it said: we buy on emotion and then rationalize with logic. And it’s true.
Humans have six basic categories of motivators. When making a decision—whether to buy, act, or not—you go through a mental checklist based on these motivators, ranked in a hierarchy.
If a choice doesn’t satisfy your highest values, or worse, triggers your lowest values, it’s unlikely you’ll make that decision. In other words, your emotional values either pull you toward something or push you away.
Like and follow this podcast to learn more. I’m Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
To those of you who are reading this–that had ever–ever got a gift that says “some assembly required” and what have you done? This is how you’ve tried to put it together in the past: you’ve got this model airplane or bicycle, and here’s what you did. You did the I part, you got it and you said “wow! This is really great” thank you so much for getting me this, it’s exactly what I want it and then you try to implement a systems, I’ll pull everything out of the box, I’ll lay all my tools around and I’ll put myself in the shop and then step by step I’ll put this thing together. And then you’ll start to realize you’ve got more parts lying around as you get closer and closer than you should have, and you’ll realize this isn’t going so well. So, I’ve got to tighten the screws up a little bit more and I’ve got to maybe get a better screwdriver, you’ll try all of a sudden raise the quality of what you're doing and then when you realize that the things should be built in 20 minutes, you’ve been doing it for 2 hours, you’re not half way through, everyone else is wondering where is this great creation. It’s only then that you say, “maybe I should read the instructions”. And that’s the way most people try to build a business.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
How do you know you have the right person in the right place? Their true nature, their experience, their attributes, their skills align with the job description that they are involved in. So, in building a structure you put the right people doing the right task, how do you know? At the end of the day does performing that task give you energy or rub your energy. If doing that task or performing that part of the business gives you energy as the day goes along, you have the right person, you have the right structure and the right people in it, that’s how you’ll know. You put the systems in later in order to help that person grow within that business. Right now, right people and the right jobs who are enthusiastic about doing the job that they have and that will align with the MVP planning. We will put the structure in, we will put the system in at a later time.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
The Bigger You, the Smaller the Problem
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Then the world you're around, you’ll be more skilled so I’ve got really good at my voice to text. So, I can have phone calls and send emails and everything from my phone without ever touching you cause I understand the commence now, you just work on those things, right? So, you wanna become better than the problem you are facing and be able to juggle more, work smarter you know you want to expand you know so you’re bigger than the goal as opposed to saying “oh well, I’m overwhelmed let me shrink it down”, no no no it don’t work that way, you should be thankful to the problems you have, you wanna become bigger and better than your problems and you know who was it, I think it’s Billie Jean King said you know “pressure is a privilege”, right? You know people who don’t have pressure you know they don’t have that–they’re not gonna have the life that you aspire towards, you know what I’m saying. So, take the pressure as a privilege and figure out what’s the better way for me to manage it not let me shrink my whole world down so I can handle it, well anyone can do that, right. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Multiply Your Time, Multiply Your Impact
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And I get it, the brain works better when you’re doing one thing but you’re not getting anywhere beyond you're not achieving the level you want unless you're multitasking, right? So yeah I have my coaching business, I have my speaking business, I invest in companies you know I have real estate and I’ve got that, that’s not all gonna happen on the same day you know and so you got to figure out how to do more than one thing at a time, you have a team here you already starting with that, your key–the key to your success will be and anyone successful will be thinking about how well can you multiply time, right? And how well can you share your guiding principles and be transparent and share your goals with others so they can help you get there, right? And so you have to be multitasking. I’m sorry this whole idea that you know I get it–I get all the signs that surround us say we do better for doing one thing at a time (yup), well if that was true then why do I drive down the road and everyone’s looking at their phones. No one would admit the texting on their phone but everyone’s doing it, right? Of course they are, you know I count it up once I’m driving on the road, I’m like you want me to put on my phone.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The advisor is somebody who is probably the most important person in a room, they’re great at networking and they can marshall and channel all the resources necessary to get something done, they’re a generalist, they’re a jack of all trades and they’re good at all of them, they’re not like a master of none they’re actually very good at all of them. It’s the hardest one to become actually, advisor and then there’s a mentor. And the mentor is somebody who’s done something successful and now they're just gonna walk, they’re gonna say to that person “listen follow my footsteps it works for me and I can show you the way through”. So, in today’s age you're looking for one of those four, right? So if I’m going to lose weight, I wanna get in shape, I’m actually looking for a consultant, a personal trainer. You know I might coach so they could--how you feel about me in fat not in shape, oh I feel like (shit) and I wanna get better shape, okay good now I’m gonna turn consultant on you and I’m gonna say “this many exercises, this many reps and you got to--you got to pound them out, that’s a consultant”, right? So it depends on what you’re going for is what you’ll seek out and how much you know, how much you’ll participate as their client.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In the beginning it was enough to say you were a coach, hey I’m a coach, wow that’s awesome, then it was I’m a life or business coach.Then I’m a life coach and I’ve got all this segmentation and so now, you know it’s a very mature industry and each industry has niches, that’s how you know, when there are niches, you’ve got a mature industry, coaching is there. But coaching you know in what you describe people aren’t hiring a coach because they want an expert. As a matter of fact the coaches are least likely of the four disciplines to be an expert you--there's a coach, there’s a consultant, there’s an advisor and there’s a mentor, okay? And there are four distinct skill sets, four distinct market place opportunities or in services that you provide, coaches are there to help you process through the core issues of what is leading to whatever your experience is right now. They don’t have to know anything about anything other than how to help you process through the core emotional issues and the mindset of what is got, in where you are today. A consultant though that’s the expert, that’s the mechanical works on the scooters, that’s the lawyer, the accountant, the attorney they’re there to diagnose, treat and then help you fix the problem. They are the ones that they're gonna take over, they do the doing.
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3 Communication Zones in Your Body
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. Communication zones in your body. They're higher, middle, lower. That's it, right? Think collarbone, think waist, right? So higher, middle, lower. And that's how people will communicate.
So I'll demonstrate and then we're gonna do it together. So higher is from your shoulders upward, right? So somebody is what we would call a visual person. They are higher, faster, louder communicator.
The reason why they're, and when you see their gestures, their hands are above their shoulders and they talk like this and they're like, hey, come on up front. They don't say, come to the front there, hey, come on. Right, they're making all these gestures way up here. And you're 50 feet away saying, oh my God. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
We create a world around us that matches how we define ourselves
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. People are the people we surround ourselves with the most. And here's what I mean, okay? I don't wanna scare you with that photo. We, as people, the way we're wired, we're kind of like that projector right there. Whatever we put on the inside of that projector shows up on the screen.
We define ourselves a certain way, okay? We define ourselves a certain way, and based on that definition, we create a world around us that matches how we define ourselves, okay? And how you do anything is how you do everything. So once I can understand a little bit about your style, I can predict a lot about your life. If I can predict a lot about your life, I can find a lot of things in common.
If I can find a lot of things in common, I know how I can communicate with you, build rapport and ultimately how to have impact in your life, okay? Does that thesis sound reasonable? Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Someone else believed in me Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. We've coached about 150,000 people now. And we ask everybody, how did you ever get started in your business, if they're a business owner? Or how did you choose this career path if you work for an organization? The number one answer that we get as the reason why somebody chose a career path is someone else believed in me. Someone else said, hey, you know, you're really good at this, or you have a, I went into accounting and finance. This is how the meeting went, senior year in high school.
My guidance counselor said to me, Carl, your math scores are really high. You should become an accountant. And I was like, well, that sounds cool.
I should do that. So I went to school for accounting and finance, and I had no clue what it was. But I did it because my career counselor said to me, well, you have a proficiency in that area.
Your scores are really high. You should go into that field. So I did.
I had no clue what accounting and finance meant until I got to college, right? But it's the most common answer we have is somebody believed in me. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
People Follow Certainty
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Your language means this is where knowledge, credentials comes into play. You need to be the smartest person in whatever room you walk in. Or if you're on a project and you're doing a build-out or you're doing a budget, you want to be among, if not the smartest person in that room because you can then direct the room because people follow certainty. They follow leaders, okay? So you want to be the lead dog.
So most people say, oh great, I don't have to worry about that 7%, I'll just focus on the body language. Uh-uh. We need it because it's the lead dog.
The body language will do most of the work, but we do need the words for the, as the lead dog. Everybody okay with that?
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Communicate Trust & Respect through body language
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Communicate trust and respect through your body language. And this is a universal communication strategy, and we will practice that. So there are three elements that influence another person to your point of view. One of them is words. One of them is your voice qualities, and the other is your physiology, meaning how you stand and how you move. So words of the three, all three make up 100%, words, would you guess, make up what percentage of what influences another person to your point of view? 30? Seven? Any other guesses? 15? 16? I like it. He goes to auctions. I'm going 60. You go 15, I'm going 16. All right, add them all up, okay? And it's 7%.
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Trust & Respect
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
When it comes to trust and respect, trust is a back-to-back exercise. In other words, we have common goals and interests, we establish that, okay? Then, when I turn my back and go into another room, do I trust you'll keep your commitments? Do I trust you're going to do what you said when we're standing face-to-face, you made a commitment? Now I turn my back and I go, you turn your back, you go, are you going to follow through? Can I trust that you're going to do that? Respect is when we're face-to-face, do I think you are even a substantive enough person? Do you carry the credential? Can you do the job? Do I even want to bother talking to you, right? So if somebody can't look at you and respect you, and somebody can't be in the same room with you and trust you, it's going to be hard for you to influence them. Does that make sense?
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Do you hold the credentials for the job you perform?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Questions that we ask is, we ask this of our clients and we'll say, does everybody in the company hold the credential for the job that they perform? You know what the majority of the answer is for most people in most companies? No.
So if you are the bookkeeper, you use QuickBooks Online or some other NetSuite or some other financial software. Have you taken all the certifications that that software offers? The answer is, probably not. If you're a project manager, have you taken all the project management courses that align with your level in the company? Probably not.
So just something to think about. Think about your position, what you do, whatever credential, whatever continuing education credits, whatever training or certification that goes along, not just goes along with your job description, but makes you best in class, you may want to consider taking it.
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Can you handle the task at hand?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Not as important, but it is very important, especially in a commercial setting, respect. Can you handle the task at hand, right? So whatever your title is, can you handle the job that you say you can do? Here's why that's important. Because if I don't respect you, I won't bother telling you the truth. I won't bother bringing things to you because you can't handle it. Why would I bring a problem to you if you can't handle it, okay?
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Remove the Barriers
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
And you can't find something in common, it's painful. You meet somebody. Hey, how are you? Nice to meet you. Oh, yeah, I'm Carl. How are you doing? Oh, good to meet you. Oh, yeah, it's your first time at this? Yeah, great, cool. So you into sports? Nah, not much of a sports person.
Oh, oh, OK. So what are some of your hobbies? You know, I don't have a lot of hobbies, so I'm just more of a stay-at-home kind of person. Now, that's just two sentences. How hard was that to watch? And we've all been there, OK? So we have to remove the barriers, have the common goals, master the word yes.
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Unlocking Opportunities with Yes Pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
If somebody asks you, do you golf? Do they actually care if you golf? No. What is it they want to talk about? Golf! And what do you think they were about to tell you after you say yes? Some story that you don't want to hear about their golf weekend. Right?: Okay. I get it. You don't want to listen to it. But if you say no, they cannot find something in with you. So your answer is yes.
Every time. As long as you have a reference for it. I'm not suggesting you lie to somebody. You ever been to Hawaii? Oh, I tricked you. I tricked you. Let's try it again. Let's review the training. It's coming on three. You ever been to Hawaii? Right? In my dreams I have been. On the internet I have been. Seen a lot of great photos of Hawaii. I wish to get there someday. It's yes or some version of yes.
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Unlocking Opportunities with Yes
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. You have to use this word first. And here's the word. The word is yes. So what's the word? OK, everyone this time, what's the word? OK, so we're going to try it out.
Hey, do you golf? Some of you are like, well, I don't I don't know if it's called golf. Like, I went to the miniature. All right, we're going to try it again. Ready? We'll review the training. I'm going to ask you a question. You have only one answer.
OK, here it comes. Do you golf? Some of you still, it's still, we're not there yet. OK, now you're saying, well, I don't golf. I don't want to say I'm golfing. I'm not going to lie to somebody. Have any of you ever seen a golf ball? Have you ever gone miniature golfing? Have you ever watched golf on TV? You know who Tiger Woods is? So you have a reference for golf.
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Whose goals or interests matter
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. We need two things going at the same time at a high level, and they are trust and respect. So trust we define as having common goals or interests. So there you are, you're talking to another person, whose goals or interests matter? Yours or theirs? Who thinks it's yours? Like, it's really important that everyone knows what I like to do so they can talk about it when I want to talk about it. Or theirs? Not a trick question guys, go ahead.
This is the audience participation part of the presentation. I'm going to ask a question and you'll raise your hand for one or the other. There's not a third option, okay? So if it wasn't yours, then it's definitely theirs. All right, so let's try again, okay? So whose goals and interests matter? Yours or theirs? Theirs, right on, it wins, okay.
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Different Minds, Different Wires Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Now that we have rapport, we can now influence somebody to our point of view, right? Remember, there's three styles, right? So think about it.
When you walk around every day in your work and you say, you know, that department, I don't know how they hired those people. They don't deserve to have jobs. How do they make it through the day? Ever have one of those moments, right? Because those people aren't wired like whom? Like you. They're fine. They weren't put on this earth simply to annoy you. They have a purpose.
And guess what? They're thinking the same thing of you. Like, I don't know how he or she makes it through the day. I have to help them find their keys. I have to let them in. They forget their security pass all the time. Like how are we relying our future on that person, right? And yet they get a lot done, right? There are just different styles.We just have to find the style.
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The Safety Net of Strong Rapport
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
You meet somebody for the first time, what is it you look for? Things in common, right? Because once we have something in common, we can then like each other.
Now, not like each other in the way you're thinking, meaning we are like each other on some level. That is the basis on which we will allow somebody else to be in a relationship with us, or we influence them, or they influence us, okay? And it is how we're wired. Like if you didn't wake up today and say, ah, I did rapport yesterday, I'm not gonna do it today.
That was exhausting. You have to have it every day because it's how we feel safe, right? So now this is good news for some of you because you're just like, oh, I don't know if I'm the most likable person. I'll leave it to you to decide.
If you create commonality, the other person cannot help but like you. This might be the best thing you learned in this whole conference.
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The Power of Rapport: Why It Matters in Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Why do we care that we have rapport? Why do we care that we have influence? Well, first off, we need rapport because we need to build a relationship.
I'm going to ask you a couple of questions in a moment, but we need to build a relationship with other people. And there are only three styles out there. You're one of them.
There are two others. And for our purposes, you are basically wired like one-third of the population when it comes to your communication style. You don't have to do any work.
You connect with them very easily. They, wow, that person is really cool. I get on very easily with them.
It's the other two thirds that we have to work on. So you have to know your style so you can understand others' styles so you can adapt. And that's what today's about.
It's about situational communication, situational leadership.
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Meet Them Where They Are Pt 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Most of the time. So we have to make sure to bring our energy and be like, I've only got 20 minutes for, you know, 20 minutes.
I just want to look around a little bit. I've got to get back to work and we might be too low. We just want to meet them where they are. So if they're higher than us, we want to come up to them. If we're higher than them, we need to bring it down a little bit just in the beginning. And once we feel like we're kind of in sync, then we can speed up.
Sound good? I noticed a lot of where you're from. Oh, I'm from Winnipeg. Really? That's awesome. I don't know anywhere else in your life that when someone tells you they're from down the road, you say that's awesome. It can be awesome.
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Meet Them Where They Are Pt 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. When the prospect gives you an answer, you adopt the tone and the volume and the pace that they do.
Okay, so here's something that's common that a salesperson will do, right? So they'll come through the door, and you'll say, hi, how are you? I'm Carl, I'm from Ad Hubs. And they'll say, hi, I'm Bob, and I'm from, I don't know where I'm from, but I'm not from here. And then you say, great, that's awesome.
You're from nowhere, great. So where you from? And they'll say, down the road. Down the road, that's amazing, right? And so, as a salesperson, you will come in much, you'll come in hot, right? You're super excited, you have a prospect, can't believe it, you wanna tackle them, drag them over, and make sure that they leave with jewelry.
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Summary:
In this episode of #70secondCEO, Carl Gould explains how acquisition growth—specifically roll-ups—can give you a strategic edge in competitive markets. By owning multiple businesses that submit separate bids for the same project, you significantly increase your chances of winning the contract. In a down market where access to decision-makers is the biggest challenge, not price or product, controlling more of the competition can be your biggest advantage.
Read full transcript:
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
One, you're doing what’s called a roll-up, I’m buying that business I’m rolling it up in my mind I’m taking their name off the side of the truck or the side of the wall, off the side of the building and it’s now my name. You have just, you have two offices or you buy it you leave the name on it. So every time that you're submitting a proposal for a project they’re submitting one also. What do people do? They like to get three competing bids or in some cases five competing bids, well how would you like to have two dogs in that fight instead of one. Instead of one out of three how would you like to be the two companies out of three or the two companies out of five,mreally stacks the deck in your favor. Organic growth, strategic alliance growth, acquisition growth the reason why we focus on this today is we’re in a down market, access is your hardest challenge it’s not price, it’s not process, it’s not product, it’s not supply chain, it’s access to decision makers.
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Summary:
In this #70secondCEO episode, Carl Gould introduces the power of S-A-P growth—Strategic Alliance Partnerships. He explains how actively cross-promoting complementary, non-competing services to shared ideal clients can accelerate growth. By referring trusted partners like a carpet cleaner promoting a gutter cleaner (and vice versa), both businesses gain credibility and access to pre-qualified customers. It's a smart, low-cost growth strategy based on mutual benefit and client trust.
Read full transcript:
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Next area to look at S-A-P growth, Strategic Alliance Partnership growth. This is a slightly different strategy, what you're going do is active cross promoting of complementary services to similar ideal client avatars. What does all that mean? Active cross promoting means I find another company that services a similar client (hey Rob) we have the same ideal client, homeowner, dentist, doctors office you name it but we have non-competing products. Maybe I’m a gutter cleaner and you're a carpet cleaner. So if I’m a gutter cleaner, I’m gonna write a letter to all of my clients and say “hey I know Bob’s gutter cleaning they’re fantastic”. I clean the carpets, he cleans the gutters. If you're in the market for somebody for somebody that does that I vetted them they're really good and they’re gonna give you a special price just because you're a client of mine, thank you for being my customer. They’re gonna do the same thing “hey you should see Carl’s service” they’re non competitive and because the referral comes from a trusted resource they are likely to trust the referred.
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Summary:
In this episode of #70secondCEO, Carl Gould challenges the common urge to discount services when launching or growing your business. Using Oprah Winfrey and Richard Branson as examples, Carl emphasizes that true experts don’t lower their prices to gain traction—they lead with value and confidence. If you're an expert, price like one, and always include a high-end option in every proposal you present.
Read Transcription Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
If Richard Branson or Oprah Winfrey were going to launch a mentoring program and Oprah said “hey! Listen you know I wanna, I’ve never done this before, I’m starting a mentoring practice where I will be mentoring people personally”. Would Oprah Winfrey have to discount her services to get market share? Think about that, she left the higher staff just to vet the opportunities, you do the same, you are an expert in your field! Charge like you're an expert in your field. Richard Branson would not, if he started in mentoring program, he’s not gonna say “hey listen I just wanna get a few people in, so I would normally do this for a hundred but I’m gonna do it for twenty-five,” not doing that. So you don’t have to discount your services, give the higher price option with every service or contract you put forward.
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Summary:
In this episode of #70secondCEO, Carl Gould explains why your business must have a top-tier, premium-level offering—regardless of whether anyone ever buys it. This “McDaddy” or white-glove service elevates your brand, creates perceived value, and acts as a powerful marketing tool. Carl walks you through how to price it (hint: double it... twice) and how it influences customer perception just like a luxury car displayed under spotlights in a showroom. Read full transcript:
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, here’s what you need in your business. Whether somebody buys it or not you NEED to offer a VIP, or exclusive or premium service, or white glove treatment, concierge or McDaddy, or the whole enchilada. Whatever you want to term it. But you need that platinum, titanium offering where it’s the highest level engagement with your company. How do you know what to charge? Take your current fee, cross a line through it, take that number, cross a line through that, double that number! So, you double it, and then you double it again and you bundle products, services and bonuses and perks that to your clientele would make that price seem reasonable. That’s when you know you have a high enough price offering. Think about it, you walk into the showroom of an automobile dealership. What car do they have in the middle of the showroom , behind velvet ropes with the spotlights on it? Right, their most expensive car, which nobody ever buys. Why do they put it in the middle of the showroom? Because they know it will attract you into the showroom, you will be convinced the brand is worthwhile and then you’ll go buy something else off the menu.
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Summary:
In this episode of #70secondCEO, Carl Gould challenges business owners to shift their focus from product obsession to customer connection. Success isn’t just about what you sell—it’s about how your brand makes people feel. Learn the first lesson of crafting an "obnoxious offer" and why understanding your customer's values, experiences, and perceptions is more important than the utility of your product. Whether it’s a luxury watch or a smartphone, people buy for more than function—they buy for meaning.
Read full transcript:
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Because people place value on the intangibles and they place value on some of the other benefits and features that these brands offer. And they are luxury brands for a reason because they are brilliant at (they are brilliant at) connecting with their customer and having a great customer experience. And that’s a lot of why they are so successful at doing that. So I need to warn you, here’s the first lesson in the obnoxious offer, ok? Many of you are too in love with your product or service. You’re too emotionally connected to it, and you feel that’s the main reason why people are doing it for the utility of the product. Well that’s not always the case, remember? A watch is more than a time-piece, it’s jewelry, it’s a status symbol. The phone is no longer a phone, try calling your kids you’ll find out a phone is not a phone! Because they don’t answer and they don’t call you back. Right? So, hey Dad I’m busy on my device, no I called you on your phone, no that’s not a phone, it's a device. I got it, ok. So, what I want you to do is think a little bit differently. Fall in love with your customer, fall in love with your customer again, meaning - what’s important to them?
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Summary:
In this episode of #70secondCEO, Carl Gould shares a simple framework for building a consistent social media presence by balancing timeless (evergreen) and timely (real-time, relevant) content. Discover how to save time and energy by outsourcing your timeless posts while focusing your creative efforts on timely content. Plus, learn Carl’s 5x5x5 strategy: 5 posts a day, 5 days a week, on 5 platforms—a scalable formula for social media success. Read full transcript:
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What we do is, we look at social media in the standpoint of timeless and timely. Timeless social media is evergreen content. Right? Talking about Easter, talking about Christmas, talking about Passover, talking about New Year's day, talking about Fourth of July, right? Timeless. Right. Now what we have found is, you know, social media is–it's a relentless effort. You've got to stay on it. If there's a lot of content, it's hard to do. Right. So what we have found is that you can farm out your timeless social media very easily. There's a lot of resources out there for it. And it's the timely social media that takes a lot of your time, energy, effort and creativity and last, right? So we like to look at it both ways. We'd like to have a really good timeless social media chromic. Timeless social media. And ours, what we do is we post five times a day, five days a week on five platforms. Five times five times five.
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Summary: In this episode of #70secondCEO, Carl Gould breaks down a simple but powerful time management formula to help leaders get others to perform at a high level. Using the 20-20-60 Rule, Carl shows how to divide your time:
- 20% coaching, mentoring, and empowering your team
- 20% strategic thinking and planning
- 60% doing your core responsibilities
You’ll learn how to become the center of a coaching ecosystem—managing up, coaching across, and empowering down. This framework helps leaders scale results and build stronger teams.
Read full transcript:
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You need to get others to perform at a high level. That means you have to empower them, that means you have to coach them, guide them, and mentor them. So let me give you a couple of statistics here to play around with a couple of formulas how you spend your time. Alright, you are gonna take on in Stage 3 here, is “How well do you get others to perform at a high level?” So I'm gonna give you a little time management formula called 20-20-60: 20% of your time, 20% of your time, 60 % of your time. So in Stage 3, 20% of your time should be spent coaching, guiding, enabling, mentoring others to make them better. You ever hear the expression “you have to manage up and coach up?” That's right. You coach, you're a manager on how to interact with you better. You coach your stakeholders, your colleagues, the people that you deal with on a regular basis that are one degree of separation from you. And if there's anyone that does report to you, you coach and empower down as well. So you become the center of a coaching and empowerment network or ecosystem. And that's how you’re gonna make them better.
- 20% of your time on coaching, mentoring, guiding, and enabling.
- 20% of your time on strategic thinking: How do I make things better? How do I plan? How do I set goals? And how do I achieve those goals?
- And then 60% of your time on your job description.
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Summary:
In this episode of #70secondCEO, Carl Gould shares insights from a decades-long study showing a major shift in what drives business value. Back in 1974, 95% of value came from tangible assets. Today, it’s the opposite—72% of value now comes from intangibles like brand equity, intellectual property, and mission. Carl highlights how companies like TOMS thrive not just on product quality but on brand promise and purpose. The takeaway? Don’t just polish your product—build a brand people believe in. That’s what makes your business truly valuable.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
There was a study done in 1974 by the Sloan school of business and they said, “What drives value in a business? And 95% of what drove value 40 and 50 years ago, was the TANGIBLES of the business, its physical assets. Well let's fast forward to today. A follow up on those 10,000 companies and the second part of the study showed that 72% of what drives value in business is its INTANGIBLES. Its intellectual property, its brand equity, its brand promise. Toms shoes- is it the shoes? Or is it the fact that that company goes out and for every pair of shoe you buy, they buy a second pair and they give it to an underprivileged child somewhere else in the world. Which one do you think it is? So stop falling in love with your product or service. Yes, you want your product to be impeccable. You want your service delivery to be outstanding. No question about it. Logistically, we want those things to run well. Understand though, people will pay more, they will pay more for the other aspects of working with you.
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Summary:
In this episode of #70secondCEO, Carl Gould breaks down the often overlooked “NO systems”—the internal operations that keep your business running behind the scenes. These include everything from email and payroll to HR and accounting—critical functions that don’t directly generate revenue but support the systems that do. Carl also emphasizes the importance of building and developing the right team: people who align with your company, fit their roles, and are trained for future growth. A well-aligned team supercharges both your YES and NO systems. If they’re not performing, it may be a leadership issue—your systems, your responsibility.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Then we have the NO systems. The NO systems are “No, this is not what we get paid for.” These are all the support systems that helps the technical aspects of your business run. So, your email systems, security, benefits, you know, paying all the bills, accounting, payroll, those sorts of things, HR functions, anything that supports the Yes systems is a NO system. And think of it this way. It's all the work you would have to do today if there were no customers. What would still have to be done? That is a NO system.
Third part of this quadrant is your TEAM. They have to be right for the company, right for the job, and trained and prepared for the future needs of the business. An aligned team will help you be more efficient with your Yes systems and your No systems. So think about your team for a second. If they're not right for the company or right for the job or trained and prepared for the future of the business, in the beginning, it's not their fault. It's YOURS. You haven't given them the resources or the time or the nurturing or the technical training that they need to do their job well. Take your internal clients, your customers, or sorry, your employees and work on your systems.
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Summary:
In this episode of #70secondCEO, Carl Gould introduces the third core function of your business—Systems—with a focus on what he calls “YES systems.” These are the processes that fulfill your promises to clients: the services you deliver, the products you sell, the experience you create. Whether you run a hotel, retail store, or law firm, YES systems are what you get paid to do. Carl explains why this part of your business must run with clockwork precision and why consistency, predictability, and tactical execution are the keys to success.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Third function of the business is your SYSTEMS. Remember, we have YES systems and we have NO systems. The YES systems are:
- YES, we have clients and we have to fulfill the orders; and
- YES, this is what we get paid to do
So if you're a physical therapy practice, this is when you do physical therapy. If you're a hotel, this is when you have somebody check in and they lodge and they patronize your facility. If you're a retail store, this is when you're actually selling them something. If you're an attorney, you're arguing the case. You get the picture. This is what you get paid for and this is when you do client fulfillment. That's a certain type of person, a highly tactical, compliant, process driven person that runs this part of the organization and is very systematic. Very predictable, and very, very consistent. You should be able to throw away all of your clocks in the building because if I walk in and I look at your YES systems, based on what they're doing, I should be able to tell time of day, day of the week, day of the month, quarter of the year. I should be able to tell by their actions.
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In this #70secondCEO episode, Carl Gould breaks down the second business quadrant: Income—where sales, marketing, and relationships drive growth. He explains why marketing (lead generation) and sales (lead conversion) are two distinct functions and why separating them is critical for performance. Learn how to set goals, structure your teams, and create clear accountability to optimize your revenue engine. Full Transcription Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
No. 2, Second Quadrant. Right here, INCOME. This is Sales and Marketing and all of your relationships- joint ventures, strategic alliances- these are the relationships that you bring into the business, the exposure you get for the business and at the end of the day, the leads that you generate for your business. Very, very important that you separate Sales and Marketing. They're two different functions. They're in the same quadrant but they're two different functions. Once you set the goals for the business, you turn your lead generation team loose and tell them, “You are gonna go and generate these leads.” Don't let them talk to the Sales team - How's it going? How are you closing? We don't need that conversation. Tell the Marketing team to go out, generate the leads. SALES is the tactical implementation of your marketing function. So Sales team, you take them and set them aside or whoever does your sales- your Affiliate Marketing, however you do it- and you say, “You're gonna receive this many leads throughout the course of the year. We've got to close them. We've got to turn them into a sales, and close business, LOIs, contracts, whatever you call it, agreements.” But they are the tactical implementation of your marketing function and should be treated as such. Separate Sales, separate Marketing. They're two different functions. Like and follow this podcast so you can learn more, my name is Carl Gould and this has been your #70secondCEO.
In this episode of #70secondCEO, Carl Gould challenges you to break out of your comfort zone by seeking out people who think differently than you. Whether you're a visionary, a relationship-builder, or a systems expert, growth comes from surrounding yourself with those who complement—not mirror—your strengths. Learn how stepping into unfamiliar territory sharpens your perspective, reveals new opportunities, and accelerates your development as a leader.
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So if you're a big picture driver type person and you're results focused, you need to get around people who enjoy process. So get around professional organizers, go take that class, you know, go take that lean manufacturing, or Six Sigma class online. Get around process people, learn how they think.
If you're a sales and marketing relationship type person, you really don't like the numbers and detail bugs you down, go take that accounting course. Yes, I said it. Go take the accounting course. Or coding or something that's gonna require you to do really intricate detail, model building, something that makes you focused on the tiniest little aspect. Those folks think differently and they will open your eyes to new perspectives.
If you're a systems and process person, go around, go play undercover boss, alright? Go spend a week in the business of one of your colleagues, sit in on their board meetings. Think about how they, look at how they think differently and they think big or go to a growth conference and get around entrepreneurs who have wild ideas or go to an innovation center or an incubator and get around some young entrepreneurs and how their idealistic tendencies and they're thinking you'll launch its new products. It'll give you some real perspective.
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Hi everyone, Carl Gould here with your #7osecondCEO a one minute investment for a lifetime of results.
In a recent video, I asked you to write down who you admire and what that person or historical figure's admirable traits, rules, and principles are. And you just introduced yourself to what you believe is your best version of yourself. That’s right, you just use another person or figure or package in order to talk about what you believe are your most amazing features and where the next area of growth is for you. Ok, so you wrote down all the attributes of the person that you admire, now what I’d like you to do is:
- Rank yourself on a scale of 1 to 10. One low, ten high for every one of those attributes.
- How well are you playing that game?
- And then create a plan for how to get to a 10 in every one of those areas.
So, comment below, and tell me what was:
- The top trait you are going to work on?
- What was your score?
- And, what is the first action that you are going to take going forward?
This is Carl Gould, and this is your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You are now documenting, you are now process mapping, you are codifying, you are figuring out and creating the blueprint for what they call your throughput, right from the time you get a lead to the time you get paid and everything in between, how you fulfill the order, how you satisfy your clients. That's called your throughput, you determine and systematize your throughput. I'm a huge fan of scripts and so you want to script out as much as possible. Virtually every business there are very few exceptions. There are very few businesses that are not capable of becoming an assembly line and you want. Essentially in your business, you want to build an assembly line with the most amount of certainties possible, and you want to standardize and create the most consistent results possible in your business. Okay, that's stage four.
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Hi Everyone, Carl Gould here with your #70secondCEO just over a one minute investment each day for a lifetime of results.
Here we go, let’s talk about your operations. To what degree are your operations running like a finely tuned machine?
Give yourself a score, one being, ‘it’s a train wreck!’ And 10 being, a ‘finely tuned machine.’ I want to hear about that. Now, you are only as good as the worst part of your process so you can only move as fast as the toughest constraint in your business. So, take a moment, write down: What is the constraint in your operations? Where is the link in the chain broken? Where is it slowing you down because you got some friction in the system there?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What is it going to mean to you when you succeed? Who are you going to become in the process? How will you grow? How will you evolve as a person and as a company? And who else will benefit from your success when you have reached the level of success you have designed? And why is it important to you that that person be positively impacted by that? So as you've heard, we've done a variety of planning here and as you've created all of these different plans, focusing on designing your future, you find that you're more clearly defining where it is you're going, and even more specifically, where are you right now?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So we want to make sure that we're focusing on milestones, because milestones and favoring achievement over activity will help you eliminate the competition. Let the other quote, unquote busy companies compete against each other, be among the achievement minded businesses, focus on your milestones on your achievements in advance, and you'll be among the top percentage companies. And lastly, and certainly not least, is your purpose statement. The questions we ask here to develop our purpose statement are why is this business a top priority? Why is having our service important to us? What's going to keep us up late at night and get us out of bed early? Why is it important and urgent for us to be a success in this business? Why are you doing it? What's in it for you?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We talked about our outcome, what is our outcome for stage one? Our outcome is to design our future and we're going to do this using our 7 stage power tools, designing our mission, vision and values. Our purpose statement is that we're going to do our business plans, our marketing plans, our sales plans, our milestones, and planning in order to give ourselves the best chance of success. So how do we do, how do we design a mission statement? Well, our mission statement, essentially we ask, why does this business exist? What are we here to do? Who are we here to serve? What is our product, our service or our unique ideas? answer those questions.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Every job starts to develop its own personality. That's how you know you're in stage four, where things happen without you, the pace of your business will actually slow a little bit, you'll come into the office and it'll seem calm, things are running smoothly, you may not be used to this, this is not the fast pace, go, go, go, go go of stage one and two, it has slowed down a little bit. Things have calmed a bit. It doesn't mean you're moving slower as a business. It means internally, you're running much more efficiently. So early in stage four, you're going to have a very internal focus, because you're building and you're creating these systems. And it's much like when you teach your kids to walk or you learn how to ride a bike, you have your hand by the seat of their pants, and by the seat of the bicycle, just in case they falter a little bit. So early on, there's a very much of an internal focus. Your sales might actually dip just a bit there, because you're going to spend time on your internal client which is your employees.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Hear what I'm saying now, because we're saying that there are no systems yet we do not want systems, it's too early. But we want a structure. And we need to be flexible. And we need to place trust in others, even when we watch and they are making mistakes. This is hard for an entrepreneur to do, especially when they're so technically savvy in their business. So self management becomes very, very important in this area. So we go on to stage four. If you make it through stage three, you go to stage four, stage four is the system's stage, a true business is born, you're going to create and manage systems with the people in the sandbox, you know you're in stage four, when you lay out the job descriptions and the tasks and the processes and the people that are already in your structure. Do them on their own.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Potential is a wonderful place to be. I got to tell you in potential, you are a legend. It's amazing–I can't believe how good I am. You know, in potential, I can make no mistakes every idea I have is freaking brilliant, right? And my god, I gotta tell you, not only am I charming and handsome, but boy I’m smart in potential, but performance is very messy. Performance is risky. You can get it wrong, or worse, you can get it right and be expected to repeat that over and over again, right? Performance is very, very messy, right? It is very risky, but it's where you are most alive. You will find out what you're all about in performance. You cannot find out what you're all about in potential. You just cannot, right? And the longer you stay in potential, the more full of shit you are.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You may process things logically, you might be an analyst, you might be a numbers person and you do that for emotional reasons. You've heard the saying many times we buy on emotion and we rationalize, intellectually or with logic, and that's true. And it all starts out with emotion. Humans have six basic categories of motivators, those categories you will place in a hierarchy in that hierarchy. When you are deciding as to how you are going to buy or do or not buy or not do something, you will go through that checklist to make sure that each one is satisfied before you'll make that decision or not. So, if you're not making a decision, it did not feed your highest values, or it fed your lowest values which would do more to repel you from something, then draw you towards something.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When you create your organizational chart, you will be matching people with their styles. And that's step number one, most people are going to gravitate towards the jobs that they're good at already and we're gonna, when we talk about attributes, we'll talk about the skills and what they mechanically bring to the table already people gravitate towards certain roles, because people like what they're good at. So, when you ask somebody, when you're hiring them, what you like about your job, they're going to tell you what they're good at. We tend to like what we're good at, and we tend to be good at what we like. So when building a structure, simply ask the person that you hire them. Look at the tasks here, which one do you want? Which one looks good to you? Which one do you think you would like? They will choose what they think they're good at in the beginning anyway. So in the beginning, when you're building a structure, and here's the key before you make your first hire, this is why you have to have your plan, because we do something that we call share your vision with others.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In order to get that maximum lift, in order for you to maximize the launch of your business, you want to become what we call an MVP organization. How do you do that? You complete the stage 1 planning that we’ve laid out for you, and you want to complete the stage 1 planning that we referred to in the coming chapters. Become an aligned, resolved organization based on your dreams, your vision, your mission, your values, and your purpose. The more aligned you are, the more lift you will get. So, business truly is rocket science, very, very simple. You reduce the number of internal strife and internal fighting and internal misalignment or lack of alignment, and you have more thrust and greater lift to the launch of your business.s
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So, what is mass? Mass is the amount of internal strife or misalignment or lack of alignment in the business, meaning the more internal strife, the more in fighting, the less alignment it will create more weight or more mass and won’t allow for as much energy to go outward because if you have a lot of mass that means there’s a lot of internal energy and you want to minimize the internal energy so you can give the most energy outward towards your customers. The more thrust, the less mass equals more lift and lift equals results, one of the results you're committed to, one of the results you’re getting and fortunately or unfortunately depending on your perspective, there are places in our lives and in our business that we wish size didn’t matter. Here size matters, if you have a little bit of alignment you get a little bit of lift. If you have a lot of alignment or big alignment you get a lot of lift or big lift.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And that analogy is that business is rocket science. I was speaking once to a group of entrepreneurs and I did not realize we had a rocket scientist in the audience and I said “come on folks, this is not rocket science, building a business is very simple and systematic” to which the person raise their hands and said I have a correction for you, I am a rocket scientist and let me tell you that business very much is rocket science and building a business, launching a business –is rocket science. So, he laid it out for me and I’ll offer you this analogy as well. So his working definition of rocket science or how to launch a rocket or a business and you can refer to the formula we have on the page is that thrust over mass equals lift. Thrust divided by mass equals lift. So, what is thrust? Thrust is the energy you give to your marketplace, thrust is the amount of power and passion that you give to your clients and the amount of energy that you give outward to please your customer base.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So as I just discussed, you have to build your business in a certain manner if you will. You need to focus in certain areas at certain times and that areas should have major focus and a minor focus and when we talk about the 7 stages you’ll find that every stage has a personality. Ultimately though the business must develop its personality at every stage and then when it gets to stage 5 for example, this is where the business has fully developed its own personality and it has cut the umbilical cord from the owner, that process actually begins in stage 4 but its really stage 5 that the business begins to walk on its own. In stage 4 you’re still helping your baby walk, there still training wheels on the bicycle and all though there on “their own” you're still right behind them with your hand on the bicycle seat just in case they fall. It’s stage 5 that they walk, run on their own.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
To those of you who are reading this–that had ever–ever got a gift that says “some assembly required” and what have you done? This is how you’ve tried to put it together in the past, you’ve got this model airplane or bicycle, here’s what you did. You did the I part, you got it and you said “wow! This is really great” that you so much for getting me this, it’s exactly what I want it and then you try to implement a systems, I’ll pull everything out of the box, I’ll lay all my tools around and I’ll put myself in the shop and then step by step I’ll put this thing together. And then you’ll start to realize you’ve got more parts laying around as you get closer and closer than you should have and you’ll realize this isn’t going so well. So, I’ve got to tighten the screws up a little bit more and I’ve got to maybe get a better screwdriver, you’ll try all of a sudden race the quality of what your doing and then when you realize that the things should be built in 20 minutes, you’ve been doing it for 2 hours, you’re not half way through, everyone else is wondering where is this great creation. It’s only then that you say “maybe I should read the instructions”. And that’s the way most people try to build the business.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now there are a lot of patterns and we work with thousands of companies around the world at any given time and we notice patterns of success and patterns of failure. And patterns of success and businesses that aren’t successful they build in the order of D, I, C and then S. Most owners and most entrepreneurs try it totally different way, god bless you entrepreneurs you have your own way, you're gonna do it your own way anyway. Here’s the way most people try, most people start in the I, they try to create sales then the feedback they get for most people is you need systems. So what do they do? They run and they try to implement a system. After that it’s not going so all say–say “oh we better get some controls in place because our sales aren’t so good, we’re losing money and we don’t have any systems, we better get some controls in here. And then and only then after those three don’t work out then we say “you know what, we should go back to basics and start planning.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Looking at this particular diagram, we need to build our businesses in the following order: we need to start with the D, the direction. Think big picture first then sell your business, you’ll create it later, you need to sell your business first create it later then go diametrically opposed to the controls, that’s the third stop on the wheel. Build quality, build your controls, once you have very high D, very high I, very high C then and only then do you start putting in systems. Have a big vision, start selling your vision, create the quality product then put the systems in. Systems as you may notice in the 7 stages comes out in stage four, that’s what makes its appearance, stage four. You need to get through stage 1, 2 and 3 first before implementing strong and rigid systems.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That’s a category of improvement there is no end,right? So you can set mini goals around that but there is no such thing as the goal of being a better father, that is a category of life improvement that you're gonna work on throughout your life inside of that you would set smaller goals that would be symptomatic of you being a better father, right? More time around homer you know read it–read bed stories to the kids, those are goals but a category of improvement is not a goal so people set a goal and there like alright I wanna be a better student, I wanna do this and they set a category of improvement, target and then they don’t see results right away and then they see this goal suck, I’m not doing resolution F this, this is forget it you know but they–they’re using the wrong tool and they set themselves up wrong.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When they set goals number one is the–there’s a difference between a goal and a project,right? You know or task in a project, I think once–what some people do is they’ll be two vague or they’ll make the goal too far out in the future and it is hard to connect with. So I wanna lose a hundred pounds, you’re not gonna lose a hundred pounds and you know you might lose a hundred pounds in a year in two years, what’s your 90 day goal?, right? And what is it that you can do,right? So take a goal, chunk it down put it in 90 day steps, it’s been a long held coaching principle that you set goals in 90 day increments and a number of management systems that have taken that on bezels, rockefeller habits, eos, you know our rocks are priorities, you know that’s a long held coaching concept, 90 day goals. So take it, chunk it down and go after smaller bits but then understand what a goal actually is? A goal is actually a destination, it is–it is a project or some sort of endeavor that has an end point, that which is different than a category of improvement, so somebody says I wanna be a better father.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
It’s the companies that are not aligned with their clientele or don’t really understand their clientele you know and the experience has gotten stale those are the ones that are suffering. You know right now they talk about retail like why’s retail suffering? Well they say amazon and online shopping, am like oh oh well wait a minute there’s plenty of retail outlets that are doing really well because the client experience is very good. What online shopping did was they made part of the shopping experience a commodity and retail has to up their game to the next generation of client experience and if they do that they’ll be busy and if they don’t do that they’re gonna get slaughtered.
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Stage 5: When Your Business Becomes Bigger Than Your Product
Hi Everyone, Carl Gould here with your #70secondCEO, I’m also the author of The 7 Stage Growth Method. Today’s topic- Stage 5- The Sustainability Stage
This is the stage when you can first start considering scaling your business. You’ve laid the foundation in stages one through four. Let’s see how you doing in Stage 5, give yourself a rank on a scale of 1-10, 1 low, 10 high. Stage 5 is when the systems have taken over to the point they’ve created such a consistent experience for your customer base that you are now known for something other than your product and service. Starbucks- the experience, McDonald’s- convenience and real estate. They are known for things other than their core product and service. Are you? Give yourself a score on a scale of 1 to 10. One, we’re not known for that at all, 10, we are, all the ancillary benefits people really know and know really well. Put your score in the comments section.
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Hi Everyone, Carl Gould here author of The 7 Stage Growth Method and your #70secondCEO, just a little bit more than a one minute investment per day for a lifetime of results. Today’s topic - Stage 4.
Rank yourself on how well you have created your systems. This is the Systems Stage, where you decide on the ecosystem or the type of business you’re going to be. Up to this point, you’ve been an entrepreneurial-run business, now we’re making the switch to a professionally managed business, where you systematize every single aspect of your business. Little hint, start with the most frustrating part of your business and work your way back from there because any frustration in your business means that you lack a consistent and viable system in that particular area of your business. Give yourself a rank, 1-we- we haven’t figured out what we want to be when we grow up, 10- we’ve nailed it! Put your score in the comments section below.
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Hi Everyone, Carl Gould here author of The 7 Stage Growth Method and your #70secondCEO, a little more than a one minute investment every day for a lifetime of results. Today’s topic -Stage 3.
Give yourself a rank on a scale of 1 to 10, 1 low, 10 high. Stage 3 is the Synergy Stage. This is where you’re building your implementation team. If you have a great plan you’re an authority in your niche now you’re busy and in demand and you need people to help you. They have to be fully aligned and bought into:
- Your mission
- Your vision
- Your values
- Your purpose for your business
Give yourself a ranking on a scale of 1 to 10, how aligned and enthusiastic is your team about your mission? All right, because that’ll tell you how dedicated they are to the long-term goals of your company. Put a comment below, what’s your score? I wanna know, all right?
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The Specialty Stage 2: Becoming the Go-To Expert
Hi Everyone, this is Carl Gould author of The 7 Stage Growth Method and your #70secondCEO, just a little over a one minute investment each day for a lifetime of results. Today’s topic is stage 2 the specialty stage.
Alright, here we’re judging how much of an expert in your niche are you. How much of an authority? Give yourself a ranking on a scale of 1 to 10. One, nobody knows who I am. Then, I’m an ABSOLUTE authority in my niche. Here’s how you know. Somebody unsolicited comes up to you at an industry conference or somebody in the industry contacts you and says, “Hey, can I bug you a little bit can I ask you a few questions? Buy you a cup of coffee and pick your brain because you’ve figured out some things that I just haven’t been able to figure out and you seem to really have that worked out.” So, how often does that happen to you and how much of an expert are you in your niche? One, you’re a Houdini, nobody knows who you are, you’re a disappearing act, 10, you’re a celebrity in your niche. Put a comment at the bottom to let me know what your score is.
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Stage 1 Starts Here: Rank Your Strategy
Hello Everyone, this is Carl Gould, author of The 7 Stage Growth Method, and your #70secondCEO just a little over a one-minute investment per day for a lifetime of results. Today we are going to start ranking your business according to the 7 stage method.
Stage 1- give yourself a ranking, one low, BORING! 10 high, inspiring and compelling. To what degree are your strategic planning documents, all those great ideas you got out of your head and onto paper not only are they documented they are inspiring and compelling. What you do, how you do it, why you’re doing it, all that together has to be a 10, a 10 in each one so give yourself a ranking.
Like and follow this podcast and send me a comment, what is your score? Okay so, this is Carl Gould and this has been your #70secondCEO.
They’re Not Buying the Product Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
What Titan of industry or celebrity or performer or entrepreneur would you pay to go see? Or pay to travel to go see? Right, because that person or what they represent or their achievements or their value structure or what they’re teaching or what they’ve learned, it’s important to you. Right, it’s valuable to you. But I’ll tell you what, my daughter, my 10 year-old is not going to pay or travel to go and see Warren Buffett. She already has an old guy in her life, she doesn’t need another one. That’s what she would say. Right, however if I would allow her to go to see her favorite pop star, she’d pay for that, right. She’d empty the piggy-bank for that, “I’ll go, I’ll travel.” Right, because that’s important to her. So, don’t fall in love with the...quick story. I was going to take my daughter to her favorite pop star, right, the ticket was $75. An in-person handshake before the concert was $1,600! So what are we paying more for here folks? The music or the relationship with the brand? Ah ha, yeah, that’s what I thought too. Alright so, we didn’t go by the way. We chose another adventure for her birthday. We kind of considered doing it until she said, “I want to bring my friends.” Ha, ha no chance, not paying 10 grand for 4 handshakes, not gonna happen! Alright, I’ll buy you plenty of downloads of music for that, but we’re not going there. Right, so think about it again, think about falling in love with your customer, and giving your customer access to the products and services that would be meaningful to them.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
What are your benefits and bonuses worth? They are worth something to your clientele. Think of the Mastercard commercial, great commercial, if I want to buy this 20 bucks, if I want to get that 30 bucks, peace of mind? Priceless! Peace of mind is priceless to people who don’t have peace of mind. Yeah, like us right? You ask the kids, peace of mind how much is that worth? They’re like, I’m already there Dad. There’s nothing to, there’s no cost there. It’s priceless to us because they’re featuring us, they’re featuring what’s important to us in the commercial. So, the bonuses that come with using the card are more valuable than the card. Does that make sense? Alright, let’s take credit cards while we’re on that topic. They have different types of cards, there’s the regular card, there’s the gold card, there’s the platinum card. There’s different membership levels and different features, advantages and benefits that come with those levels. So, a second way you can get obnoxious here, is to create membership levels or loyalty programs or levels of service or levels of access. Each one of them has a price to it. What should the price be? Let’s go back to the first part of the exercise, you listed your price - that’s your bronze offering. You doubled it, that’s your silver offering. You doubled it again, that’s your gold or platinum offering.
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The Rolex Effect: Why Higher Prices Build Perceived Value
Hi Everyone, Carl Gould here, your #70secondCEO, just over a minute of investment per day for a lifetime of results.
We’re talking about increasing your fees. Now wouldn’t that be nice? Just take your prices and charge more? And you’ll just make more money. Isn’t that great? Well, you know what, it’s actually necessary. We have been talking about not just being another penguin, about standing above, about being an expert, about differentiating yourself. Wel,l guess what? People judge your quality based on your fees. Think about it, I asked you the question, what’s a better watch? A Timex or a Rolex? And some of you are like, “Timex, do they even make them anymore?” Like pretending you don’t know. And then when I said, How about a Rolex? You all knew what that cost, “oh, $5000 well it depends on which one you get. How much are we blinging this one out Carl?” Now you can spend 15 or above. You all knew what the Rolex cost. But none of you could figure out what the Timex would cost. Right, because we are sold on brands that are higher in price. Apple, Mercedes Benz, Jaguar, Tiffany’s, you know, Rolex, and other high-end brands. What makes them high end? How do you know they’re as good as they claim? The reality is you don’t! The way that you judge quality is based on their price.
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Flexible Consumption: Stop Making It Hard to Buy from You Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
If I have an airline mileage account, here would be my IDEAL point system, ready? Ready? Take this down, you’re going to want to know this one. Earn them, use them! Yeah! Alright see you everybody. No, I’m just kidding. It is so hard to use my damn mileage account. Like I’ve got, it’s like an act of congress to be able to cash these damn things in. They’re ridiculous. It’s too hard to be your customer sometimes. You have to realize that you are this giant elephant to your client and they don’t go to school to learn how to be your customer. You have to make it easier for them. So, what do purchasers like in this economy? They like self-directed experiences. They want to be able to design their experience. That’s right, they come in they look at the Chinese menu, you say, I’ll have one of those, one of those, one of those. I’m happy! I’ll come in and I’ll want to buy a car. So instead of you just showing me what’s on the lot, I want to go to the website and I want to design it. I love that. Where else can you allow the customer to design their invention. So take your product, here’s how you do it, take your product and service offering, break it down into its smallest bits and allow them to buy those little tiny bits.
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Flexible Consumption: Stop Making It Hard to Buy from You Part 1
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
This one is called flexible consumption. This is another way that you can start to generate revenue in your business. My father always used to say to me when I would complain, ugh, my sales cycle’s taking too long Dad, I’m not getting the clients I want, they’re not paying what I want. He said, “Carl, Carl, it’s really simple, you’re not making it easy enough for them to say yes. You make it easy for them to say yes, they’re going to say, yes. If you’re not getting the results you want in business, you’re not making it easy enough to say yes. You’re making it too complicated.” Good one Dad. Alright, so, I’ve got to go back and I’ve got to look at my product and service offering. How can I make it easier to say - YES! Well, here’s a few ways to do it:
- Bundle your services together. You know if I walk into a restaurant and say I’d just like an omelet. What kind of egg? I don’t know, you know you can have a brown egg, you can have a big egg, you can have a jumbo egg. Ok, ehhh, brown. What kind of cheese do you want? You want mozzarella, you wnat parmesan? Eh, you know, if it’s that hard to order an omelette, I don’t want to come here anymore! Make it easy for me! Alright? Give me a few easy choices so I can just walk in and say, OMELETTE, and it shows up.
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Winter Buyers Want Experts—Here’s How to Be One Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, the internet has leveled the playing field in business, everybody has the same access to the customer and it’s for free. Think about this for a minute, everybody is a penguin and everybody is making noise. So, one thing to know, if you’re on social media and you aren’t saying anything significant, you aren’t adding to thought leadership you aren’t saying anything that is really relevant to your audience, you’re just making noise. Now it’s not a total waste of time for everybody if you’re just making noise, because you elevate those who are thought leaders. Your job is not to elevate the thought leaders, your job is to become a thought leader. Remember in the last video we talked about how in winter, purchasers defer to experts. Well, social media is a waste of time if you aren’t saying anything significant, however, if you are saying something significant, then all of a sudden you’re a journalist, you’re a thought leader, you’re somebody who is adding value to their clientele or to your audience. So remember, we need to:
- Differentiate
- Define your niche
- Define your clientele
What are the things that are on their mind most of the time? If you can answer these 2 questions, you can create all your social media around these 2 questions.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, if I steal, within your range of mismanagement, you won’t even look, or you would rarely question. Rarely question. Ok, so, we had a client who was a forensic accounting company and I remember talking to them and I said, so I said, when you get called in and there’s suspicion of fraud like, how often do you find it? And they said every time! And I’m like oh, I know, really like how often? He goes no, 100%, 100% if you suspect it, it’s happening. I’m not saying you're being stolen from, but we were like seriously? He’s like yeah, 100%? And we were like wow, wow! You know. So, the, again, if you look at that range, if you look at that range, look at that range, we want to close that gap in there, right?
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, let me ask you a question. I’m going to give you 3 scenarios, tell me what you would do. First scenario, you give me, let’s imagine I worked for you, you give me $5000 expense budget, marketing, whatever. You gave me $5000 and then I went out and spent all $7500 of it! What would you say to me? What the hell? You would ask questions would you not? Maybe it was a worthwhile spend, but you’d want to know why I went over. So, if you gave me $5000 and I spent all $1000, what would you say to me? Nice job, right, I got $4000 for me or if you’re not going to use it I’m not going to give it to you next year, right? But you would ask questions would you not? You gave me $5000 and I spent $4950, what would you say to me? Nice try, you’d say well done! It gets better, you wouldn’t even look at the bill. Fair? Good job, you’ve got bigger problems you seem to be...go!
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You want me to ask about the cost of goods? Gross margin? Net margin, right? So, your percentage difference between the two is what we would call your range of mismanagement. In other words, in other words, if we go over that number you’ll take notice, your team way outperforms, or if your team way underperforms, you’ll take notice. That’ll wake you up, that’s your thermostat. That’s your management thermostat. If it goes too low the air conditioning kicks on, if it goes too high, sorry goes too low heat kicks on, goes too high air conditioning kicks on. You don’t, in between that number, right, in between that number, you don’t take notice. So, if you’re say 10%, take 10% of your revenue, that’s how much I can steal from you before you would even notice. And as long as I was stealing within that range you wouldn’t even know where to look.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
I do this thing, remember I said I could show you how much money I can steal from you? And you’d never know it, ok? So, without looking at any reports please, write down, year to date, as of close of business yesterday to the dollar, what is your collective revenue in your business as of yesterday, close of business? Write down the number no rounding up, no rounding down. Before I even, before you even attempt to pretend to know. How many people know? Exactly, write down the range of what you think it is. Ah, it’s between this and between this…..I think it’s like between 1.2 and 1.4, it’s eh 600 and 650 eh, I don’t know. 5.2 to 5. somewhere in there. Ok, what’s the difference percentage-wise between those two? 5%, 10%, 15%? 20? Alright, 10 is the most common answer by the way. Alright, I just asked you about sales.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Go on 10 appointments per month, for six months. What they've learned in this organization called the Institute for Independent Business, they had business mentors in 50 countries, so there are about almost 7,000 of them. What they learned was, if you go on 10 appointments per month, a lot of things happen. You get really good at your pitch, you really understand your ideal client, you understand what works and doesn't, you figure out how to close, you overcome the objections, you really hone your presentation. And so here's what he said, what’s that?
Trial by fire.
Trial by fire. And here's what he learned. Statistically, your chances of getting your client on the first 10 appointments is actually very low, very low. It's like under ten percent. Now doesn't mean that has to be your experience. You might walk out like I don’t know what happened to them, I got 8 out of 10. Good on you. Your probability of getting a client with your next 10 appointments on something that's new or something you change are actually very low. Your chances of not having a client- not having a client after 60 appointments is almost impossible. Meaning the probability of you having clients after 60 appointments is ridiculously high. The probability is ridiculously high one and a way.
It’s a count explore.
Pardon me?
It's a count explore.
It's a count explore, but you could I could, we could have a count explore 60 times and you could lose every time because why?
You figured it out basically.
Yeah.
Because you guys are too talented not to get it. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What happens in your career is, you know, when you're younger as a CEO or a founder, an entrepreneur, your risk tolerance tends to be higher.
You're willing to take more risks, you're willing to change more. You know, I say that CEOs fall in two categories. They fall in the category of, I wanna make a mark.
I wanna change the world. My product or service is amazing, I wanna do that. Or, I don't wanna screw it up.
I've had some success, I've got this good business. Maybe I inherited it, maybe I bought it, or maybe I bought out my partner. But however I got here, I've got this really good business.
I don't wanna screw it up, I don't want this to go bad because this is my annuity for the rest of my life. Maybe this is for the next generation. Maybe this is for, you know, my kids or whatever.
But I don't, you know, so I fall in one of these two buckets so early on, most of them are, I wanna make a mark, right? So they have a high risk tolerance. And so they're all over the place. But once you get to, I don't wanna screw it up, now you're in that place where you're not, you don't wanna change what you're doing as much.
You know, I don't understand this next generation, what is going on? You know, I hear that, I'm like, I don't care what you think, but they are the primary purchasing power and you sell to them now.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Business is simple, and it's elegantly simple, but it's not easy, right? Because of what you have to overcome, if you are in a service business, you are doing your service so your clients don't have to change their behavior, okay? What do I mean by that? I had a landscaping company, right? If you owned a building, I'd do a service of cutting the grass so you don't have to go out and do it.
You don't have to change your behavior and become a lawn cutter. I cut my grass so you can continue to be the building manager. However, if I'm in the product business, I build a product so you will change your behavior.
It's exactly what it's designed for. If I make this great TV with all this capability, you're going to have to use it as a monitor. You're going to change how you use the TV.
So in order for me to do that, I've gotta convince you that I either have the right service or I have the right product. And my product is so good, I want you to change your behavior. And my service is so good, you're never gonna have to change your behavior, right? The done for you part.
So that's the relentless, never-ending part of business, sales and marketing, where I have to message and convince you to either keep your behavior the same with my service or change your behavior with my product.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Your business will only travel as far and as fast as your worst system.
And any frustration you have in your business is because you lack a reliable and a consistent system in that area, right? So what you, in your business, your goal is to build an assembly line. That's it, to build an assembly line. So today, you and I are doing the interview, right? You already know what you're gonna ask me.And to be honest, since the interview is going to feature my audio, you don't actually need to be here. But could you have written the questions and then handed that out to 10 interviewers, 10 teenagers, that just said, hey, Carl, Mr. Gould, whatever, I'm gonna read you these questions, don't worry about me. I'm gonna read them out loud, but we're only capturing you. You could do 10 of these, right? So the system of how you do an interview could be replicated.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Because what happens in that, because it's a perfect analogy for business because there's a feast or famine, roller coaster that businesses get on.
So in other words, when you're a small business and you don't have any business, (0:20) you go out and you get all clients. Now you have all this work to do. You're like, oh, I'm really busy.
I better go and build my widget or do my service or whatever it is. And you stop marketing at the time because you're so busy fulfilling. So you get done with that engagement or you build that product and you ship it off.
You're like, oh, that was good. Now, as soon as you're done, you're like, wait a minute, we don't have any more projects, right? So what do you do? You pedal back and you start working hard on sales and marketing. And so you get on this roller coaster where if you're doing sales and marketing, you're not fulfilling.
And when you're fulfilling, you're not doing sales and marketing. That is a hard roller coaster to get off. And it never ends.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Target and Walmart especially have done a really good job.And it's funny, you have that app too? I have that husband mode as well. That's really good, it's getting around. Target and Walmart especially have done a really good job with what is called the last mile.
Amazon struggles in most delivery services, UPS, USPS, FedEx. They struggle with the last mile, meaning they can deliver that product all the way but can't get it quite to your doorstep because you're not there, right? And so what Walmart and Target have done really well is you order it online but you can pick it up curbside at the store. They have a lot of outlets, Amazon does not have outlets.
So they have a competitive advantage there. I think you're going to see same-day pickup and curbside delivery be very much a trend of the future. Drones are coming, 4 million packages.
Chick-fil-A delivered 4 million packages in the state of Florida last year using drones.Drones are coming. The question is going to be how, when, and how much? Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi, Everyone. Carl Gould, here is your #70secondCEO, just over a minute of investment per day for a lifetime of results.
There was a study done in 1974 by the Sloan School of Business, and they said, “What drives value in a business? And 95% of what drove value 40 and 50 years ago, was the TANGIBLES of the business, its physical assets. Well, let's fast forward to today. A follow-up on those 10,000 companies and the second part of the study showed that 72% of what drives value in business is its INTANGIBLES. Its intellectual property, it's brand equity, its brand promise. Toms shoes- is it the shoes? Or is it the fact that that company goes out, and for every pair of shoes you buy, they buy a second pair, and give it to an underprivileged child somewhere else in the world? Which one do you think it is? So stop falling in love with your product or service. Yes, you want your product to be impeccable. You want your service delivery to be outstanding. No question about it. Logistically, we want those things to run well. Understand though, people will pay more, they will pay more for the other aspects of working with you.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
During volatile times, people defer to experts.They listen to experts. Think about this. If you were in a rush to get to the airport, like, oh my God, I've got to get there. It's an hour away, and I have 50 minutes to get there. So you don't want to take a chance, and you order Uber, and you order Lyft at the same time. Whoever gets here first, I'm, oh man.
And they both say they can get here at the same time. Oh my God, I just got to get there. And you run outside and they're both there and you say, oh my God, I've got to get to the airport.
I've got to get to the airport, and I don't have a minute to spare. And the Lyft driver says, "Hey, listen, set aside the Lyft thing for a second." I know it's going to cost you 80 bucks to get there. I'm going to charge you a hundred, but I guarantee you get there on time. And if you miss your flight, I'll reimburse you the hundred and the flight. And then you're like, wow.
Then you look at the Uber drive,r and you say the Uber driver, Uber driver, do you know where the airport is? Yep. Would you guarantee I'd get there as well? I can't guarantee that.I don't know the traffic. I mean, what, you know, I mean, yeah, I mean, I think I'll get you there. I've been taking you there many times, but I can't guarantee it. Who are you going with? The Lyft or the Uber? First one or the second one? Go ahead. Who are you going with? Number one.Right. Why? He added a 30% premium, but what did he do? He guaranteed the outcome.
Now, I'm not suggesting you guarantee the outcome, but did you have more confidence in the Lyft driver? Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
If somebody is a client now, for me, I call every week. I call, text, follow up, and even if they say, listen Carl, I'm going to be gone for two weeks, let's pick up when I get back. Oh, where are you going? Oh, I'm going to the Amalfi Coast, I'm going on a trip to Italy, I'm going to the Poconos, I'm going to see my mother-in-law, whatever. Next thing I'm going to do is, top 10 things to do when you go visit your mother-in-law. I don't have to be selling all the time, but I want to be in touch all the time. If they're a client later, and let's assume later is next year, whatever, you can put them in a different sequence. But first things first, let's just understand client now, our traffic, client now, client later. And then, let's focus on the client now, what is the offer that gets them off the fence? I could tell you, having been a franchisee and been a franchisor, been a master franchisor, been a multi-unit franchisee and franchisor, I'll be flexible. You bring me a candidate and you say to me, hey Carl, I think I can move this person off the fence, but I need something. You got to give me something. Six months free royalties, you know, $5,000 marketing co-op, right? Go next to your client nows and say, what's the Ferrari offer I just gave Cody?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. I'm going to ask you a question.
You tell me in the answer of a number, think of a number for a moment based on my question. My question to you is if you were to go out to your clientele right now and set aside the ones that you already have contracts with that where the pricing is already fixed. But if you basically went out to your clients and your prospects and you raised your pricing 1%, just 1%, what percentage of your clients would abandon you? They would leave. You were at a hundred dollars. You're now at one Oh one. You were at 3%.
Now you're 3.03%. What percentage of attrition would you experience? Do you think? Okay. Zero. So 3%. If you raise your prices 3%, what level of attrition would you experience then? Zero. Okay. 5%. Right. 5%. How about 5%? Would some of you start to get attrition at 5%? Yeah, probably. Right. So maybe you're from one to four Let's just call it that.
If there was any number where you felt you could raise your pricing and you would have close to if not zero attrition, that's a signal from your clientele that they love you for something more than just the utility of your product or service. They like you for some other reason. You're a professional.
You're based in the U S you're a local company. You're, you know, the same faith as them. You believe in the same charity. I don't know. Whatever it is. You're just nice on the phone. Whatever. You write good emails. Whatever it is. Okay. But for whatever that is, they love you and are willing to pay you more than you're charging them.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
So we want to be obnoxious in our offering for most of us, most of the people in the room.I know in my businesses, it's easier to be the highest higher priced in the niche than the lower priced. That's such a volume game. That one's hard to win.
You might not be big enough or well-funded enough to do that. So, in our niches, the higher price is usually the easier one to attain. And we need to have that premium offering because we need to be thought leaders.
Why do we need to be a thought leader and an expert? Because during volatile times, buyers defer to experts. In other words, they are willing to pay more for your products and services. If they think you can get them there the first time if they think you can do the project, hit the deadline, you know, and it's not because they have more money or money's cheap. It actually works in reverse. It's because they're risk averse and they only have one chance with their money or they only have one chance on this project and it's gotta be right. So they're willing to pay your five, 10, 20, and 30% premium, depending on the product or service, in order to ensure that they get a better experience or get a better outcome.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Your buyers make 70% of their purchasing decision based on your ability to solve their top two problems, okay? For me, it was start date and finish date in contracting.
Why start date? Well, any of you commercial real estate owners know that you get paid on progressive payments.So the day I show up and my materials show up on the site and I put my shovel in the ground for the very first time, you can get to go to the bank and you get a check. So the start date was really important to my commercial clients.
Not so much my residential, they didn't care when I started as long as I was done on time. But the finish date was important to everybody. Certificate of occupancy, we can have the wedding in the backyard, you name it. So I knew those two were the most important. No contractor-driven change orders, yeah, that was important, but that wasn't the end of the world, all right? My guarantee, you know, the standing behind the craftsmanship, again, good, good to have, but those top two were the ones that I focused on. What are the top two in your industry? Circle the top two.
Those are the ones you're gonna talk about all the time because 70% of the decision-making revolves around those two problems
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
For those of you that either know New Jersey or ever lived in the Northeast or the North, you know that it's a seasonal business. So that's right. In November and October, I was guaranteed I would start on a certain day, even if we got a snowstorm, even if there was a late frost, right? I would start no matter what, I would finish no matter what. And that meant working in the rain the whole bit.
So you will be making promises at times that, you know, that you're going to say, Ooh, hope, you know, that one's a little shaky. It does happen at times, but the upside is so tremendous. You will get, you know, think about it.I was getting paid a 35% premium for the same work. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Let Your Customers Spend Their Way to The Front Row
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
When you buy something you're passionate about and you spend the premium on it, do you complain about it or do you brag about it? You brag about it.
How many of your clients are bragging that they pay your premium amount? How many do you have currently? Zero. Zero. It's not because you're not, you don't like them, it's just you don't have the mechanism for it.
Let's put the mechanism in place. Now don't take this as this is a pricing seminar or this is just the sales and marketing seminar. If you're planning for hyper growth, the first step is you've got to be seen as an authority.
The way to be seen as an authority is through pricing. And the way do you get the word out is by creating a mechanism for your clients to buy their way to the front row so they brag about it, right? They're the ones that are going to help you become the authority. And you need those people.So let them spend their way to the front row.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Take a moment, write down what are the top five complaints about your industry, maybe not about you as a company, maybe you as a company, but maybe not, but about your industry? So how would you know that? So think of the customer, negative customers review you’ve gotten, or competitors have gotten, the sales objection you get from a prospect when your telling them about your product or service and when you win a project and they tell you why they choose you there are lot of times they tell you why they didn’t choose somebody else, those are your complaints, those are the distresses. Now let’s add to that what’s going on in their life right now, that makes calling you a must? What was the trigger event or events that made calling you a must, not a nice to have but a must like its origin, I don’t mean life and death but its origin.
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It is Not Enough to Keep the Malls Going Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. I'm gonna really age myself now because I, in New Jersey where I live, I grew up in the town that had one of the first big malls, it was called Willowbrook Mall in Wayne, New Jersey. And in the eighties when I was in getting out of grade school and into high school, that's when Willowbrook Mall really came into its own. And at the time, it was the largest mall in the world. I mean, it's not now, I mean, the whole rest of the world caught up and passed it by, but it was a serious hangout. We went there just to go and see your friends and it was a place to collect and all that. And, you know, Gen Z is, you know, they grew up connecting mostly digitally and the malls does give them a chance to get a sense of community. They have been surveyed and identified as one of the lonelier if not loneliest generation thus far. And so malls do provide that, you know, they do give them that sense of community, you know. And so Gen Zers is the largest generation, 47%. Say that they prefer in person shopping over online. That is the largest percentage of any generation. So it's not enough to sustain the malls or to keep them alive because they're not a big enough purchasing class in order to drive the economy. But it is somewhat surprising that they are as enamored with malls. What's interesting is those that like to go to the malls for the same reason that we did when we were kids, when malls first came around. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Your business can operate on one of two planes, the competitive plane where you are literally fighting with all the same people for the same dollar, or the creative plane where you create something new or you perfect something that is existing to the point where people seek you out. So, Apple Computer is very innovative, the iPod, the iPhone, for example, and there'll be more. And Starbucks, for example, took a bean and made it into the industry it is today. They took something that's existing coffee, been around forever. They made it into an industry of its own, and they eliminated their competition, they created an industry in which they now lead.
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Hi everyone, Carl Gould here with your #70sec0ndCEO. Just a little over a one-minute investment every day for a lifetime of results. How many of you have hired a contractor who said, if I don't perform, if you perform as the client, but I don't perform as the contractor, you get to keep the whole thing, and I give you all your money back? How many of you have hired contractors that have done that? Buy a show of hands. No hands, does that mean zero? Zero. So, if I gave you a proposal, who am I competing with? No one. Now, think about it. I charge a 35% premium for that. Now, what if you said, all right, that's pretty ballsy, Carl, but I'm not paying your 35% premium. What would you think of me as a contractor if I even offered it? Would you think, oh, this guy's incompetent and has no clue what he's doing? Or would you say, hmm, he's pretty confident about his process? If he's offering this out to other people, he must be pretty good. He must at least think he can put his money where his mouth is and he could perform. Which do you think more of? Would you think that I'm likely more competent, higher level, better quality? Or would you think just on that alone, I'm less competent, less quality, and likely going to fail? Which one do you think going in, I'm more likely to be? Higher quality, lower quality. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Leaders Need to Get Work Done Through Others
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In order to does through other people that you get done through yourself. I’m saying if I were a coach, you still have to get things done to other people. That's the mark of a leader. Well, how much do other people do after your meetings, not just showing up and being really gung ho in your meetings. And so one of the ways that you do that is you start find–catching people doing things right, and letting them know what you respect about them. Because those are the behaviors that you're going to see more and more of. When you acknowledge them, more of them come out. Think about this, how many of you have kids? How many of you know of kids? Describe buddy, when a kid asks about you, you probably don't remember. When a kid learns how to walk, how do they do at the beginning? It's okay. Well, I’m sure your kid was amazing, but how about all the other kids that are not your kids do? Awful! They do all that for and then party it, right? They come out and they're like (unclear words follow) What do we do when they screw up? We're like, yay, isn’t he wonderful? So great, okay. Isn’t he great. Isn’t she great? You’re doing so good. What do we do? We don't critique their walking like, ha! You got ways to go kid. And you're already with walking around, that’s–that’s not gonna work. We don't do that. We find doing as much right as possible.
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The Entrepreneur vs. Employee Mindset
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So, a main question we’ll ask an owner is, ‘what keeps you up at night?’ Oh my God, and the list is like this long! You know when we ask your team, ‘what keeps you up at night?’ You know what the number one answer is? ‘I sleep fine.’ Seriously, they’re like, ‘What keeps me up at night?’ Nothing, I don’t know, what are you talking about? ‘Well, I got kids, you mean that?’ No, I mean what keeps you up? Are you concerned about your work life? But keeping it maybe, doing it, I’m fine. What else do I need to know? That’s the number one answer we get is, I sleep fine. Ok, so we need to cut into their sleep a little bit. Follow, we need to, now I get it, there’s a reason why they are employees, because they don’t like the risk, that’s the main difference between you and your sales person, you and your admissions team, you and any part of your team. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Operations: Streamlined Success or Total Chaos?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Here we go, let’s talk about your operations. To what degree are your operations running like a finely tuned machine?
Give yourself a score, one being, ‘it’s a train wreck!’ And 10 being, a ‘finely tuned machine.’ I want to hear about that. Now, you are only as good as the worst part of your process so you can only move as fast as the toughest constraint in your business. So, take a moment, write down: What is the constraint in your operations? Where is the link in the chain broken? Where is it slowing you down because you got some friction in the system there? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Building a Successful Business: Structure Before Systems
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now that you have this understanding of what your style is, what function of a business you might gravitate towards or what industry you might resonate with most, what type of business to be in, how do you then begin–this building this successful business? And what’s interesting is that statistics would say that 10% of independently owned businesses will reach a measure of success after 10 years. Yet 90% of franchise businesses will achieve success in their first 10 years. Now what’s the difference between an independent business and a franchise? And if what came to mind was the word systems, you’re absolutely right. A successful system is what makes a successful company. As a matter of fact a business is a system as we discussed earlier, it is a system of exchanging value. So, if you buy a system or input a system that’s your answer, right? Not quite and this is the one with the most overlooked areas in business. You must first implement a structure to your business before you put in a system.
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Muddy Fish or Clean Fish: Understanding Your Business Style
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Our topic today is - Are you a Muddy Fish or are you a Clean Fish? I wonder.
- So, a muddy fish. Are you the kind of person that is fast-paced and outgoing? You're not very detail-oriented. You’re results-driven. You like things new, trendy, flashy. You tend to be on the business development and visionary side of the business.
- Or are you a clean fish? You like the water clean. You like systems and processes and predictability and consistency and high-quality. You're not necessarily the front-of-the-house person like those muddy fish. You're more a back-of-the-house person, a clean fish. You like things well planned out very systematic so you can be very predictable and deliver consistent high quality results.
Which one are you doing? Because you will find that there are pros and cons to both. Muddy fish you are usually great at the front of the house, clean fish you are at the back of the house. Which one are you? I want to hear it.
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Goals to Greatness: Mapping Your Path to Success
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now let's do our goal setting. Very simply, what do we hope to achieve as a business? And as an employee or individual within that business in the following timeframes? In the next 24 hours, what do I hope to achieve? What am I committed to achieving? How about next week? What do I want to achieve in the next 30 days in the next quarter, in the next one year, in the next three years, in the next 5 years, in the next 10 years, in the next 20 years? What objectives are we committed to achieving as a business? It is vital and this is a very important note on goal setting. It is vital that each time you engage in a goal setting exercise, that you write out your short term goals as well as your long term goals. Why? By writing both short and long term goals, you maximize the efficiency of your daily activities, because your daily activities support your long term objectives. This exercise makes an individual as well as an organization both effective in the short term and efficient in the long term. In other words, you are working smarter rather than harder.
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Marketing Mastery: Building Your Brand & Growing Your Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Next, you'll do your marketing plan. What means of advertisement will we use to launch our product? What means of promotion? Will we use to build our product name? Who is our ideal customer? What is our message? What is our brand? What is our image? And how do we want to be perceived by the marketplace? What businesses or brand will we align ourselves with strategically in order to build our market recognition? What is our budget for marketing? What media will we use to promote ourselves? How many prospective customers do we want to generate? How many prospective customers do we need to generate in order to meet our sales goals? What are our follow up policies and procedures? What specific activities will we list on our marketing calendar in order to make sure that the proper follow up policies and procedures will be implemented.
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Blueprint for Success Crafting Your Business Plan
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Next, the business plan. Who are we? What is our product? Or service or idea? Who are our customers? What is our market? Who is our competition? Where will we operate? How will we advertise? How will we market ourselves? What is our unique selling proposition? What is our business identity? What size will our company be? And what size will our company eventually become? How long do we plan to stay in business? How much money do we intend to make? Will we operate on a fiscal year or a calendar year? What is our corporate structure? What industry will we operate in? What are the strategies that will govern our overall operations? What are the tactics we will use to implement our strategy? What work needs to be done? And by whom? and by when? Who is on our advisory board? How will we build our executive team? These are some questions that you'll ask as you formulate your business plan.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The vision statement, where will we be in five years? 10 years, 20 years from now? Where will we be in one year? Where will we be in three years? What does the future look like for the business in our mind's eye? When we close our eyes and think about our business? What do we see? I know what do you see. Next, our values statement, what do we hope our business will be remembered? As what are we here to contribute? Who are we here to educate? What experience will people come away from? How will we empower our clients? How will we make our customers feel better about themselves and their lives and their businesses, if that's appropriate, by being part of our organization, whether they are employee or customers? What are we going to stand for? What are our priorities for our business?
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From Potential to Performance: Where Legends Are Made
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Potential is wonderful place to be. I got to tell you in potential, you are a legend. It's amazing–I can't believe how good I am. You know, in potential, I can make no mistakes every idea I have is freaking brilliant, right? And my god, I gotta tell you, not only am I charming and handsome, but boy I’m smart in potential, but performance is very messy. Performance is risky. You can get it wrong, or worse, you can get it right and be expected to repeat that over and over again, right? Performance is very, very messy, right? It is very risky, but it's where you are most alive. You will find out what you're all about in performance. You cannot find out what you're all about in potential. You just cannot, right? And the longer you stay in potential, the more full of shit you are.
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Building Your Dream Team: From Synergy to Success
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now it's time to build a team, right? You now–you're so busy, you enter the synergy stage and you need an implementation team, you're so busy at what you're doing. You need other people to work elbow to elbow, side by side with you, and to do the work together. If you're an accountant, you need more accountants, if you're a lawyer, you need more lawyers. If you're a consultant, you need more consultants, whatever it is, you're a brake specialist, you need more brake specialists. This is your implementation team. Okay, now, you need an aligned team that is totally bought into your mission. You know, the number, the best run event I've ever participated in was the New York City Marathon. I ran it in 2002. And I reran it in 2019. And when I ran it in 2019, there were 30,000 people that ran the marathon and in 2019, there were 50,000. Most of these staff are volunteers, right? But they are so bought in to the theme, they have a theme at the New York City Marathon is that one of the most transformational experiences you can ever have in your life is to run a marathon and to run it in New York. Now, on TV, it looks like a race. But if you've ever run it or been part of it, it's not that at all, it's a parade. The runners are the floats and there's 2 million people that line the streets in all five boroughs of New York, it's a logistic nightmare. Think about that two over 2 million people, probably 2.1 million people by the time you are done organizing the fire department, the Public Works, the police department, and yet it comes off without a hitch, right? Why? Because the people there are so bought in, it's easy to train them. There's a couple of key things that they need to know. Basically, you keep the runners running, you keep them moving forward.
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The Like Factor: Building Rapport, Trust & Influence
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Somebody to like you and follow you. They have to believe on some level that they are like you. Okay? Does anybody know the definition of rapport? What would you say? What's a working definition of rapport? How would you call? (understanding, it to create a common bond and interest). He's a smarty pants, a common bond. Okay, very good at what else is often you define rapport? Values, connection, comfort, a harmonious relationship, trust, and how can we build trust? rapport is the relationship of sameness, lightness, and commonality, sameness, lightness, commonality, the more that someone feels they are like you, the more they can allow themselves to like you, right? And there's always something you can find in common. And you can build that relationship by performing on that, but we now need to influence them right? On some level, in order for somebody to follow you, to buy from you, to want to be associated with you is that on some level, they have to admire you.
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Mistake Amnesty
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I do make it clear, you don't have mistake amnesty if you make the same dumb ass mistake over and over again, right? It's not amnesty from being, you know, not doing your job.
If you keep making the same mistake, yes, you should be worried, right? But if this is a mistake, honest mistake, you just, you know, you're supposed to do something here, you didn't, or it went out late, or whatever, or you sent the draft and you didn't send the final, okay, got it, just let me know, and we'll deal with that. I use the phrase bad news first. Bad news first.
Good news can always wait. Right. Bad news.
I wanna know, and I tell them, if I hear it from anyone else other than you, like if Aaron made the mistake, but I hear about it from Mike, and then I've gotta confront Aaron, then that's a big problem with Aaron, right? Okay, but if Aaron made, if Aaron, something goes just not even as expected, Aaron comes up and says, hey, listen, here was my goal, we fell short, here's why, amnesty.
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We Can Fix What We Know About
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Thats if you make a mistake, but I hear about the mistake Carl, I forgot to send Peyton all the stuff for the meeting. You're going to get there and nothing's going to be there. I'm so sorry, my bad. You have amnesty from that mistake.
You will not get in trouble for that mistake. But if I get found here and Peyton's like, weren't you supposed to send me something? I never got anything. And I find out that you didn't, Melissa or Regina didn't send you everything. And then they come back like, oh, so sorry. You know, then all bets are off. So what I've done with my team and it's worked well over the years is I'll tell them and remind them now and again, I'll just say, listen, guys, mistake amnesty means if something happens, bring it to me first.
I can fix the problems. We can fix the problems that we know about. I can't fix the problems we don't know about.
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As the Manager You Can't Jump In and Help
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
As the manager, you can't jump in and help. Yeah, gosh, I don't know why they don't come to you with solutions.
Why would they? You're going to change them anyway. Or you're just going to tell them they're wrong and go do it anyway. So they're like, well, after that, I'm not doing that.
Why would I bother? I'm not even going to write the draft. Aaron's going to rewrite it anyway.
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Most Think - Your Opinion Doesn't Carry Risk PT 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Perfect example. I have a Jeep, I got those aftermarket tires on, right? It says inflate the tires between 35 and 40 pounds. So I go into the place, and the guy says to me, I go into the oil change place, and he says, oh, your tires could use a little air. I'm like, all right, well, what pressure should I put them at? And he's like, well, if you put them at 35, they'll last longer, but 40, you'll get more performance.
All right, well, you're the expert, what should I put them at? And you could tell, he was like, well, that's not for me to decide, Carl, you know, it's your Jeep there. And I was like, dude, I came in, you're the tire store. I don't know, if this was your Jeep, what would you put it at? He goes, 38. 38, I'll do 38, so I got a good choice.
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Most Think - Your Opinion Doesn't Carry Risk PT 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When you ask them what you would do, right? Test this, if you wanna test this out, next time you go out to dinner, ask the server, what should I get tonight? Oh, well, it depends. It depends on what you're in the mood for, and like, oh my God, I don't know. I just see my tip going away. If I answer wrong, well, what do you like here? Oh, I love the duck.
Oh, I'd love this, I'd love that, I'd love this. I'd eat that a lot. Right, there you go, right? But there, you ask a server, what should I order? They're like, oh, oh, I'm not touching you. I'm your way. I go, what's your favorite thing on the menu? There you go, and they'll tell you, right? But that's a sneaky way of getting their advice.
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Most Think - Your Opinion Doesn't Carry Risk
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Here's a question not to ask, here's a question to ask. Because that's like risk, I'm going to lose my job, if I get this wrong, you're going to blame me, right? Ask them, if it were you, what would you do? That's a totally different question.
If that were you, what would you do? Because now I'm not asking them to give advice, I'm asking them to share an experience, or an opinion. An opinion doesn't carry risk, it's kind of the same thing, but they will think of it much differently. So, what do you think we should do? Your elevators, I'm not touching that, right? Well, if it were you, and you were thinking that your elevators were too slow, what would you do?
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What's Really Going on Here?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Just keep asking this over and over and over again until your team gives you the answer you like.
What's really going on here? Client's not happy, they're just not happy with us. What do you think's really going on here, Bobby? Wow, we got there late. Yeah, so Bobby, what do you think's really going on with that? Frickin' truck is broken down three times in a row that van that takes us out there.
Yeah, yeah, that sucks. What do you think's really going on here? I think what we need to do is have a conversation about upgrading our equipment because we are constantly breaking down on any field visits. Client yelling, it might be a maintenance issue, right? Just keep asking the question, what's really going on here?
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Identify The Issue
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So, identifying the issue, we are looking for the cause, not the symptom. It's good to know the symptoms, but we need the cause, okay? So I'll give you an example, all right? Let's identify what the issue is in this particular situation, okay? A client of ours just built a brand new state-of-the-art building in New York City, okay? Multiple floors that requires elevators. They had the latest and greatest elevator system go in. It is optimized based on how many people at what time come into the building, what floors they go to.
These elevators can't be tuned to move any faster than they are. They can't be sped up, they can't be reconfigured, you know, to drop or go to certain floors or skip certain floors any better. It's been optimized based on the foot traffic in that building already. Elevators, brand new. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
The Path To Doing Nothing Pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So our objective is we want them to solve problems independently with minimal input from you other than approval, minimal editing, and then an authorization to go forward with the proposed solution, right? Or if they can't solve it all the way, maybe the problem is way beyond their scope or there's information they're just not aware of or they don't have that budget authority or they just maybe they just noticed something that was wrong.
You just want to advance the problem solving process as far as possible, okay? But no longer just accept, hey, here's what I noticed and here's what I think the problem is. Plus I want to hear the solution.
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The Path To Doing Nothing
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We want them to come to us with a variety of solutions, but in a structured way.
Because you as the manager, you wanna know how they arrived at that solution. So you can give the tweaks. So it's not just enough to say, hey there's a flat tire, I'm gonna replace the tire.
Hold on, what got us here, what are the options, and what is your choice? So I can see parameters we're working on, all right? So just as a summary, you wanna, this is how I wrote it for our office, but to adopt as part of our office or your departmental culture, an effective and efficient manner for solving problems, issues, and challenges, especially ones that require the manager, okay? That empower each of them to take the initiative and solve the problem independently. This is the path to doing nothing. Remember the nothing before? This is the framework for you to get to the point where you are doing nothing and your team is taking most of the authority.
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Problem Solving Model
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now this is gonna take discipline from you as a team member because, as their manager, because you can't allow them anymore to come to you with just the problem.
They have to come to you with not only the problem, well defined, and then more than one solution. So you can pick your max now. Your job is to have your team come to you, hey, we noticed this one problem, hey, there's a challenge with this one client.
Hey, this client had a question or wants something new that I'm not sure we've done before. And when they bring it to you, they bring almost a little plan of how they would solve it. And as a manager, this can be hard because sometimes you're sitting back like, oh my God, stop talking, I could have fixed this halfway through your sentence.
I already know what to do. You have to hear them out. So let's give them a format of how they can come back to you, how they can come back to you with a solution, and how you can coach them to take more initiative.
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Responsibility vs. Authority
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. There's a difference between responsibility and authority.
You will delegate authority, but never responsibility, right? At the end of the day, you're still in charge of your team. Your team screws up a year from now, it's on you. Now, authority is, okay Dan, I give you the authority to make this decision.
You bring us to this point in the project and so-and-so will take over from there, so-and-so will take over from there. But the result or the achievement or lack of of that project would still be your responsibility. All right, so you're on the hook for it.
The goal is to build their authority so they can take initiative and they can run or lead parts of that project. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Your Team Needs to Know What Right Looks Like
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Some confidence, they go to moderate to high confidence, and they go to high confidence. That's your job. Your job's on the top row. As their leader, their trainer, their coach, you need to make sure that they start out here and end up there.
If they are not high confidence, then you can't trust them to make the right decisions or the right course correction as it goes along. And you'll always be drawn back into it. So, your job is to make sure they go from low commitment to high commitment.
So the more specific you can be, the more that they get training, the more they get SOPs, the more they get instruction, and the more that they know what right looks like, the more their confidence level will go up.If you get to that green quadrant and they are still a hot mess, or they still can't make decisions as a team, that's on you.
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2 Compliments to 1 Piece of Coaching
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We are specific is the degree you can let go and be a coach. If you haven't prepared them, they don't know the system, and you become high supportive, you are asking for a train wreck. You are asking for big problems because then they're just gonna be like, oh, oh, okay, we can do what we want now. And then they'll misinterpret what needs to be done.
So in the third quadrant, when we get into yellow, it's low directive, but it's high supportive. This is little tweaks and little course corrections, right? Again, you're pointing out what you like, that's right. You're doing some coaching on what you see that is wrong. And when you do that, it's two to one, two compliments for any question.
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Reward Them For Doing Right
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You do take in their feedback, but you're making the decision. You're the leader, and it's important that in the beginning, you take full responsibility. You say, here's our scope of work, or here's our project. I've taken in, we've all contributed, here's where we're going.
And you know, speak now or forever hold your peace, great, now we get started, okay? We're still high directive, but we now wanna have high supportive behavior. We wanna catch people doing things right. You will see more and more, you compliment people on what they're doing right, they're gonna do more of it, right? And if you have kids that taught them how to walk, right, they all started out bad. We all look like a bunch of drunken sailors, but what did we do? We complimented them on everything, and our kids kept trying, right? Because we kept rewarding anything that they did.
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. Want vs. Don't Want
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When you had to explain what you wanted to another person, what you don't want or what you want. But what we want to do going forward is we want to do both.
So I would like when we start our meeting today for everyone to have lunch before we get going. But what I don't want is I don't want lunch to go past 1 o'clock. Now you at least have guardrails, you have some measure of expectation.
So think of a time when you have to explain something to somebody else,something you want, you know, whether it's on your team or if you can't think of anything, even personally, write down what you want and what you don't want from that situation. Write down what you want and write down what you don't want from the situation.
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From High Directive to High Supportive
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Now we get started, right? We go up to where it says coaching. We're still high directed, but now we're high supported as well. So they get started, you're still directing their activities, but just capture this in the top right hand corner, you're looking to catch them doing things right. You're looking to catch them doing things right.
That's opposite. What's that? That's opposite. Yeah, yeah, you're not looking for the wrong yet, you're looking for the right.Because your team will perform on what they've gotten right, not what they're continuously getting wrong. Remember, everybody knows when they got something wrong. Right? You know, you screw something up, we all know, like, oh man, that didn't go over very well. But we don't always know when we're getting it right. Like, is that what you were expecting, right? So you gotta catch them doing things right.
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Low Supportive Behavior
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In the beginning, they're gonna say, all right, I'm in, I get it, just like today's meeting.
All right, I get the idea, we wanna be a team, but we've never been a team like this before, so tell us what being a good team looks like. So we're gonna be very high directive in the beginning, and we're gonna have low supportive behavior. It doesn't mean we're not gonna be supportive, it just means we're being directive first.
It's kind of, you know, I've made the decision, here's how we're going, right? Like the agenda, I'm being directive about the agenda. If it's anything against you guys, but you hired me to put together an agenda, I did it, right? Took in the input from Rob and Rich, what do we want this meeting to be all about? And then I decided what we're working on, right? Okay, good.
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The Leader Decides
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Now the leader decides, that doesn't mean you're not gonna take in some feedback and put from the team, you may wanna do that.
If there's a project you're about to do with your team, you may say, here's the project, here's the scope of work, here are some of the things, the challenges we're looking at. Anybody have any ideas or you wanna share any thoughts? You gather those thoughts, but the leader decides. Thank you everybody, here's what we're doing.
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Managers Need to Be Instructive First
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Direction going in there. Carl, say this, don't say that. These are all of your non-negotiables and these are all your stuff that are off-limits. I would lean more towards this, because you're going to say that. Convert it into these words.
I needed direction. I didn't get that direction. I got support in the beginning. And that's where a lot of managers will tend to go first. They'll say, they'll go to their team and what you'll do is you'll compliment them on the things that they're doing really well. You might give them a little bit of coaching on some things that you thought they could do better.
That's support. What we need to establish with our team is, what does right look like? They're not sure. So here is where we need to be instructive, not descriptive.
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Directive and Supportive
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It's a little counterintuitive because you say, all right, we want to be better managers and we want to get more done through other people.
And the first thing we're going to do according to this is become a dictator, right? And so familiar, get used to the initials. I'll use them a lot in this sequence. It's D-S, D-S, D-S.
In other words, when you are working with your team, you want to be directive in the beginning and then supportive. And when you go through that cycle, you're going to be directive again and then supportive again and then directive again and then supportive again.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. There's no way, especially as you get bigger, and there's no way anyone on the team is gonna like everything that's going on, you just have to advocate for the process. So in everything in your professional life that you don't like, are you guys familiar with the law of opposite values? You guys familiar with what that is? So have you ever heard the expression that you can't understand light until you know dark? You can't be cold unless you've been hot? That's the law of opposite values. In other words, if there's something that bothers you about the company or a process, that means on some level you like it. And if you hate something, there's something about it you love. Like the stronger the reaction, which means you hold the opposite strong reaction. So anytime you're like, oh, what did I do this for, this is stupid. You're like, oh, hang on. That means what do I love about it? So you just have to be able to make both sides of the argument. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. For non-confrontation and harmony all the time. That's what we're going for, right? If you have an idea or you see something that's wrong, you speak up.
As long as we're doing it in an environment of trust and respect and mutual respect for the other person, and hearing them out, right? You can disagree without being disagreeable, right? But we're, just to be clear, we're not going for harmony, right, in the business. Because that's not a business that will grow. A business has to have a little bit of edge to it.
It's got to have a little bit of swagger to it. And that is the sign of a good healthy culture. Conversely, harmony can lead to really good culture.
But it often sacrifices accountability. And so we just want to find the balance.
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Descriptive v. Instructive
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So you've heard the term over-communicate. We have to over-communicate. That doesn't mean just talking more. That means being very, very specific in how we give instructions.
Okay, and when we do the situational leadership, we'll talk about that some more because we need to stop being descriptive and we need to start being instructive. So as a manager, as a leader, that's what this group needs to do, right? So in other words, somebody's gonna go and if you were to say to somebody that's heading out to a job site for a client, say, hey, do a great job, do it the source one way, that's descriptive. There's 15 different or ultimately infinite number of interpretations of that. Now, you wanna be instructive, right? Okay, and when you get there, I expect a call as soon as you get there. Let's do a video walkaround. Here are our steps, here's our agenda and our script, and that's what we want you to do.
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Manage for Hand Offs
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Anytime there's a handoff, so if you're in sales and someone's engineering, someone's on the service desk, right, those handoffs have to be managed tight and you always cover your teammate's back, right? So that's where, so we have to define how that box runs, okay, and that'll be one of our challenges because we speak American English, that's our challenge, our English is so bad.
You try handing it off to somebody who actually knows English and you'll find out how bad you're English. My English is terrible. My team, Alex, is like, Carl, that's not what you said and I'm like, I remember what I said, but that's not what it means, that's the problem, right? So we will define how our box or how our lane works.
What we need to do is make sure we can pass that off to others, right, to the workforce and we need to manage those handoffs. Those will be the areas that will be really important to us.
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Managing the Lines Pt 2
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We're going to put Sean on the line right there. You hit it. Anywhere else, we got it. The problem is it creates two more lines. Mike's going to figure that out pretty quickly. He's going to put the ball right there. The ball goes through. So we say, oh, I got an idea.
Rebecca, go here on that line right there. Richard, you got that one when you're done spelling your name. You can get on that one. But then it creates two more lines. You see what I mean? So as you guys grow, there's a ton of lines. So to Robert's point, this is an exercise in managing the lines. You already know how to do your job. You have to train someone else to do your job and then work with the department that you either take inputs from to do your job or to hand off to somebody else. This is an exercise in managing the lines.
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Managing the Lines
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
He said, listen, think of your company like a tennis match. All right, I'm on one side, I'm hitting the ball over to Mike, Mike's hitting it back, all right. Mike's start getting really good, he's hitting it from one side of the court to the other side and I'm running back and forth like a crazy man trying to cover the court. And I said, wow, Mike is hitting the ball.
So this is Mike over here, all right. He's hitting the ball, he's spreading it this way and that way and I said, well, I can't cover the court. This is getting me too much.
I got it, let's play doubles. I'll put another tennis player on the court with me. Now Mike can hit it wherever he wants and we can cover the court.
This is great, I got this side, this is my lane and that's your lane, all right. But then Mike gets smart and he puts the ball right there and it goes right by and I'm standing there and Bobby's standing there and I'm like, well, I thought you had it. He's like, well, I thought you had it.
He's like, well, I'm in my box and he's in his box but it landed on the line. Well, how do we manage the line, right?
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100% Responsibility for the Outcome
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So if you're working on something as a team, whether you're the leader, you're the manager, whatever, doesn't matter.
Take 100% responsibility for the outcome, which means if Nicole and I are working on something and Nicole has her tasks and I have mine, I'm going to take 100% responsibility for hers, she'll do the same for me, and what that is, that will give enough overlap that makes sure we're going to get this job done. So if she's struggling in an area, I'll jump in and help, but I'll be aware of it. Going back to the quarterback analogy, I need to know what every player on my team's job is so I can help if I need to.
I'm not going to do her job unless she needs me or asks me to, she's not going to do my job unless she needs or asks me to, but we want to be aware of that. If we each take 100% responsibility for the outcome, there's a good chance the objective gets done, it gets done on time the way we need to. So we have to start thinking as a unit, right? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Shed 20% of Your Job Description Each Year
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You should be thinking in your job to shed 20% of your job description every year. So by the time this group is here, you're already at the next step, whatever that is in the business, propelling the business forward. There's always this thinking that, oh, you're not gonna need me, where am I gonna go? I'm gonna work my way out of a job. That like never happens, you know? It does happen if you try to protect your job, that's the worst version, but what we wanna do is elevate the team so they propel you all forward, right? But you have to be willing, you have to be willing to go through that right there. That's the hard part, right there, okay? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Training a New Manager
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. It's the hardest thing for you all that you're going to have to do is actually watch somebody do something in the beginning, at least, worse than you think you do.
So when you start to manage somebody, you're doing the work right now. You're the producer. You're doing the work.
Things are rising. Things are going good. Now, we train somebody.
What happens? That, for a small period of time. But then, ideally, it goes up from there. So managers have as much trouble with allowing their direct reports to outperform them than they do underperform them.
Because the thinking is, well, if I have a whole team that's getting all this stuff done without me, what do you need me for? And that comes into play. That's not the way to look at this. The way to look at it is, you are the reason why this team performs, and high tide floats all boats.
Because you should be thinking, in your job, to shed 20% of your job description every year.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That's a system when you have an activity or a group of activities that you can remove yourself from. Now, you remember way back when we're talking about the discovery process, and we said, Every job has a personality. Every industry has a personality. Well, in your business, each job is going to start to assume its own personality. Systems, by their very nature, are predictable, they're consistent, they're reliable, they're scheduled, and they're very structured. What comes with that is a slower pace. The pace will slow a bit, just as you were being patient with yourself in stage three, it's now time to be patient with others, meaning your staff. You need to stay the course.
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Is Business Ownership Lonely and Stressful? Do you wish it were more enjoyable?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And that's what we're after. It has been said that being a business owner is the toughest and loneliest position in business. Wouldn't you agree? You don't make it tough and lonely, is you're flying by the seat of your pants in the middle of the night with no gauges and no plan and what will make it easier and simpler and more enjoyable? If you simply plan things out in the stages. Don't skip a stage. Take them step by step by step and enjoy each step as you go. It's a wonderfully rewarding evolution of yourself, the people in your business, your customers, and the actual business itself.
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Understand the “how, what and why” of your business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In the Business Discovery Process, there are three areas of discovery. There are your behaviors, which we call the DISC, how you do what you do. There are the values, which are the why, the motivators, the priorities and there are the attributes, meaning what you will do, you need to discover your strengths and your blind spots in these three areas, and then align them with the mission, vision, values and purpose of the company and that's when you know you have an aligned organization.
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Doing The Rights Task, Starts With Knowing Yourself.
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To summarize where we’ve been in the business discovery process, you must know yourself, you're the owner, you're leading this, you need to know yourself, then you need to know what's right for your business. Now that you know yourself, and you know what's right for your business, you can then bring in the people that are right for that business. Put the right people in the right jobs, doing the right tasks. Those people will now be doing those tasks for all the right reasons meaning the value–their values will be in alignment with the values of the company, and they'll be motivated every day to come to work and do their job with enthusiasm.
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Business in The Early Stage
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In the early stages you’re focusing a lot on marketing, developing your product, you're taking–you're reinvesting in your business. You should not have mountains of cash flow in the early stages, now take that same symptom of cash flow and let’s say that was a challenge and let’s take that same symptom in the later stages, 5, 6, 7 and you had cash flow challenges, that’s very dysfunctional at that point your cash flow should be consistent, profitable, it should be predictable, you should be able to measure it, project it with reasonable accuracy and then follow up and tweak just a little bit here and there in order to match and again align with your planning, if you have operations problems in the very early stages of your business, very functional problem, we don’t want systems too early.
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Goal Setting -Part 2
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Ah 9 ½ , great! What are we gonna do to make it a 10? Here’s what we got to do bam..bam..bam..bam those are goals and then when you double that you would say “we’re better podcasters”, you know what I mean, you know so that’s how you would do it. So look it you gotta–so what most people don’t understand or they–they don’t go to the process all the way through is differentiate between the category of improvement versus the actual task or activity that is symptomatic of the category of improvement so technical nerd coach speak.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
90-day goals that have–that are actual destinations and then separate that from what we call categories of improvement or just the roles you play in your life. So, for example, it will be hard to imagine that you could do this but imagine you set the goal to be a better podcaster like hard to imagine, like this guy is crazy, right? There’s no such thing like there’s a such quantifiable thing, it’s a category of improvement as long as you’re a podcaster, you’re gonna look to make a commental improvements so you would say “okay what would be the things that would be indicative of me being a better podcaster”, you’d say “alright let’s break down the podcast, we have out opening–we have our energy, we have our enthusiasm, we have our content, we have our opening, we have our middle our questioning, our follow up questioning, our banter back and forth and our close” so you would break it down and you would say okay how can we–and if you would to look each one of those and say on a scale of 1 to 10, 1 being low 10 being high, 10 being off the hook wow,right? What is each aspect of our podcast? And you would rank it.
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Finding Peers is Extremely Important
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Some statistics for you, 1 in 15 people are business owners, if you, if you do a million dollars or more, you are, you are 1 in 600 people. So, for you to walk in a room, there’s only 4% of businesses ever reach a million dollars or more, alright, so, if you have, that means you have to walk into a room of 12 hundred people to find a peer, because there’s only one in 600, in normal, in your normal work life. So, that’s why meetings like this, meeting your Mastermind, whatever you do where you are around like minded people is so important because you’re in this room, even if you’re not the owner, even if you’re a high performer in that company, you’re among a small group.
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BONUS Offerings Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
What are your benefits and bonuses worth? They are worth something to your clientele. Think of the Mastercard commercial, great commercial, if I want to buy this 20 bucks, if I want to get that 30 bucks, peace of mind? Priceless! Peace of mind is priceless to people who don’t have peace of mind. Yeah, like us right? You ask the kids, peace of mind how much is that worth? They’re like, I’m already there Dad. There’s nothing to, there’s no cost there. It’s priceless to us because they’re featuring us, they’re featuring what’s important to us in the commercial. So, the bonuses that come with using the card are more valuable than the card. Does that make sense? Alright, let’s take credit cards while we’re on that topic. They have different types of cards, there’s the regular card, there’s the gold card, there’s the platinum card. There’s different membership levels and different features, advantages and benefits that come with those levels. So, a second way you can get obnoxious here, is to create membership levels or loyalty programs or levels of service or levels of access. Each one of them has a price to it. What should the price be? Let’s go back to the first part of the exercise, you listed your price - that’s your bronze offering. You doubled it, that’s your silver offering. You doubled it again, that’s your gold or platinum offering.
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Overpaying Why do We do it?
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Years ago, I took my daughter to a concert. She was so excited and she was just happy to get in the door and I remember calling up and getting the tickets and they said, Where do you want to sit? And I said, get me in the building. I don't care where we are. It's not gonna matter, just get me in the building. I wasn't all that hyped up, I was to hear the music and that turned out to be a great show. But I was in the nosebleed seats way in the back next to the other moms and dads who just got in the building there too, right? However, then a couple years later, we go to a concert we all want it to really go to and we got the best seats we could and you know what? I gotta tell you something from the nosebleed seats, or the front row. You can hear the music just the same. Same concert, same people, same performers, the same stage, everything. It's the same concert, but we overpaid because it was something we wanted to be out. We've all done it. And why did we overpay because the things that are most important to us, whether it's the performance or the product or the service, provides it. You overpaid for your mortgage because they know peace of mind is number one or very close in your mind.
Get Out of Your Comfort Zone
Hey Everyone, Carl Gould here your #70secondCEO, just over a one minute investment per day for a lifetime of results.
So, I am at 4000 feet elevation above the elevation I am used to. That was my bed, a little more rough than I am used to, a little bit of rain last night as well. I rappelled down that mountain, a little bit bigger than I’m used to. What you hear in the background is the river we are going to raft down which is a little faster than I am used to. What are you going to do today that’s going to challenge you? That’s going to get you a little outside of your comfort zone? Or, a lot outside your comfort zone? You find out who you really are when you stretch yourself in a way that you haven’t before.
So, I want to know, put a comment below, what is it you’re going to do today to stretch yourself? This is Carl Gould, and this is your #70secondCEO.
Playing Above the Line Hi Everybody, Carl Gould here with your #70secondCEO - just 70 seconds a day for a lifetime of results. Today's topic is - Playing Above the Line - living, working, and playing above the line.
What is the line? The line is your standard. You create your metrics, your dashboard, your goals your ranking, your score or rating that you give yourself. And once you agree on specific standards, you do not negotiate those standards. You can negotiate the terms and conditions, but never the standards.
- So, what is your standard that you're living by, and are you living above the line? You draw the line. I don't like dashboards that have yellow in it. That's in the middle of the road. We get run over in the middle of the road. Is it red or is it green? We either live above the line or we don't live above the line.
- If we live below the line and it's red, fix it or find another place to go work.
- This group is green, and that’s our color. Ok, we are green, we like our metrics to be in the go line, and if we're below that we want to find out and fix how it is. Above the line is our standard - our minimum standard to be a championship team together.
So like, follow, and subscribe to this podcast and comment on the post. To what degree are you living above the line? Where do you hold your standard and - let’s be honest - where is the standard being compromised a little bit? I want to hear from you. My name is Carl Gould and this is your #70secondCEO.
Find Someone in The Room That Sells to Like Customers
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Find someone in the room who is not in the same business but sells to the same kind of customer. Who here sells any services to people who own homes? Raise your hand.
Ma'am, what do you do? You're coaching. Okay, so she does cleaning. You do coaching.
So let's just assume for a moment that her homeowner is your coaching client, right? So you would say, listen, as a value adds to those of you in my database, I'm so happy to say that I was just at a seminar. I met this great home cleaning company, and they address all of your top issues. I know you're looking for somebody to trust. Same people through your house, you know, da-da-da-da-da. They've addressed that. And don't worry about the pricing on their website.
Because they're a friend of me, they're going to give you a special price. Just, you know, send me a note. I'll pass it along, and they'll take great care of you. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
How do You Become an Authority Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. You can't do that. You're a dentist. You can't pull that many teeth. If you're an attorney, you can't argue that many cases. You just couldn't do it. It's way too much volume. It's much easier for you to be the highest price. Okay. So if you are high-priced or low-priced, you are seen as the expert. Okay. So we're going to work on that.
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How do You Become an Authority Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Among the top priced in your niche, or among the lowest. Walmart is thought of as the best logistics company in the world. They charge the lowest amount, and they have taken most of the inefficiencies out of the supply chain. They're Walmart. They're brilliant at what they do. How do they get a $10 item from the other side of the world for $8, beat everybody out, and still? You ever read like the Forbes top 10 billionaires in the world? Six out of the top 10 are the Waltons. If you've ever seen it, it's like, oh, well, Jeff Bezos, yeah? Well, let's have a family Walton reunion, and Jeff Bezos doesn't even come close, right? Sam Walton's kids are half of the top 20.
It's ridiculous, right? So they're experts. Google is expert at search. We pay nothing for that.
They are experts at it. Now, in this room, it would be very hard for us to be the lowest price and be the authority.
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Perception of Quality
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What are you getting for the other $9,900? Brand, ego, anything you can put in a wheelbarrow? It's all intangibles, right? Now, I gave this talk to a jewelry association, and I said, what was a better watch, Timex or Rolex? And what they said was, it went really quiet. I was like, what did I say? And they kind of played along. And then during the break, I'm like, what did I say? And they said, well, these are jewelers. They know Timex is a lot better than a Rolex. Rolex breaks all the time, the pain in the ass to work with. But we knew where you were going, so we wanted to be respectful. And I said, well, thank you. I thought I offended the whole room. And they were like, you kind of did. But it's OK. It's OK. You were trying, right? It's a perception of quality.
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Your Fee is Your Quality
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Increase your fees, because your fee is your quality. Your pricing is the number one way you talk to your clientele, bar none. Bar none. It is the number one language. No, but wait, I'm a PhD, and I got a this, and a blah, blah, blah, blah, blah, blah, blah. Yeah, that's all great until you tell them your price. And then no one cares about anything else, all right? Now, you're still a little skeptical. I know he's like, I don't trust this guy now. All right, so here's what we're gonna do. Do your own research. What I want you to do is I want you to go wherever it is you live, go to your local mall. As people are walking in, just say, sir, ma'am, are you looking to buy the highest quality products and services today? Or the highest-priced products and services today? What do you think they would say? Quality. Great, thank you so much.
How do you judge quality? See what I mean? Try it out.
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Refresh Your Message
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I've been to all of your websites. No, I'm better. I'm really good. I'm amazing. You're all saying the same stuff. When people search, other than tacos near me, what do they search for? Do they search for, I need an upper thoracic Tyrannosaurus Rex surgeon for my upper abdominal region? Or do they say, my stomach hurts? They search based on the problems. So you need to refresh your message. People have been knocked around for the last 19 years, just came out of a pandemic, just to get into a recession, so then they can survive that and get into inflation.
And now, we have the presidential election. They're tired. They're reading all the junk on your website and they don't believe one word of it. So, refreshing your message and here's how you do it. Here's what I want you to do.
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Be Flexible The Smallest Thing You Can Sell Pt 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What is the absolute smallest thing you can do for your clients that you could charge for an hour of your time, but what would 15 minutes cost? I know, you want them to buy the whole box of stuff. What about one item? We were working with a closet installation company, and they said, well, we have this great deal; it's ten shelves for $1,000.
I'm like, too much. I said, how about one shelf for $100? Carl, I don't even get out of bed for $100. I'm like, really? So if I called you and asked you for a quote, and you had to come to my house, you wouldn't come? He's, oh, no, I would come.
I'm like, well, how much would you charge me? Zero. I said, well, it seems like you get out of bed for no money. Well, how about this? Imagine I called you over to do a quote in my house, and I said, hey, Bob, thanks for coming over and looking over and giving me a quote.
I've been having a little trouble with this one shelf. Would you mind, you have a screw gun, I'm sure you have one in the van, could you just help me put that screw in? Would you do it, or would you tell him no? He goes, no, of course I would do it. So, in other words, you would hang a shelf for free.
He's like, yeah, good point. So how about this? How about you offer to do one shelf for $100? How many people do you know that have one shelf in their house? And that's when he got it. He's like, oh, right. I said, yes, you get in there, hang the one shelf, and then offer to go look at all their other closets and their pantries and their organizing system. They use the one shelf for $100 to launch their franchise company.
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Offer What Your Industry is Not Offering
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Giving a five to one ROI, who are you competing with? Nobody, see what I mean? You thin the herd very quickly with the right promise. Now, whatever your industry's not offering, you offer it. I'll ship it for free, I'll barter with you, I'll deliver or pick it up, we'll do in-house financing, or we'll have a freemium model, okay? Whatever they're not doing, you do. Whatever they're not offering, you offer.
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Your Guarantee Stinks
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I'm sorry to tell you. Whatever your guarantee is, if you want to tell me what We live in a world of risk reversal.Your clients want to know that it's going to hurt you as much as them if things don't work out. So I'll give you an example of what I mean by that. So I'm a coach, I train coaches. I give what's called a 5 to 1 ROI, which means if you are not making or saving five times the amount of my fee, the whole thing is free. Now, how many other advisors, first off, how many advisors have you hired that gave you that promise? Anyone? Okay. How many of the advisors that you hired could have given you that promise? All of them.
How many did? None.
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When the Market is Going Down
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You just lost your job, or someone you know lost their job. So, just to stock up while they're gonna be unemployed, they go out and buy a new car, stop at Best Buy, pick up a new TV, and then stop at another store and load up on all brand new clothes. And they come home, and they say, look, I was just thinking ahead. Oh yeah, oh by the way, just lost my job. So I bought a new car, I bought some appliances, and I bought clothes. What would you tell that person? Or besides getting out, I was thinking of bringing it back, but get out, okay, all right. Bring it back, get out, get this stuff out of here. What were you thinking, right? But what if you said, hey, so you know, I know I just lost my job, it's gonna be some time. But you know what, there's a club where we can make, we just pay a small membership fee and we can take advantage of economies of scale and bulk purchasing. So I thought I would do that during that time.
Which one sounds like a more reasonable purchase? The club, and that's why they're so popular, okay. So we need to have some sort of bundle, a freemium and a premium. You guys good with that?
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Sideways Market
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When it's sideways, people are paralyzed, right? I was in Los Angeles one time when there was an earthquake. I was like, what was that? We don't get those on the East Coast, right? And all the native Californians were like, no big deal. It's just an earthquake. I'm like, earthquake, Jesus, right? Now, when there's an earthquake, what are people doing? Are they saying, oh, wait a minute, we will have to evacuate. We should get to the vending machines and stock up and provision because we might be outside for a while. Or are they like, Jesus, let's get to the door? What are they doing, buying, or they're getting out? They're getting out.
They're not buying when the market's going sideways, right? You all hear about how your customers are saying, well, I'm waiting for the presidential election. Then I'm going to know how things are going to go, right? Right now, there is a macro paralysis in buying until the presidential election. We are in a sideways market in almost all industries right now.
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Premium, Risk Free and Create a Club
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You need to raise your fees and have a premium, platinum. We're going to think like a restaurant for a moment. Second, when the market is going sideways, you need to have a risk-free or free offer.
So you're going to have a premium offer and a risk-free offer. And then when the market's going down, by the way, the number one commercial strategy in the last 500 years in winter is the creation of clubs. Look around your club.
Notice a lot of these masterminds. You hear about a lot about masterminds right now. They're clubs. Masterminds are popping up all over the place.
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Pricing is the #1 Way to Communicate Your Quality Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Absolutely must position ourselves as an authority willing to pay more for your products or services if they believe you're an expert. And it's not because they have more money ,it's because they have less money and they only have one chance with that money.
So if they believe you can get them from point A to point B one shot, but it costs a little bit more, they'll do it. And that's where we need to be. Most of you are pricing yourself in the middle.
In the middle is a pricing strategy for fall, not winter. In the middle pricing during winter, you are invisible. It's not even that you're good, that you're invisible.
I don't even see you. You're not even on the radar. Cannot be in the middle, okay? And we'll get into that.
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Pricing is the #1 Way to Communicate Your Quality
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We are going to need to have a couple of different pricing strategies and the reason for that is because pricing is the number one way that you communicate with your clients. You can have a great website, you can do all these different things, but it all gets real when you announce your price. You charge $50 a session, I know what kind of coach you are. And you're like, wait a minute, I'm better than that. You might be, but you don't believe you're better than that. That's why you're charging $50 a session. Who's the better coach, $50 a session or $5,000 a session? How do you know? You only go by price. It's the number one filter we use to judge quality.
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Fall in Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
1985 to 2005, now I don't care who you are, but doing business in 1985 to 2005, you can do no wrong. You can't get anything wrong; everything you try works. So you say, I'm going to open up a retail shop. So you do. You open up the retail shop, you put whatever you want to sell in there, you put a sign on the door, you flip it over, it says open.People walk in and buy stuff. And you're like, ha, see, told you, I knew this business stuff.
Watch, they're going to come in and buy stuff. And they do. And you're like, damn, all right, I'm a business genius.
Everyone's in a business genius at this time. This is a picture of a hopper at my uncle's apple orchard in Pennsylvania. And every third week in September, we go up to his apple orchard and we help him pick the apples.
And we all joke. We're like, ha, we're farmers today. And my uncle would say, oh, I can't stand it when you people come up. Yes, you are a farmer today. Everyone's a farmer today when the apples are hanging on the tree.
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Summer - Sweat Equity
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. We hit 1965. 1965 to 1985, who was born during that time? I was. Gen Xers, right? All you Gen Xers out there. This is why we're always so pissed off, right? This is why we're always upset at the world.
Like, oh, come on! Like, everyone's disrespecting me, right? Because it's summer. Summer's all about sweat equity. What happens with sweat equity, right? Sweat equity is a nice way of saying you're going to work your tail off and you're going to get nothing for it.
That's why everybody's upset. Because if you follow the stock market, it goes like this, 1965, 66, 67, and all the way into the 80s, and it doesn't move. You're doing all of this work, but you're not seeing the results of your labor, right? And so during that time, think about the mid 60s, the 70s, and the 80s, right? It's a time of revolution. There were fuel shortages. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Spring in Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. So spring, the last spring, was 1946 to 1964, okay? Who was born during that time? Don't raise your hand; I'm not looking to out anybody. What demographic was born during that time? Baby boomers, not the baby boomers, a baby boomer. Every 80 years, there is a baby boomer generation for the last 500 years, always following a world conflict. Just go back, 80, 80 before,, and you'll see it, there's a baby boomer generation.
That's a time to buy low. Everybody's got money around that time, optimism is very high, right? Everyone seems to have a job, and you can have a single-provider household, but you don't need an income household during spring, right? Everybody's got a job, everyone could buy a house, and everyone can have a car- that sort of thing, right? So that's the time to buy low. Then we hit 1965. 1965 to 1985, who was born during that time? I was, Gen Xers, right? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Industry Problems You Solve
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When somebody comes to your website, they're looking to solve two problems. If you are addressing the top problems of the industry, they're going to say, wow, this person really gets me.
They understand. Now it says, list the top five industry complaints and, have a chat GPT, write a 550-word blog on how you solve those problems. If you're not sure how to do that, you notice there's a QR code on each of these slides. We have some extra training material, some videos that explain what we're doing, and a deep dive. But go to my website, carlgould.com, and we have a problem we solve page. Have a look at how we set it up and set yours up that way, too.
But problems we solve.
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Coaching?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
People come into coaching because they have a ceiling somewhere, right? There are some belief systems or rules or values or principles that has got them to a certain level but is preventing them from getting to the next level and specifically in coaching, if somebody starts to take over and says “I’m gonna tell you how is this gonna going all that”, they are likely using the strategy that they actually need to overcome in order to be more successful. So, the very thing they’re trying to use to dominate or direct the conversation is the very thing that they need to correct. It’s the limiting belief that’s holding them back, so as a coach, I would highlight that and say, “alright mister/ms.pushy you know mister/ms.”, Micro culture, you know who’s the coach here if you're--if you're trying to take over that cool if I recognize that limiting belief or pattern, I’ll just bring it out and say “look you ask me to work on this particular pattern, it’s exactly what you’re using now and you know, you want--you want to direct, I’m not saying don’t co-create, you should do that let’s design and set the expectations together but if they’re stepping outside of that then yeah I would speak up as the coach”.
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Coaching & Mentoring -What's the Value?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Coaching and mentoring is made me, you know, probably one of the largest impacts I’ve had in my life, I mean when--I valued--you know, I played lots of sports when I was a kid, and I really valued my sports coaches you know they give me insights about myself, they give insights about the game I was playing and as I learned you know the game was just a microcosm of life. You know, the sport that I played, you know, prepared me well for the life that I had later on because, you know, sports taught me creative problem-solving in teamwork and influence and teaching others and learning that you can get there by yourself, so many good life lessons when I got into the business and when I was struggling the most I hired a business mentor who works with me for five years and I realized my god there’s you know there’s a whole skill here and I learned that you know having somebody look down or look across on what’s going on, I can’t see the whole picture and coaches help me two main things. One, I understand where my blind spots were, and two, there are time machines.
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Discounting - Big Mistake! Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Whether you’re 1 day in business or you’re 10 years in business or 100 years in business, that’s not the mark of your value. What is your mark of value? How much value are you bringing? What’s the return on investment that your clients are getting by working with you? if you work for an hour and you make 100,000 dollars, well, you can charge ten grand or 20 grand for that hour if you want. So don’t discount your way to market share because what you’ve done is you’ve trained your clientele to pay you that much, and there not all of a sudden gonna just want to hire you--you know, raise their fees and when you go to hire--get new clients you're going to--they’re gonna say “well can I speak to anyone you’ve work with before?” Great! You're gonna send them over to all your discount people,right? So come out right at the gate and charge what you're worth. Now you can have promotions, you can do specials, but you're not--don’t discount, discount is a big mistake.
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Discounting - Big Mistake! Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
One of the big mistakes that early-stage entrepreneurs make is that they try to discount their way to market share and then once they have a critical mass and then like, “okay now I’m gonna start getting paid what I’m worth,” that’s a huge mistake I mean, if you think about it if Richard Branson or Oprah Winfrey decided to start a mentoring program they would not say “hey everyone, I’m thinking of starting a mentoring program, so but I’ve never done it before, never had once so for a special time, I’m gonna only charge half or a third of my rate”, you know yeah any shot when they do that. Here‘s what they would say, and here’s what I would recommend every one of your listeners uses, is when your--if you’re starting or launching your business or you watch the new product or offering, here’s your script okay, your script is; I’m making myself available to the market in a way I’ve never been available before. When I was in the corporate world, you couldn’t hire me unless you wanted to pay me 250 thousand or above, you know. And you don’t need me for all that time, but you would--you couldn’t even hire me if you wanted, so I am now making myself available to the market in a way that I could, or I’m making this product or this service or this access in a way that I’ve never made it available before.
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Carl's Marketing Rule of Thumb - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Use this as honest feedback as to what area of networking or promotion you need to work on, alright? Yeah, maybe explain a little bit more, spend a little bit more time, and get to know the person first personally, okay? And I will get into more techniques and lfl (inaudible) , we thought today we’d start out with the framework here, and you know, cause if you’re doing something that you love, you know, and you're doing things you enjoy or that your at least neutral at and not so bad you know I’m not willing do it. That comes across, and then you’re just more enjoyable to be around, alright? Cause I got to tell you,I mean I do a lot of networking,I built my business around it and those that network can tell the people that are just there to take the box. Oh yeah, I’ve gone, and you know what you do, you net eat, you don’t network. You walk in there, and you get your cup of tea in the corner and a low bite of the muffin, and you find the other person who doesn’t want to be there either. Yeah, this stinks, doesn't it? Yeah yeah, me too--me too, and then you're gone. And we all see you coming, and we all see you going, and if you don’t commit to the group, we’re not gonna commit to you.
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Carl's Marketing Rule of Thumb - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I understand that there’s a common thought that, yeah, but I wanna be too pushy, you know, I don’t want to overexpose myself. I don’t want them to--I don’t want to wear them out. You know I don’t want them to think like oh, here comes Donna again, right? Here comes Connie again; here comes Karen again, okay? I have a general rule of thumb when it comes to marketing in lead generation. If you are boring, do it less. If you are interested, do it more; that's the general rule of thumb. If you’re not sure, if you’re boring or interesting then use this monthly call to get honest feedback from your team and just say, “yeah yeah you now Carl let’s lighten up a little bit,have a little bit of fun,okay I’ll work on that”. I’ll work on my smile, Karen.
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Did you Know Being #2 is OK?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Position means what position in the marketplace you occupy. Are you the thought leader? Are you the most expensive? Are you in the middle of the road? Are you the value play? None better than the other, but which one are you? Are you a me too? You know coca cola is the thought leader brand leader in the soft drink market, pepsi is a me too company but sometimes being number two is a lot easier compared than being number one. Pepsi, like, I’m happy to be that. Home Depot is the thought leader in home improvement, but Lows is number two, and they’re happy to be that. Let Home Depot take all the risk, do all the market research, and we’re just going to pop at lows right in between two hole depots; we’re good. We take the cramps off the table, and we are the number two home improvement without having to work as hard, advertise as hard, we don’t do anything as hard as Home Depot does. And we just ride that way right in. What's your position in the market? Do is that solidified and is it where it should be.
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Business Legs - Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Covid was the downward pressure, so whatever pressure covid put on your table,right. It didn't take the leg out, if you have four really strong legs,covid would not have impacted your business go talk to a supermarket they can’t hire fast enough. Go talk to amazon they can’t hire fast enough,okay. There are companies that so as talking to a new company we’re gonna start working with called the drip bar and the drip bar is a compound IV vitamin cocktails that’s delivered directly from a drip bag into your veins for recovery, for immunity boost, for a you know--for a cancer treatments, for a number of other things well guess what if you mix three compounds in at your location you’re technically categorized as a compound pharmacy, you are covid proof, they grew during covid and not to shut down cause it’s all essential and they are compound pharmacy. Compound pharmacies where dims essential country,why? They remain open, they found the lost leg, they solidify the lost leg,okay. We have to find out where is our lost leg and how do we tighten up that lost leg.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So the question I’m asking today is in these four examples, which of the legs of your business might need some strengthening? And then we'll talk about some ideas about that, right. So now back to the analogy, I’ve got the table legs underneath it, I pull one leg out the table is still okay, I haven’t touched it, I haven’t put any pressure on it, right. It’s like your business, you might have a lost leg but if there’s no external pressure, no force placed on the table, no one would even know and it to all appearances it would be fine. Sports thought they were fine. Hey! look even if the fans can’t come in we don’t need them but all of a sudden pressure came on from up top and what do they find out? They found out they don’t have as good of a relationship with their athletes as they thought cause they fought for months to try to figure out how to re-open, right. Safety was an issue, how we’re getting pay was an issue, they didn't have that locked down.
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Business Legs - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So if I were to put the table with four legs just like that slide,that table had four legs, okay? I would walk up, grab one leg, and pull it out. Now we have a table with three legs under it. Upon pulling out that fourth leg, what would happen to the table? (Okay, guys might wanna come off mute), yeah, it would fall--it would fall right away, not necessarily, right? So I pull out that leg; it might stay depending on how things are loaded and all that sort of thing. But I haven’t put any pressure on the top yet, I just pull the leg out, so in other words the table would probably stay in place, might be wobbly probably would wanna sit on it and if you have anything valuable you likely taking it off. But the table would likely stay in place.
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During Down Turns, Buyers Refer to Experts
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Pricing is the number one way that you communicate with your clientele.
As soon as you advertise your pricing, you do two things. One is you tell them who you are. I'm the premium version, I'm the mid version, I'm the economy version, and they're all good.
There's buyers for all three, so you don't have to say which one's better than the other. But one thing that either, if you are among the highest price or among the lowest price, people will consider you to be an expert in your field. So Walmart is thought of as an expert and they're the lowest price.
They're like, well, how can they bring you that product for that price? (0:40) It's unbelievable. Well, they're Walmart, they figured it out. They figured out how to get all the inefficiencies out of the supply chain and bring you that product cheaper than anybody.
And then there's the high range where you say, wow, how do they get that much for a watch or a shirt or their service? And they say, wow, that's interesting. They must be an expert. Well, during downturns, we as buyers defer to experts.
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Cut Through the Clutter
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. I eat a very plant-based diet.
Whenever I go to a restaurant, I can tell if they know how to serve a vegan, basically. Are they just, did they Google it and say, okay, anything that's not this? Or do they actually know? And I can tell you a lot about the difference. You know, so if somebody's passionate about a subject or passionate about a project, product, or service, they're gonna know the difference.
So when you're starting a small business, this is where making a mark makes a difference. If you're starting a small business and you really know what you're doing and who you're serving, you will cut through a lot of clutter and get a sustainable business pretty quickly because passionate users of your product or service know each other, travel in those circles, and word will get around. So it's not just, you know, quality's always good.
If you're a pizzeria, good pizza will always sell. But if you have passionate pizza eaters who know about you and it's good, you'll grow quickly and you'll get loyal followers as a result. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Understand Who is Your Ideal Avatar pt 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. If you were a college, if you were a university, you would look at someone like you, someone like me and say, Oh, well, they're a good candidate.
They have kids or they are part of a family, or they live in a certain area or they make a certain amount of money. So they would target me. I'll just take myself.
They would target me and say, Oh, that guy, Carl, we should start really marketing to him right now. I've got three kids. My youngest just went to university just this past month, right? If you could send me all the college university recruitment information you want, I'm not listening.
And the reason why I'm not is because my daughter chose her school. You're wasting the paper and the stamp to even bother with me because what's going on in my life right now? Well, right now, my daughter went to college. She's made her choice.
But if you got me two years ago, when she was a junior, you go into your junior year. Now, all of a sudden it's time to scout for colleges. Every time my kids hit junior year in high school, you could not send me enough information. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Understand Who is Your Ideal Avatar
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. One exercise that every business owner has to do is make sure that they take a step back and understand who their ideal client avatar is, right? So if you get an ideal client, and you know what's going on in their life right now and what would trigger them to call you or accept your call right now, that's the key, right? I'll use myself as an example in just a minute. Still, we want to identify who is the best beneficiary of my services and what's going on in their business or life that makes calling you a necessity.
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Decide Where You Are as an Entrepreneur PT 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. You have two slightly different approaches. Apple in the beginning, when they first started out, I mean their commercials were throwing hammer balls at TV sets and blowing up the status quo. Well, they're the establishment now.
You know what I mean? Like they're not running around saying we want to blow up the universe, right? They're trying not to screw it up right now. But in the beginning, they were saying we're changing. We're going in any direction you're not, right? And so you take two slightly different approaches.
Now in business, it's your goal to get to the I don't want to screw it up phase, right? We want to make a mark and then because of that mark, we then want to get to a critical mass where we know that we're going to be successful as a business. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Decide Where You Are as an Entrepreneur Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.First off, decide where you are because when you're trying to make a mark, it's time to be bold, it's time to be provocative, it's time to take risk.
You know, if you're trying to make a mark, you're not trying to just get customers. That's not your goal. Because you think you can do it better, so you are out to poach customers, right? If I've got cupcakes, I'm going to try to find people who like cupcakes.
Well, guess what? They've been eating cupcakes from somewhere else. I'm trying to steal customers from a different cupcake maker, right? If I'm an accountant, most everybody's got somebody who does their taxes already. I'm trying to poach them because my way of doing taxes or bookkeeping is better than somebody else's, right? So I'm trying to poach.
That's a different animal than I already have a customer base and I want to keep them happy and I want to make sure that they keep buying and they remain loyal customers. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Entrepreneurs Fall into Two Catagories
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Entrepreneurs tend to fall in two categories.
First category I call is they want to make a mark. They have an idea, they've got a dream, there's something that they want to do, they want to put their stamp on their community or in their industry or in the world, right? I have a better way to make cupcakes. I just make cupcakes better.
I want to show the world how good my grandma's cupcakes were. So you open a cupcake shop, brilliant, love it, right? They want to make a mark. And then the second category is I don't want to screw it up.
Meaning I've launched that cupcake store or my law firm or my accounting firm or my auto body shop. I've gotten some success. I've got good customers.
I know what I'm charging. I know who I'm charging it to. I know how often they come back.
I've got a good reputation. I have good referrals, good reviews online. I got to make sure I don't screw this part up.
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What Stage can The Owner Step Back
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. It starts in stage four to some degree, stage three, right? If you are, let's say you run a real estate office and you don't want to be the one going out, sitting at somebody else's kitchen table on the evenings and weekends, trying to get listings and, you know, showing houses on the weekend.
You can hire a bunch of realtors that will do that for you. And you're like the managing partner, right? Or if you're a law firm and don't want to be trying all the cases or negotiating all the contracts, you can hire other attorneys under you. So that's a way to do that.
So that's a stage three type business, but it really starts to happen in stage four because the systems will dictate what's happening at any given time. And, and there's just more predictability in the business. Please like and follow this podcast to learn more. My name is Carl Gould, and this has been your #70secondCEO.
The Majority of Businesses are Stage 2 & 3 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. The overwhelming majority of businesses are in stage two and three, right? 98.6% of businesses have less than 20 employees.
96% of businesses are under 1 million, and they tend to be stage two and stage three businesses. Once you get into stage four and above, these are businesses that do well over a million dollars. To go from stage three to four, you have to have a layer of employees called management, and that management is not revenue-generating. Right.
This is a big part of it because it's been a while since you've gone to your dentist and your dentist wasn't your dentist, you know, when you've gone to your accountant and your accountant wasn't your accountant. Right. And so there are a lot of businesses that are designed as owner-operated businesses.
And I get it. People will say, "Oh, my God, you don't have to be an owner-operator." Well, if you love what you do, why wouldn't you like and follow this podcast so you can learn more? My name is Carl Gould, and this has been your #70secondCEO.
The Diagonal Opposite Quadrant Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results We actually have a formula that will help somebody understand what their blind spots are.
There are four quadrants in a business: strategy, business development, operations, and finance. There are subcategories underneath those, but those are the four main ones.
And you tend to be strong in one. You tend to be okay in the other two. There tends to be one that you have a blind spot in.
And we call it the diagonal opposite quadrant. So if you're a strategy, results-driven person, you tend to struggle with process. That tends to be a blind spot.
If you're a process person, your blind spot might be getting results or urgency, meeting deadlines. If you're a biz dev person, finance tends to be your blind spot. If you're a finance person, biz dev tends to be your blind spot.
It's the diagonal opposite quadrant that creates the blind spot, right? So you're driving in your car. You can see the seat behind you. You can see the seat you're in.
You can see the back seat in the corner but can't see right around that little corner. So, the seat next to you is the one that you need somebody to look in to cover your blind spot. The same thing when you're in a business is one of those quadrants will almost always be a blind spot.
What we've learned over the years since 1990 is that 10 to 30% of growth and immediate impact is sitting in your blind spot. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Benchmark Your Business Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. You always wanna know what your competitors are up to because that's how you'll be compared for sure.
One of the things that we like to do with our clients is to have them say, "I want to be different." How do I differentiate myself? How do we stand out? We've found that innovation in one industry comes from the front lines of another industry. So I want to find out, I want to benchmark myself against my competitors.
I want to benchmark them against the top, the best in class, in any industry that I'm in and any other industry that I'm being compared to. So, for example, I'm a tennis fan. I like to go to the US Open.
That's tennis, right? But I'm also a football fan. I'm also a baseball fan. I go to various events.
So the US Open does a good job of saying, wait a minute. During our tournament, people have other choices. They can go to a baseball game. They can go to a, you know, basketball game. Basketball's just getting started, the preseason, right? There are other sports that are happening, like preseason football.
There's a lot we can do. We're not just fighting for tennis fans; we're fighting for sports fans.
So I want to benchmark myself against other industries and things that my clients like to do. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Am I Like Them
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Decides if I like another person is, am I like them? Person in this room, professional. We're here at the BMW conference.
We have things in common. When we build rapport, we are looking for sameness, likeness, and commonality. That's the definition of rapport It doesn't mean we don't have to have stuff in common. I don't have to say the values of you.I don't have to do the same things outside of work that you do. When we're together, I need to do and say and act like you. And if I do, you will like me whether you like it or not. That's the involuntary part. You'll at least feel safe enough to go to the next step in the conversation. So they need to, on some level, feel that they are like you.
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Meet People Where They Are
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Right, have you heard the expression, imitation is the highest form of flattery.
So we want to meet people where they are, be as flexible as possible, and speak their language.
If we do that, we're the lead dog. Most people are wrapped up in their PowerPoint or their presentation, or did I set it right? You know, am I wearing the right clothes? Am I here on time? And they're in their own heads. We want to escape that and be there for the other person.
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Body Language
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
93% of what gets you hired or not, closes the sale or not, your team follows you or not, is your body language. It's how you carry yourself. And I was at the networking event last night, right? Yeah, yeah, yeah. So I saw some good body language and some less than stellar body language.
Like, I don't want to be here. For some of you, last night was not eating, not the network. Right? You know what I'm talking about? I'm like, oh, I'm out of wings.
It's not purpose, not purpose, you know? Your goal shouldn't be how many oysters we can use tonight. Like, you hit the oysters, I hit the wings, we meet here, that's not the goal, right? So how you carry yourself matters. As a matter of fact, it's speaking so loud I can't hear your words.
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What You Say Almost Doesn't Matter
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What you say almost doesn't matter. This survey has been around for a while.
You may have seen it before. Anyone know how much your words influence another person to your point of view? 20%, 10, 15, 20, 10, 15. Average amount, you're all right.
It's 7%. You can get it; I couldn't give it away too early. You got it.
7%, which means you can attend meetings, give speeches, and appear in front of your board.
You can be at the table. You can screw up the script. And they only cost 7% of it anyway.
So, if you're a laborer, you're all right. Should we say they or them? Should this be an us or a we? No one cares. Okay? Sorry, they don't. I get it. You have alphabet soup after your name. You spent a whole career getting your MBA.
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Rapport is Evaluated a Thousand Times Per Minute
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And you need them going at all times if you want influence. One of those two is broken down.
You can gain them back very easily. We evaluate rapport thousands of times per second. Because it is one of the top survival mechanisms we have in our central nervous system.
If you're in rapport, you feel safe. If you're out of rapport, a part of us thinks, Hey, I'm out of rapport. Oh my God, there's a saber-toothed tiger that's going to come get me.
That's the way we're wired. There's no great area at all. You're in this room because you feel safe. Plain and simple. Second you don't feel safe in this room, you're gone. Always working on our behalf.
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RESPECT
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
To your point of view, you do need respect. Whatever's on your business card, can you do? What percentage of resumes do they say are made up, exaggerated, or flat-out lies? Like 70%.
In other words, you're full of beans. I wouldn't say that in New Jersey, but we're in South Carolina, so I'm full of beans. You're full of beans. 70%. That's why I love it when I read a resume that's poorly written or the person I know goes, Hey, I'm a dynamic go-getter, kick butt, blah, blah. I'm like, they know that.
That's good. I at least know who I'm talking to. Trust is a back-to-back exercise.
Meaning, after we speak, and I walk out of the room, and you walk out of the room, can I trust you're going to do what you said? But respect, we need in business. Because if I'm talking to Eric, do I even have the respect for him to tell him the truth? Or am I like this? You know, it's not going anywhere. I'm not even going to bother.
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Understand Your Style
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What they're talking about is that you will build trust, if thought of as older, not as attractive, not as intelligent.
The less you say, and the more you get the other person to talk, you are considered younger, more innovative, and more intelligent. This should be good news for half of this room. You don't have to come up with stuff.
You just take the last thing they said and make it the first thing you say. So I greeted you this morning. Some of it was good morning.
Some of it was, hey man, hey man. That was it. Right? Some of it was a pleasure.
It was a pleasure. I greeted you in your language this morning, so I had 80 chances to practice the different languages. And that's the key: Understand your style so you can understand others' style and adapt to any situation.
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The Value of Trust
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Number one, the foundational emotion. In the 500 years of study of human performance, there is only one value that matches a behavior, only one. And it is the value of trust. Any of you disc takers, that's the I. The I is not only a behavior style; it's a core value. We have to have trust before we can go anywhere else. So what would your working definition of trust be? How do you know you trust somebody? You can call it. Do what they say.
Do what they say; I like that. Tell them your secrets. Pardon me. Tell them your secrets.
Tell them your secrets—that's a good one. I like that technique. We need to have common goals or interests. Now, I'm going to make it even easier for you. Whose common goals and interests do we care about? If Rafael here is the prospect or the client, and I'm the salesperson, whose goals and interests matter? Rafael's, not mine. It's not all about me; it's all about him.
If Rafael says, hey Carl, do you golf? Does he care if I golf? Not at all. Is that okay? All right? And what does he want to talk about? Golf, whose game? My game or his? His. So somebody comes up and he says, hey Vanessa, what did you do last weekend, right? Did they really want to hear about Vanessa's weekend? Nah, they can't wait, . They had a great experience, and they want to tell their story, right? So common goals and interests means them. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Rapport is the Foundation of Every Relationship
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So, to build rapport, rapport is the foundation of every relationship. Any relationship, either if it works you have rapport, if it's not working you don't have rapport. The beauty of what we're going to learn is it is a self-defense mechanism; it is involuntary, and we all have to have it. It's a universal language, we all know how to do it and we've all been there.
We have to be now able to build rapport with people who are not wired like us. You're going to walk around today, and one-third of the group will say, wow, this is a really good group. Two-thirds of the room, you're going to say, why do they let them in here? I can't believe they don't run a business.
Why? Because they're not good? No, because they're not wired like whom? Like you, right? So this is for the other two-thirds of the people you haven't even been in the game with. When I talk to a sales team, Gary backs me up on this. (1:00) When I talk to a sales team, I ask how qualified your leads are. The sales team is going to say, well, we will talk to the marketing department because I've got to tell you only about 30% of these leads are any good.
The other 70%, I don't know how they're getting the leads; I don't know what the process is. Gary, I think we have a meeting with the marketing team to get to the bottom of this. Sound familiar? Is the problem the leads? No. The problem is you don't know how to communicate with the other 70% because you're walking into a room talking to yourself with other people there.
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Risk Tolerance
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What happens in your career is that when you're younger, as a CEO, a founder, or an entrepreneur, your risk tolerance tends to be higher.
You're willing to take more risks; you're willing to change more. You know, I say that CEOs fall into two categories. They fall in the category of, I want to make a mark.
I want to change the world. My product or service is fantastic; I want to do that. Or, I don't want to screw it up.
I've had some success; I've got this good business. Maybe I inherited it, perhaps I bought it, or maybe I bought out my partner. But however I got here, I've got this perfect business.
I don't wanna screw it up, I don't want this to go bad because this is my annuity for the rest of my life. Maybe this is for the next generation. Maybe this is for, you know, my kids.
But I don't, you know, so I fall in one of these two buckets so early on, most of them are, I want to make a mark, right? So they have a high risk tolerance. And so they're all over the place. But once you get to, I don't wanna screw it up, now you're in that place where you're not, you don't wanna change what you're doing as much.
You know, I don't understand this next generation, what is going on? You know, I hear that, I'm like, I don't care what you think, but they are the primary purchasing power and you sell to them now.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Your business will only travel as far and as fast as your worst system.
And any frustration you have in your business is because you lack a reliable and consistent system in that area, right? So what you, in your business, have in mind is to build an assembly line. That's it, to build an assembly line. So today, you and I are doing the interview. You already know what you're gonna ask me. And to be honest, since the interview is going to feature my audio, you don't need to be here. But could you have written the questions and then handed that out to 10 interviewers, ten teenagers, that just said, hey, Carl, Mr. Gould, whatever, I'm going to read you these questions, don't worry about me. I will read them out loud, but we're only capturing you. You could do 10 of these. So, the interview system could be replicated.
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Never Stop Lead Generation
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Because what happens in that, because it's a perfect analogy for business because there's a feast or famine, roller coaster that businesses get on.
So in other words, when you're a small business and you don't have any business, (0:20) you go out and you get all clients. Now you have all this work to do. You're like, oh, I'm really busy.
I better go and build my widget or do my service or whatever it is. And you stop marketing at the time because you're so busy fulfilling. So you get done with that engagement or you build that product and you ship it off.
You're like, oh, that was good. Now, as soon as you're done, you're like, wait a minute, we don't have any more projects, right? So what do you do? You pedal back and you start working hard on sales and marketing. And so you get on this roller coaster where if you're doing sales and marketing, you're not fulfilling.
And when you're fulfilling, you're not doing sales and marketing. That is a hard roller coaster to get off. And it never ends.
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Task or Project? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When they set goals, number one is the–there’s a difference between a goal and a project, right? You know or task in a project, I think once–what some people do is they’ll be too vague or they’ll make the goal too far out in the future and it is hard to connect with. So I want to lose a hundred pounds. You’re not going to lose a hundred pounds, and you know you might lose a hundred pounds in a year or two years; what’s your 90-day goal? Right? And what is it that you can do right? So take a goal, chunk it down, and put it in 90-day steps; it’s been a long-held coaching principle that you set goals in 90-day increments, and a number of management systems that have taken that on Bezels, Rockefeller habits, eos, you know our rocks are priorities, you know that’s a long-held coaching concept, 90-day goals. So take it, chunk it down, and go after smaller bits, but then understand what a goal actually is? A goal is actually a destination, it is–it is a project or some sort of endeavor that has an end point, that which is different than a category of improvement, so somebody says I want to be a better father.
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Do You Own It? - Part 4
Hi everyone; Carl Gould here, your #70secondCEO, just over a minute of investment per
day for a lifetime of results.
However, I made friends with the bar backs and I made friends with the servers. We talked about how to stack the tray, you know, the whole bit. That was really big for me, I got a nickname, it wasn’t very flattering in the beginning, but it wasn’t too bad after a while. My colleagues called me “Mr. 20 Percent”. “Ugh, Mr. 20 Percent’s coming back.” Right, ‘cause I would push ‘em. I’m like, “That’s right.” I was all intense about it. “Cause I was scar-they scared the heck out of me, I didn’t want to be thought of as the guy that can’t perform. So, when he gave me ownership of it, that was a big difference. So, I had to make friends with whoever was giving me input and make friends with whoever I was giving an output to.
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Do You Own It? - Part 3
Hi everyone, Carl Gould here with your #70secondCEO, just over a minute a day of investment for a lifetime of results.
So you ever see in a bar, there’s a bar back comes in and loads all the drinks in the back? I had never counted what they put in there, I just assumed that what they put in there was accurate. I started to count, you know, he would come up and be like, “I got a 12 pack of whatever.” I said, “Show me how many are in there.” “Well, why do you wanna see that?” I said, “I wanna see that there’s 12.” There was 11, right? ‘Cause I said, “Look, you probably popped one for yourself on the way in that’s fine. But just write 11 down, don’t say it was 12 there you’re putting that on my spreadsheet.” Right? And I never gave two thoughts to a server who would pick up a tray of glasses and drop it. I’d just be like “Oh, we’ll just redo them.” I realized that’s going on in mine. So, I had to make friends with box number one and box number three. I can’t do this in a vacuum. Does that make sense? I can’t just pour good drinks; the results I was getting didn’t work.
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Do You Own It? - Part 2
Hi everyone, Carl Gould here with your #70secondCEO, just over a minute per day for a lifetime of results.
I was like “Oh, okay. Uh what’s my number?” And he says, “23 percent.” And I was like, “Really? Do you think I’m stealing from you?” And he said, “No, you’re new to the job.” And he says, he was a real smart ass, he goes “We think you stink at your job. You know, and so but if in three months it’s still over 21, yes, we would think that you are stealing from us.” So, he gave me some techniques on how to bring it down. And now I remember what landed with me: he said, “You own that.” Right? Now, he put me in charge of one line, but that one line has a lot of implications. So, I’m over here, box number two, owner Carl, and the success metric is 19-21%. Now, to this point, I thought my job was to pour good drinks. However, I started to realize other factors are affecting my results.
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Do You Own It? - Part 1
Hi everyone, Carl Gould here with your #70secondCEO, just a little over a minute of investment for a lifetime of results.
I went to bartending school, I got a job at a club in Hoboken, and a month in, the owner sits me down, and he’s got a long, you know, a long printout, and there’s one line that’s highlighted, the name was Gary. Gary sits me down and says, “Hey, Carl, you know I just wanna review your job, how you’re doin’. Your colleagues seem to like you, you work hard, you’re blending well, you know some things I’d like to see you work on but, so far you’re off to a pretty good start. Right? And he said, “I brought this spreadsheet here ‘cause I wanna show you what we judge your performance on.” I said “Okay.” I assumed it was the yellow highlight and he said “You see that line where it says ‘liquor cost’? That’s your line, you own that.” He didn’t say you’re responsible for it, he didn’t say.. He said “You own that.” And it’s supposed to be between 19 and 21 percent. That’s what we’d like to see. If it’s under 19 percent we’re going to assume you’re stealing from the customer. If it’s over 21 percent we’re going to assume you’re stealing from us.”
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Journal Everything
Hi everyone, Carl Gould here with your #70secondCEO, just over a minute of investment everyday for a lifetime of results.
I want to give you an exercise that has 100% foolproof guaranteed results. Are you ready? Take a pen out; here we go. What I would like you to do for the next two weeks is I would like you to take out a journal and write down everything you do every day for two weeks. What I mean by that is you don't just go to the post office. No, no, no. You have to drive to the post office, get the mail, sort it in, bring the mail back, and drop it on each person's desk, then go through the mail, and then you handle the mail. That's just one example. But there's no such thing as getting the mail, going to the post office, going to lunch. Actually, chronicle what you do and how long it takes you to do, how long it takes you to do it. Here's why it's 100% foolproof. 100% of the people in my 24-year career have come to the same conclusion. One, they've never, nobody has ever finished the exercise. Because at around day 3, or so, you realize how inefficient you're being, and sometimes, how ineffective you're being, and literally how much time you're wasting, and how much time your people are wasting around you.
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Getting Other to PERFORM
Hi, Everyone; Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You need to get others to perform at a high level. That means you have to empower them, that means you have to coach them, guide them, and mentor them. So let me give you a couple of statistics here to play around with a couple of formulas how you spend your time. Alright, you are gonna take on in Stage 3 here, is “How well do you get others to perform at a high level?” So I'm gonna give you a little time management formula called 20-20-60: 20% of your time, 20% of your time, 60 % of your time. So in Stage 3, 20% of your time should be spent coaching, guiding, enabling, mentoring others to make them better. You ever hear the expression “you have to manage up and coach up?” That's right. You coach, you're a manager on how to interact with you better. You coach your stakeholders, your colleagues, the people that you deal with on a regular basis that are one degree of separation from you. And if there's anyone that does report to you, you coach and empower down as well. So you become the center of a coaching and empowerment network or ecosystem. And that's how you’re gonna make them better.
- 20% of your time on coaching, mentoring, guiding, and enabling.
- 20% of your time on strategic thinking: How do I make things better? How do I plan? How do I set goals? And how do I achieve those goals?
- And then 60% of your time on your job description.
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What drives Value?
Hi, Everyone. Carl Gould, here is your #70secondCEO, just over a minute of investment per day for a lifetime of results.
There was a study done in 1974 by the Sloan School of Business, and they said, “What drives value in a business? And 95% of what drove value 40 and 50 years ago was the TANGIBLES of the business, its physical assets. Well, let's fast forward to today. A follow-up of those 10,000 companies and the second part of the study showed that 72% of what drives value in business is its INTANGIBLES. Its intellectual property, it's brand equity, its brand promise. Toms shoes- is it the shoes? Or is it the fact that that company goes out, and for every pair of shoes you buy, they buy a second pair and give it to an underprivileged child somewhere else in the world? Which one do you think it is? So stop falling in love with your product or service. Yes, you want your product to be impeccable. You want your service delivery to be outstanding—no question about it. Logistically, we want those things to run well. Understand though, people will pay more, they will pay more for the other aspects of working with you.
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Wasting minutes - Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Do you think your company or your team wastes one minute a day? Yeah? Alright. If that's the case, take a hundred dollars, put it on the table, and light it on fire. Because all you did was, you just pissed away that hundred dollars. Do you think it's 2 minutes a day? Well, if it's 2 minutes a day, great. Open up your wallet again, take 200 dollars, put it on the table, and light it on fire. You get the picture. Guess what? You're gonna find out that it's 10 minutes, 15 minutes, 20 minutes, 30 minutes or more.
Statistics would actually say it's much higher, but let's say it's 10 minutes. Well, that means you are burning every day, I bet you, a thousand dollars. Thousand bucks. So take a second. Go grab a thousand dollars cash, literally light it on fire, take a little video, send it to me, “Carl, you're right. I'm throwing it away anyway so I just thought I would burn it.” We're not going to do that. So any little minute you can save of your time, or you could get better at delegating to your people or empowering them to take the initiative and make decisions, all the better because every minute you save, you're saving a lot of cash. There's a lot of internal profit margin in your business that you need to reclaim.
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Wasting minutes - Part 1
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So you have your overheads. If you do, remember your non-core operations and your NO systems. This is all the work that has to happen whether you have a customer or not. Those are your OVERHEADS: your fixed overheads that happen every single year, month, and day. Now, let's take those fixed overheads. The amount of money you have to pay whether you do business or not, whether you get paid or not, whether you service the client or not, what is the cost per year, per month, per week, per day, per hour, and per minute to run your business? If you're listening to this video, what you pay per minute is substantial. I've clients that it's 50 bucks, and I've clients where it's a few hundred dollars per minute to run their business. How many employees do you have? Are you and all of your employees 100% effective and efficient every minute of every day? Probably not. That would be unrealistic. Nobody is. However, think about it. How much time per minute is your company wasting?
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Productize Your Business
Hi Everyone, this is Carl Gould I am your #70secondCEO, a 70 second investment each day for a lifetime of results. Today’s topic is - Intellectual Property, where to look for it in your business and how to build it.
You know you’re a phenomenal business and a visionary entrepreneur; you get things done, and you have great ideas. We now need to make them into concrete programs and products. That’s right, we’re going to productize all of your operations. So, look at these areas:
- Sales
- Order fulfillment
- Employee onboarding
- Your guiding principles or core values
- Training
You don’t have a training program anymore no no no, you now have a Certification program or an Academy or an Institute or University. We want to take the unique aspects of your business, productize them, and start promoting and packaging them out to the outside world to attract better clients and employees. Now, people will want to work for you because they think they are going through a university and building their resume, career path, and marketable skills just by working with you. And people will want to buy from you because your how and why are cool. Ok, write down below, and send me a comment. Which of these five sales, fulfillment, on-boarding, guiding principles, and training do you need to build intellectual property?
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Becoming the Best Version of Yourself
Hi everyone, Carl Gould here with your #7osecondCEO a one minute investment for a lifetime of results.
In a recent video, I asked you to write down who you admire and what that person or historical figure's admirable traits, rules, and principles are. And you just introduced yourself to what you believe is your best version of yourself. That’s right, you just use another person or figure or package in order to talk about what you believe are your most amazing features and where the next area of growth is for you. Ok, so you wrote down all the attributes of the person that you admire, now what I’d like you to do is:
- Rank yourself on a scale of 1 to 10. One low, ten high for every one of those attributes.
- How well are you playing that game?
- And then create a plan for how to get to a 10 in every one of those areas.
So, comment below, and tell me what was:
- The top trait you are going to work on?
- What was your score?
- And, what is the first action that you are going to take going forward?
This is Carl Gould, and this is your #70secondCEO.
What Are You to Your Prospects
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
During volatile times, people defer to experts.They listen to experts.Think about this. If you were in a rush to get to the airport, like, oh my God, I've got to get to the airport. It's an hour away and I've got 50 minutes to get there. So you don't want to take a chance and you order Uber and you order Lyft at the same time. Whoever gets here first, I'm, oh man.
And they both say they can get here at the same time.Oh my God, I just got to get there. And you run outside and they're both there and you say, oh my God, I've got to get to the airport.
I've got to get to the airport and I don't have a minute to spare. And the Lyft driver says, hey, listen, set aside the Lyft thing for a second. I know it's going to cost you 80 bucks to get there. I'm going to charge you a hundred, but I guarantee you get there on time. And if you miss your flight, I'll reimburse you the hundred and I'll reimburse you the flight. And then you're like, wow.
Then you look at the Uber driver and you say the Uber driver, Uber driver, do you know where the airport is? Yep. Would you guarantee I'd get there as well? I can't guarantee that.I don't know the traffic. I mean, what, you know, I mean, yeah, I mean, I think I'll get you there. I've been taking you there many times, but I can't guarantee it. Who are you going with? The Lyft or the Uber? First one or second one? Go ahead. Who are you going with? Number one.Right. Why? He added a 30% premium, but what did he do? He guaranteed the outcome.
Now, I'm not suggesting you guarantee the outcome, but did you have more confidence in the Lyft driver? Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Client Now or Client Later
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
If somebody is a client now, for me, I call every week. I call, text, follow up, and even if they say, listen Carl, I'm going to be gone for two weeks, let's pick up when I get back. Oh, where are you going? Oh, I'm going to the Amalfi Coast, I'm going on a trip to Italy, I'm going to the Poconos, I'm going to see my mother-in-law, whatever. Next thing I'm going to do is, top 10 things to do when you go visit your mother-in-law. I don't have to be selling all the time, but I want to be in touch all the time. If they're a client later, and let's assume later is next year, whatever, you can put them in a different sequence. But first things first, let's just understand client now, our traffic, client now, client later. And then, let's focus on the client now, what is the offer that gets them off the fence? I could tell you, having been a franchisee and been a franchisor, been a master franchisor, been a multi-unit franchisee and franchisor, I'll be flexible. You bring me a candidate and you say to me, hey Carl, I think I can move this person off the fence, but I need something. You got to give me something. Six months free royalties, you know, $5,000 marketing co-op, right? Go next to your client nows and say, what's the Ferrari offer I just gave Cody?
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Traffic & Offer
Cody's on the list. He's, you know, he was very thankful that Justin Bieber got his Ferrari and then modified it. So they kicked him off the list. So now Kurt, Cody's moved up. The wait list is now only 17 years, right? You moved up from 18 to 17 years. He's making progress, but imagine I can make you an offer right today. Cody is I'm next in line. Okay. I'm next in line. I can pick anyone I want and I can gift the Ferrari, (0:35) but I have to charge you a dollar.
I'm so sorry. I can't just give it to you. You have to pay a dollar for your dream Ferrari. And I can make that happen today. Would you do it? Yes or no? Of course. Of course.
What just happened in the Ferrari world? Cody's the right traffic. He's a fan. He's going to buy it's on his computer. We're going to do it. I just made him an offer that took him from not buying to buying. Okay.
So think about if you have somebody that's stuck, either they're not the right traffic, meaning they're not ready, willing, and able to even make the purchase. And it could be for a variety of reasons. Like, Oh, I'm under a non-compete or I'm in my job.
I'm going to, you know, I'm going to wait for my bonus and I'm going to leave in January. Then we're going to do this whole thing for whatever reason. They might not be the qualified traffic you need right now. Right? So your five out of 10 might not be a bad thing. It just might be that's where they're at right now.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
So we want to be obnoxious in our offering for most of us, most of the people in the room. I know in my businesses, it's easier to be the highest-priced in the niche than the lowest-priced. That's such a volume game. That one's hard to win.
You might not be big enough or well-funded enough to do that. So, in our niches, the higher price is usually the easier one to attain. And we need to have that premium offering because we need to be thought leaders.
Why do we need to be a thought leader and an expert? Because during volatile times, buyers defer to experts. In other words, they are willing to pay more for your products and services. If they think you can get them there the first time if they think you can do the project, hit the deadline, you know, and it's not because they have more money or money's cheap. It works in the reverse. It's because they're risk averse and they only have one chance with their money, or they only have one chance on this project, and it's gotta be right. So they're willing to pay your five, 10, 20, and 30% premium, depending on the product or service, in order to ensure that they get a better experience or get a better outcome.
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You Need to Have Premium Pricing
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
My suggestion is don't wait. Even if you do your annual increase, raise it again. Raise your prices, whatever you think you can, where you get close to zero attrition. You need to have a premium-priced product or service line, okay? Because that's how your quality will be judged.
Now, you don't have to raise prices on every single line item that you have or every product or service that you offer, but you do want to take at least a select group of products and services and charge more for those products and services. We have an expression internally. We don't say this to clients or prospects, of course, but we call it the obnoxious offer. And we ask the question, are we being obnoxious enough? In other words, are we charging enough being obnoxious in price, but are we also being obnoxious in value? Are we delivering obnoxious value, like no-brainer, game-changing, best-in-class value?
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How Much Can a Business Raise Their Pricing Without Attrition
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. I'm going to ask you a question.
You tell me in the answer of a number, think of a number for a moment based on my question. My question to you is if you were to go out to your clientele right now and set aside the ones that you already have contracts with that where the pricing is already fixed. But if you basically went out to your clients and your prospects and you raised your pricing 1%, just 1%, what percentage of your clients would abandon you? They would leave. You were at a hundred dollars. You're now at one Oh one. You were at 3%.
Now you're 3.03%. What percentage of attrition would you experience? Do you think? Okay. Zero. So 3%. If you raise your prices 3%, what level of attrition would you experience then? Zero. Okay. 5%. Right. 5%. How about 5%? Would some of you start to get attrition at 5%? Yeah, probably. Right. So maybe you're from one to four Let's just call it that.
If there was any number where you felt you could raise your pricing and you would have close to if not zero attrition, that's a signal from your clientele that they love you for something more than just the utility of your product or service. They like you for some other reason. You're a professional.
You're based in the U S you're a local company. You're, you know, the same faith as them. You believe in the same charity. I don't know. Whatever it is. You're just nice on the phone. Whatever. You write good emails. Whatever it is. Okay. But for whatever that is, they love you and are willing to pay you more than you're charging them.
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Sometimes Your Proposal Guarantee Can Be Risky
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
For those of you that either know New Jersey or ever lived in the Northeast or the North, you know that it's a seasonal business. So that's right. In November and October, I was guaranteeing I would start on a certain day, even if we got a snowstorm, even if there was a late frost, right? I would start no matter what, I would finish no matter what. And that meant working in the rain the whole bit.
So you will be making promises at times that, you know, that you're going to say, Ooh, hope, you know, that one's a little shaky. It does happen at times, but the upside is so tremendous. You will get, you know, think about it.I was getting paid a 35% premium for the same work. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
- Problems We Solve
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. The first part of the language is your pricing, but the communication language of your pricing is the complaints.
So here's what I would suggest that you do. So, you wrote down the top five complaints. I'll show you how to format this in a moment.
What I'd like you to do is go to your website as soon as you can and start a new page called problems we solve problems we solve.Okay.Then, pull out Claude or Perplexity or chat GPT or co-pilot or whoever your AI assistant is.
Punch in the keyword, you know, put the keywords in the prompt, do your topping and tailing, and tell them who you are and who are they, who's your client or your prospect, and write an 800-word article on how you solve each one of those problems—putting the keywords in there. Okay.
Right. The top five complaints, five articles, and problems we solved on that page were 800 words. Now, you're going to talk about those five problems most of the time in your social media, your messaging, your next book, and wherever you put out content, but you're going to talk about the top two problems all the time.
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- Let Your Customers Spend Their Way to The Front Row
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
When you buy something you're passionate about and you spend the premium on it, do you complain about it or do you brag about it? You brag about it.
How many of your clients are bragging that they pay your premium amount? How many do you have currently? Zero. Zero. It's not because you're not, you don't like them, it's just you don't have the mechanism for it.
Let's put the mechanism in place. Now don't take this as this is a pricing seminar or this is just the sales and marketing seminar. If you're planning for hyper growth, the first step is to be seen as an authority.
The way to be seen as an authority is through pricing. And the way you get the word out is by creating a mechanism for your clients to buy their way to the front row so they brag about it, right? They're the ones that are going to help you become the authority. And it would be best if you had those people. So, let them spend their way to the front row.
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The Guarantee Option with a Proposal
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. If I was putting in a proposal and I had the guarantee option and you had other contractors just on the proposal alone, let's just assume we're both reasonably responsible people or organized, you know, you trusted us all as professional contractors and that was equal.
And the only differentiator was the proposal I put on your desk and you had the other proposals next to you. On that alone, who would you think was likely the most competent of the contractors? If me with the guarantee and the others without, who do you think is more competent on that, on the proposal alone? You. Right.
Because I gave a guarantee, does that mean I'm better? No. But you're thinking like, wow, that's gutsy. He must have some confidence in his system.
I don't know. That sounds risky to me, but he must know something we don't. Okay.
You're willing to work in the rain and the snow and the ice and whatever else in the fire, you name it. I'm willing. He's willing to go ahead.
All right, go for it. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Who Has The Guts to Take on The Complaints
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.. Is it hard to come up with what the complaints are? Nah, everybody knows what they are.
The key isn't what are the complaints, the key is who has the guts to take them on, right? That's really the game here, right? I'll come back to what I mean by obnoxious in a moment. But what we're gonna do is we're gonna make the offer, nobody else in your niche has the guts to make. Everybody knows what the problems are, but who is willing to step up and say, if you become my client, I will make sure that these top five complaints do not happen to you, period.
They won't, okay? I had my first contracting company, what were the top five complaints about a contracting company? Now, indulge me because I'm sure this is a New Jersey thing and doesn't happen to any of you in California, so let me try it out. One, contractors are not responsive. They don't start on time, they don't finish on time.
They give you one price, then they change order you to death and there's another price. They don't stand behind their work, they're gone as soon as you pay them and, you know, they send their team, they send their crew there and you have to watch over them because nobody's managing them. Is that a New Jersey thing or does that, did that make its way out to California? Sounds way too familiar, right? So what I did in my business was I took the top five complaints, I created a guarantee version of every project.
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How You Communicate Your Authority Has Changed
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. How you communicate your authority has changed a bit.
And it changed dramatically after the mortgage meltdown in 2008 and the time that's come through it, right? You saw a little picture over there of a bunch of penguins before. I was going to tell you a whole penguin story, I'll skip that. But what that picture was all about was in a colony of penguins, there's 10,000 and they're all screaming.
And you walk up to that colony, you can't tell one penguin from the other. That is a microcosm of the internet and social media. You are all screaming at the top of your lungs and you're all saying the same thing.
If I go to all of your websites, you're going to tell me how great you are, how you have a gazillion years of experience, right? That you've worked with all these top brands and if I work with you, my life is going to get so much better, right? But the problem is, is everybody's screaming the same thing. And to differentiate yourself, what you're trying to do is just scream louder. But what people want to hear is different.
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The Language of Experts 2 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. If you impose your values on your customers, the chances that your value system and their value system will be in alignment is very, very low.
It's very low, right? But your pricing attaches to the perception of your quality, right? Not sure if this is true. Go test it out. Go to the local mall, stand out front with a little clipboard.
And as people walk into the mall, ask them this question, are you here today to buy the highest quality products and services? Or are you here today to buy the highest price products and services? What do you think they're likely going to say to you? They're here to buy what? Quality. Great. How do they judge quality? Yeah, they'll check Google reviews and they'll do that.
But at the end of the day, higher price product, we are still wired to think higher, the price, higher, the quality. I'm not saying it's true. Might be perception, but at the point of purchase, perception is the reality.
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The Language of Experts Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
The language of expertise has always been pretty similar over the years, but it's been magnified exponentially during this time.
And the way that you articulate your expertise certainly has shifted. So we want to speak that language. Okay.
And so the first part of this is let's talk about how we, why people will defer to experts. Now you might say, well, the ironic part about it is, is that to establish myself as an expert, how do I do that? Okay. Well, I have thought leadership and I have social media and there are ways that I can go about that.
But the number one communication you have with your clients, the most impactful communication and language you have with your clients is your pricing strategy. It's your pricing. Okay.
Two things happen when you announce what you charge for what you do and how you want to be paid and at what cadence and what frequency and by what method. First thing that happens is you tell them who you are, right? When Rolex comes out with a watch and they charge $10,000 for a watch, they tell you who they are. Right.
But more importantly, they tell you, they tell the buyer who they are. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
The Pandemic Excelorated What Was Already Coming in Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. So I said there's two dynamics that are coming out of the pandemic and in this season of winter that's really important to us.
One is those pesky pain in the ass requests that we got from our clients and that you gave your vendors during the pandemic are not temporary. They are permanent. All the pandemic did was accelerate what was already coming.
That was coming, curbside, same-day delivery, you know, same-day pickup, contact-free, you know, off-peak services and, you know, being able to pay a little more to cut the line. Those are all permanent. So if you offered something during the pandemic, but now you're like, ah, the world's fine now.
We're back to normal. We're not doing that. That was a pain in the butt telling you your clients want it, right? They want it and the company who's willing to offer these customized services to them is going to win.
And the company that does not will fall behind. Let's recognize that those were not temporary requests. They are permanent requests.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Cycle of business or a season of business that they call winter, which started in 2005 and is estimated to go to 2029.
And the hallmark of the winter business season is volatility. You get all of the ups and downs and the sideways motions of a market, but mostly what happens in winter are two distinct dynamics that you need to be aware of. One is it's going to weed out the weaker players.
There are certain businesses right now that just simply will not make it for the next five years. You're watching this happen right now in commercial real estate. You're watching shake out in the malls across America.
You're watching this shakeout in retail. You're watching other industries get commoditized like accounting. You're insurance, you know, and you're seeing technology take over in those areas and play a significant role in those particular niches.
And so there are paths forward for all of those industries, but we just have to recognize what the consumer wants. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Delivery Services Struggle with "The Last Mile"
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Target and Walmart especially have done a really good job.And it's funny, you have that app too? I have that husband mode as well. That's really good, it's getting around. Target and Walmart especially have done a really good job with what is called the last mile.
Amazon struggles in most delivery services, UPS, USPS, FedEx. They struggle with the last mile, meaning they can deliver that product all the way but can't get it quite to your doorstep because you're not there, right? And so what Walmart and Target have done really well is you order it online but you can pick it up curbside at the store. They have a lot of outlets, Amazon does not have outlets.
So they have a competitive advantage there. I think you're going to see same-day pickup and curbside delivery be very much a trend of the future. Drones are coming, 4 million packages.
Chick-fil-A delivered 4 million packages in the state of Florida last year using drones.Drones are coming. The question is going to be how, when, and how much? Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Retailers Responding to Customer Absense
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results
I do, because if you read the articles, they'll say, well, we're responding to customer demand. Well, customers are always going to demand lower prices. They're always going to want that.
But what they're responding to is customer absence. The foot traffic is down in retail stores. They need a reason to get them back.
And Memorial Day is a traditional promotional holiday weekend for retailers anyway. So again, it's good timing. It's a good message.
And what they're trying to do, it's a smart business move because they've lowered the price on the consumables. The everyday items that people are likely to come back and buy on a regular basis. Just like you mentioned, you like to go to Target on a regular basis.
These are the sorts of products that will get you coming back over and over again for repeat purchases. You'll note they didn't lower the price of ice cream. That's still going to be more money.
So they're not trying to bring you back in for ice cream, but for grocery items, for everyday consumables, paper products, they want you back. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
If it Does Not Work For You its Time to Move On
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Most states are, and there are a few that are not, but most states are at will, which means I can fire you without cause as long as it doesn't violate public policy or an otherwise established state law.
Most states have that, right? This means I don't need ten reasons to let you go, just like you don't need ten reasons to leave. You know, but now, on a practical level, you want a partnership between the employee and the employer. You know, that's the best relationship where you can talk through your differences and you tell me what you're looking for, I'll tell you what I'm looking for, and we make some form of accommodation.
But this is a little much. Unless your employer is violating an employment agreement, which if it is, I respect you going to the National Labor Relations Board, but if it's not, then look, if it doesn't work for you, it's time to move on. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. I would say it's all of the above just because of the sheer volume, but where most people are landing is with the hybrid work environment.
Three days in the office, two to three days in the office, and two days outside the office. The other thing we're seeing is companies going to four-day work weeks, four 10-hour days as opposed to five eight-hour days. That way you have a long weekend every weekend.
And so Mondays and Fridays, generally speaking, whichever model you choose, Mondays and Fridays are becoming the flex day. And most of the in-office collaboration, team meetings, those are happening Tuesdays, Wednesdays, Thursdays, and people are allowed to work remotely Monday and FridaySo that's what we're seeing mostly.
And I think the hybrid model is a good compromise. It allows you a lot of flexibility, still keep your side hustle, and you have to live reasonably close to where you work. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. The term flexible and how we achieve flexibility has changed over the years.
So flexibility has always been among the top of the list of employees as to what they've wanted. And it used to be, I want to be flexible so I can go to my kids' events and I want to be there for my family and I want to be able to handle my life responsibilities. Since the pandemic started, over 2 million people have added doing project work remotely to their side hustle, their business, they are now gig workers.
So they want the company to be flexible not because they can meet their life responsibilities, it's because they have a second job, they don't want to give up. And they want to be able to do their side hustle from home and it was easier for them to do their job work and then go to their side hustle work and back to their job work. And since they were on their own computer, nobody could really track it and nobody had the right to.
But if you're in the office, you're not going to be doing your side hustle.And that's a big reason why people want to maintain the flexibility because they want to be able to do their side hustle.
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Working Remote or Working in The Office - Both Come with Challenges
Hi, everyone. Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Policies are good for everybody except for the person with the open door, because they get interrupted. So you have to have boundaries, whether it's a work environment or a home environment. Either way, what happens, though, is it's more mindset.
When you're home, you have the laundry, you have the cleaning lady coming over, you have the dog that's climbing on your keyboard screen. There are certain things that you have at home that you just don't have at work, and vice versa. What people will argue is they'll say, well, I don't have the commute.
I don't have all the time getting dressed. I don't have the train ride or the bus ride or the drive. So there are conveniences to being home.
Well, what you miss out on is all of the collaboration, right? So if everybody's remote and they're in all parts of the country, but the company needs the team to come together and collaborate on something, come up with something new, review where we've been as a company, they don't have that luxury, and you lose out on the brainstorming. We do a lot of these meetings with our clients, and the difference between people Zooming in to a collaboration meeting versus being in the same room with each other is night and day. It's not even close.
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The Productivity is Better When Working in The Office
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
There's no doubt having your team in the office is a better way to build a company.
Before the pandemic, nobody was sending all of their employees home and saying, hey, everybody works from home. That's a better way for us to build a company and be more productive. It's just not reality.
And I'm like you, I like to go to an office and I like to put my work clothes on, go to work. And I'm in that kind of mode. I'm in that thinking mode.
I'm in that action mode. And you know, just like we say, when you're done with work, switch off and go home. It's the same thing when you leave the house, you switch off home and you go to work.
And so you could focus and you can spend your time, you know, giving the attention to the work that you're supposed to be doing. So productivity is a lot better. And the collaboration and the morale and the culture is a lot better when you have people working around each other.
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The Competition for Remote Employees is Every Gig Working in The World
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
From an employee standpoint, that's your biggest threat. You know, when you went into work, your competition for your job was the local workforce. Whoever in your town was willing to do whatever job you were doing. Now that you're remote, your competition is every gig worker in the world.
And there are a half a billion people who can do work remotely. So if you're an employee, you are at risk. And I can tell you right now because all of our clients are doing it.
Companies are looking at outsourcing, offshoring, nearshoring. We're using remote workers from anywhere in the world right now in order to save money. And so not only are you at risk, your job is at risk. Your employer right now is looking for an outsource solution for your job if you're remote.
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The Issues that Happen When a Non Compete is Not Present
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So it'll come from two places. One, and one thing we haven't talked about yet, is what this will do to the franchising industry as well because this will be very, very destructive there as well. But this comes from the person who signed the non-compete, now wants to leave, now wants to either stay within geography to work with a competitor, or work with a competitor outside that geography and is not able to do so and is complaining now. That's where this is coming from.
So it's not for the person who's trying to protect their intellectual property or their business. It's from the person who wants to move from that. So the complaints have come from franchisees who want to break their franchise agreement and go, you know, rip the word McDonald's off the side and put Bob's Burgers on the side, you know, right? Okay.
Or they own a Subway and now they're going to go into WaySub and, you know, the next day, right? Or there's somebody who left the business, wants to work for the competitor down the road, and can't do it, and so now they're complaining. And it's sheer numbers, Paul. 1 out of 15 people's a business owner.
14 out of 15 are not. So if you are in a position where you need votes and you get rid of non-competes, you're going to make 14 out of 15 happy. However, what you'll do is you'll cripple industries and you will, this will really be detrimental to their ability to do business.
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We have the Present. We Need You to Create a Future.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I'll date Dave and I for a second. When Dave and I were young, there was no internet. There was no iPhone. I grew up with a black and white TV and I got a color TV when I was a teenager, right? That was a big deal, right? You were wealthy when you had one of those.And so we are the generation that has seen the most technological change of any generation in the world. We started out with dial tone phones, no answering machines. And we've gone from there.And we've gone from there all the way to today's technology, which makes us the most resilient generation. But we didn't grow up. We are digital.What do they call us? We're digital immigrants. We're not digital natives, right? We don't know the underpinnings of the digital world like the younger generations behind us. But what we're good at is adapting with change.That's our superpower as a generation. What we need from the younger group is we need to say, here's what we've learned through our upbringing. Let's apply it to what today's needs are. And that will create innovative solutions going forward. We already have the present younger generation. What we need you to do is bring on what you've learned so we can create a future together. So that's what we need from that generation the most.
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The World Values Problem Solvers
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The world values problem solvers, right? And you can agree with his style or his politics or whatever. But if you think about it, what has this guy done, right? When he started PayPal, he figured out a way to have a non-bank take credit cards.
We all complained about banks are hard to work with. He created a non-bank to take payments and set up that system, right? He wants to go to Mars, right? So one of the things that he had to figure out is we need to be able to send a rocket out there and have it come back here and be able to reuse it. He figured it out.
You know, wants to solve part of our climate worries, all right? So we have to figure out how to have an electric car go down the road reliably and all that. And he's done it, right? If you look at the Tesla car, minus the truck, because the truck is pretty out there. It's pretty cool.
His cars don't, if you were to say, if you were to put another label on them and say that's a Honda or whatever, they're not the flashiest cars in the world. They're not the prettiest cars in the world. But why do we value him so much? Because he solved the problems, right? Jeff Bezos solves problems.
Bill Gates solves problems. Sarah Blakely solves problems, you know? And that's what we want. And now what we need, not just want, but what we need from the younger generation is we need their experience. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Attitude and Effort
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Yeah, I'll tell you, and people appreciate the effort. Now, obviously at some point, you have to get the result. Like, if you're in sales, you gotta make a sale eventually. If your job is to clean up the facility, you gotta get the place clean at some point.But people will appreciate the effort. Like, wow, he's trying, he's making a go of it. He's giving it his all, or she, right? They do appreciate that, and that's what they're looking for. They're looking for attitude and effort. Now, ultimately, you do have to get the result, but think about it. What in our lives have we tried where it took us 50, 60 times and we didn't get the result? We always get the result if we put in the effort and we have the right attitude. We always get there. It's just most people quit before the finish line. And, you know, if you look around at the people who pay you for what you deliver, attitude and effort is what they are really appreciating.
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The World Values Problem Solvers
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. And they say to me like, well, you were just the only dude who showed up and I didn't take that the way it was meant the way they meant it was you hustled, you were there first, you kept your promise. You said you were going to do something you showed up and we value that. I didn't hear that message. What I heard was you're the only guy who happened to stumble in the office with a sheet of paper in their hand. So I didn't take it in the best way, but I later realized that's what they meant. And so the feedback in the beginning, what I ultimately took from that was, wait a minute, I can hustle my way to a successful business. So, yes, all the other elements are important. But if I hustle and I just get there one step before the next guy, and I'm just one little item better than the next guy I can win. And that's the game if I can win. If I could be there first or be a dollar less or a dollar more. Or I can give one extra benefit more or save or solve one more problem. That's of high value to the customer. And that was the biggest lesson I got. And I was like, all right, I can do that. I know how to do that and I can do that really well. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
It is Not Enough to Keep the Malls Going
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I'm gonna really age myself now because I, in New Jersey where I live, I grew up in the town that had one of the first big malls, it was called Willowbrook Mall in Wayne, New Jersey. And in the eighties when I was in getting out of grade school and into high school, that's when Willowbrook Mall really came into its own. And at the time, it was the largest mall in the world. I mean, it's not now, I mean, the whole rest of the world caught up and passed it by, but it was a serious hangout. We went there just to go and see your friends and it was a place to collect and all that. And, you know, Gen Z is, you know, they grew up connecting mostly digitally and the malls does give them a chance to get a sense of community. They have been surveyed and identified as one of the lonelier if not loneliest generation thus far. And so malls do provide that, you know, they do give them that sense of community, you know. And so Gen Zers is the largest generation, 47%. Say that they prefer in person shopping over online. That is the largest percentage of any generation. So it's not enough to sustain the malls or to keep them alive because they're not a big enough purchasing class in order to drive the economy. But it is somewhat surprising that they are as enamored with malls. What's interesting is those that like to go to the malls for the same reason that we did when we were kids, when malls first came around.
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The Last Mile Advantage Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
If you think about it for a moment, Gen Zers are the first digital natives. They grew up on it. Right to them. A magazine is just a broken ipad.Like I, I put my finger on this thing and nothing's moving, you know, and so brick and mortar provides an, a different experience than you're used to. You know, a lot of Gen Zers would say that online is for browsing, but, you know, going to a regular store is for shopping and, you know, whether you're in a brick and mortar location or you're in a mall, you get the touch, try buy experience. You know, I get to go in there. I get to pull something off the rack, try it on if I like it. What malls provide and Walmart and Target gave a glimpse of this during the pandemic and it's one of the ways that they gained on Amazon a bit, what malls have an advantage of is the last mile. In other words, if I want something today I get it today. And so the immediacy and the instant gratification of going to a mall still has a bit of an advantage over online. And for Gen Z,it does give them a little bit of a different experience than they were brought up on.
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Best Laid Plans……Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
It was the intersection of my what, my why, my how, right? Like I said my what wasn’t very strong, my how, why wasn’t very strong, so I take that box and then the what went away. I figure out the why, I hit the why pretty quickly, I was making more money than a regular jobs so the why kind went away, all I was left with was the how and that wasn’t enough to keep me interested in that business. Sold that company, started another one got into construction cause that was the second thing I--people told me I know how to do and I was equally as miserable there, cause I didn’t have a great what, I didn’t have a great power, I didn’t have a great way either but I learn along the way coaching, right? That was the time that I started my first business, I learned the art and science of coaching, this was 1990 at that time where if you told somebody you were doing any coaching they would say “wow that was really interesting, what score?” no, no, no it’s not a score, I take your business to the gym and there was like “ha..ha..ha..ha..okay you do that like for a living?”, right. And if I can get people to stop laughing at me long enough, I will explain what does a coach actually do.
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Best Laid Plans... Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Why I can’t say it was terribly strong, I was on some mission or cause, if my big goal was to make more money then I wouldn’t have just taken the job or I shouldn't have taken the job in the first place, right? So, let's say if I could just make more than a normal job, I think I can do that because I needed to make more money than a job would pay because what I learn after 6 months of not being in school regardless of the reason everybody that loans you money wants it back. That’s my other thought about the next 10 years of my life getting back all my loans and grants cause it’s like I said I was paying my way all the way through. And so I had a pretty good what, I had a decent why but what really jazzed me and made me get hired for business was I had really strong how. I was doing things differently than most of my competitors. I had some real differentiators going on and that was really the catalyst in the beginning, I couldn’t believe I thought I’ve learned something a little secret sauce that was allowing me to build my business the way my competitors couldn't. So,I had-- so there’s a period of time, there’s a window of time for us kinda this happy place.
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Best Laid Plans... Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
After three months in traction, three months learning to walk again I started figuring out what I’m gonna do with my life, where am I going. So, I had to figure out what was going on for me, right? What I'm gonna make of myself, now what I’ve learned over the years is--I started out construction as I tell you about in a second but then I got into coaching and after coaching 30,000 of you, I have found out something that you all hold in common. A hundred thousand total in 68 countries and achievers all around the world say the same thing, right. You have to on some level--love what you do, love why you do it or love how you do it. You got to have one of those three at the minimum or every day is a slog, right. Now I did not have that at the beginning, I had a pretty good life, I need to get off this couch, I need to get out of my mom’s house and start making some money, right. I only knew how to do two things so I was told, so I chose one of them, which was a design build landscaping. That's what I'd done through my high school, I started out in that, a decent one, I had to just start making some money.
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Best Laid Plans... Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So imagine for a moment you’re doing pretty good, things are going alright for yourself. You’ve got a pretty stable family, got a pretty stable life, decent finance and decent job for business but it’s not quite right, you’re like 98-99 percent of the way there but it’s just not right and you know it, right? And you know there’s something more. Now I started out that way, you're not alone by the way and I started out that way years ago, so when I was in college, my second year, I broke my leg pretty badly and by the way, that was what it sounded like, wow it’s so good, sound effects and I broke my leg pretty badly and I was paying my way through school and so two days before Christmas, my friend had to drive my car it was like manual transmission my leg was in a straight immobilizer. I got home and the Doctor said “why did you wait that long to get this in the cast” and I had a straight leg cast from my hip to my ankle for three months and I was laid up, I thought I was doing great, I was on this great path and it just took one thing and all of a sudden oh don’t feel it’s as good as I thought, right?
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The Competitive & Creative Plane
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Your business can operate on one of two planes, the competitive plane where you are literally fighting with all the same people for the same dollar, or the creative plane where you create something new or you perfect something that is existing to the point where people seek you out. So, Apple Computer is very innovative, the iPod, the iPhone, for example, and there'll be more. And Starbucks, for example, took a bean and made it into the industry it is today. They took something that's existing coffee, been around forever. They made it into an industry of its own, and they eliminated their competition, they created an industry in which they now lead.
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What are the 7 Stages?.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So what are these 7 stages? We've been talking about them a lot already. Let me give you an overview of each of the 7 stages before we get more into it. Stage one is the strategic planning stage. This is where your dream is born, you're going to focus on the direction, the planning of your company, you're going to sell your business first, then you're going to create it. Well, what the heck does that mean? Have you ever heard of a franchise? Ray Kroc, way back when he had the idea of selling businesses to people when they didn't exist, and then creating them later on. He actually had to convince the government that it was not fraudulent. Have you ever bought a home or an apartment just by looking at the building plans when there was nothing but a hole in the ground, and a building was going to be built later on? That build or that developer sold the business first, created second. A very common practice in this day and age when they build new sports arenas is they sell what's called Personal seat licenses before the venue is ever built. They sell you the right to buy that seat once it's made. In other words, they sold the whole stadium. They sold out the stadium before the stadium was ever built. Have you ever bought a ticket to a performance that has not debuted yet? Have you ever pre purchased a book or a record album or musical album or DVD or CD? Anyone who pre sells anything, is selling the business first and creating second.
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Turn Your Client Relationship on its Head
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
We need to turn the traditional customer client relationship on it’s head a little bit. Pre-COVID you had a certain agreement, a certain culture, a certain engagement type with your clientele. Well post COVID that might not be fully sufficient it might just not be, that’s where you're going to have to deal right now and in most cases post-COVID is not gonna be the same as pre-COVID and you’re gonna have to upgrade, re-purpose, re-message. You know, think about 9/11 right, the way you traveled before 9/11 and after 9/11, totally different and there’s no going back to pre 9/11, that day has gone and that ship has sailed, that's not happening anymore. It’s the same thing with doing business in the post-COVID world, there’s no going back, sanitization, distancing, right, the hand shake as a cultural greeting we might not see that for a couple of years if not longer.
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What's Going on in The Clients Life NOW, That Makes Calling You Urgent?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Take a moment, write down what are the top five complaints about your industry, maybe not about you as a company, maybe you as a company, but maybe not, but about your industry? So how would you know that? So think of the customer, negative customers review you’ve gotten, or competitors have gotten, the sales objection you get from a prospect when your telling them about your product or service and when you win a project and they tell you why they choose you there are lot of times they tell you why they didn’t choose somebody else, those are your complaints, those are the distresses. Now let’s add to that what’s going on in their life right now, that makes calling you a must? What was the trigger event or events that made calling you a must, not a nice to have but a must like its origin, I don’t mean life and death but its origin.
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Organizational Chart - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Once you have gone through this exercise, you will have done a number of things. First of, you will have created all of the job descriptions and within the business because you've listed the tasks that you've gone through, and you've put your name next to each one. Soon you will change the name because your goal and your job thereafter when working with your mirror with your strategic partner is your goal and your task is to fire yourself upward every quarter for the first 18 months. And that will get you to stage four in 18 months or less. It depends on how fast you continue to fire yourself upward. Thereafter, fire yourself upward every quarter for another 18 months and that will bring you to stage seven.
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Organizational Chart - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
This is a surefire way of creating the structure for your business because you will learn what are the tasks that you can delegate and which you cannot and soon you will start handing off these tasks to other people. We'll organize those tasks later ,for now put them in your journal, put them in your notebook over the next 18 over the next two weeks, list those tasks and the time that it takes to do those tasks and let me give you an example. You want to be very specific so I'll use the example of getting the mail you may write getting the mail and it takes 10 minutes, what I'd suggest that you do is write down walking to the post office to get the mail two minutes picking up the mail one minute sorting the mail three minutes handing the mail off to the appropriate person. Two minutes, answering my mail, eight minutes there are five tasks there, list them separately, and put your name next to each one and how long it takes.
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Organizational Chart - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You'll notice as you look at the organizational chart, there is you on top, the CEO, you're the CEO of me Incorporated. And on the left hand side, as you look on your page, that's all the activities of the business that bring in customers and cash. That's the D and the I side of the organizational chart, anything that brings it in and on the right side is the S and C part of the organizational chart and that's everything that keeps it in. So the dominant and income side brings it in and the systems and controls size–side. Make sure you keep it in the business and then along the bottom. There's one large box with a bunch of lines in it. Here's the assignment. For the next two weeks. Write down everything you do in brutal detail and be honest with yourself, write down every task that you do, and how long it takes.
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Is Business Rocket Science - Part 3
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In order to get that maximum lift, in order for you to maximize the launch of your business, you want to become what we call an MVP organization. How do you do that? You complete the stage 1 planning that we’ve laid out for you and you want to complete the stage 1 planning that we were refer to in the coming chapters. Become an align, resolve organization based on your dreams, your vision, your mission, your values and your purpose. The more aligned you are–the more aligned you are, the more lift you will get. So, business truly is rocket science very, very simple. You reduce the number of internal strife and internal in fighting and internal misalignment or lack of alignment and you have more thrust and greater lift to the launch of your business.
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Is Business Rocket Science - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So, what is mass? Mass is the amount of internal strife or misalignment or lack of alignment in the business, meaning the more internal strife, the more in fighting, the less alignment it will create more weight or more mass and won’t allow for as much energy to go outward because if you have a lot of mass that means there’s a lot of internal energy and you want to minimize the internal energy so you can give the most energy outward towards your customers. The more thrust, the less mass equals more lift and lift equals results, one of the results you're committed to, one of the results you’re getting and fortunately or unfortunately depending on your perspective, there are places in our lives and in our business that we wish size didn’t matter. Here size matters, if you have a little bit of alignment you get a little bit of lift. If you have a lot of alignment or big alignment you get a lot of lift or big lift.
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Is Business Rocket Science - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And that analogy is that business is rocket science. I was speaking once to a group of entrepreneurs and I did not realize we had a rocket scientist in the audience and I said “come on folks, this is not rocket science, building a business is very simple and systematic” to which the person raise their hands and said I have a correction for you, I am a rocket scientist and let me tell you that business very much is rocket science and building a business, launching a business is–is rocket science. So, he laid it out for me and I’ll offer you this analogy as well. So his working definition of rocket science or how to launch a rocket or a business and you can refer to the formula we have on the page is that thrust over mass equals lift. Thrust divided by mass equals lift. So, what is thrust? Thrust is the energy you give to your marketplace, thrust is the amount of power and passion that you give to your clients and the amount of energy that you give outward to please your customer base.
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The Real World-Part 3
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So they joke with me and (unclear) like so did you take your vitamins today or you know whatever–so I put in on there because the smart phones I think I’ve been and the recurring appointment and technology has been one of the best things ever to help us organize our lives, our smart watches are getting there too just unbelievable but I’m–what I do at the beginning of every years as I’ve–I plan all of my me stuff first and then I plan everything around that. So, I know in my vacation times are, I know in my rhythms are and I'm a–I’m like a two week guy, meaning I can go just about two weeks with almost no sleep but then—and I need to couple of nights to really just you know get a couple of full nights sleep. So, I planned around that, so every two weeks I block out. Time for cause I know I’m going to need it and if I don’t need it I'm fine I won’t use it but I will plan that out. I surround myself by the books and stuff that I wanna read and I hang out with people who are better–better than me whatever it is that I do.
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The Real World-Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Get up in the morning and I have a couple of routines. I do some stretching, I got some challenges with my back, I had an inversion table at home that I use but I’m listening to my goals, what’s important to me all morning. There’s certain music that I play where the streets have no name that was right, man in the box, I got some—I have music that keeps me going and then when we—when I get in the car in the morning or I’m getting ready I—I try to get 2 hour jump on anyone who’s on my team and I try to anticipate any problem or challenge that’s going to bubble up to my desk and I try to headed it off to the past and I sent out what I think or the direction for my team and then from there—I am—there from there I start my day but I have. Typically, five, six o’clock in the morning. If I go to bed after midnight, which is pretty common, I’ll get up around 6, if I go to bed any time before midnight, I’ll up by 5 o’clock.
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The Real World-Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And I have spoken all of my goals into my phone, into my audio recorder, I get up and I could tell you it’s 9 minutes long, I put on my wallet in a shower and I listen to every goal I have for the next 30 years, that’s what I focus on. So, I wanna know what the weather is and I know—I wanna know what’s going on in the world around me base on—because I got to be somewhat relevant, I got to wear really close when I leave the house but I could careless what’s going on to certain degree in the rest of the world. I lived in my world. You know everyone that’s written the book here they live in their world meaning they study what they study, they find the people that one—one to get value of what they do and that’s what they focus on you know and they don’t live in the real world. The real world often times and I don’t mean—I don’t mean that they are clueless of what’s going on but they pay attention to what gets them moving forward, Warren Buffett does not live in the real world, not cause it’s rich but because you know up to—he is 99% of his wealth after he turn 50. That dude spend 50 years of his life like you and I, I drove pass his house in Omaha, he lives in regular neighborhood, he drives a—he drives a regular sedan, if you didn’t know who that guy was, you would not know who that guy was cause his not you know what I mean so I read my goals every single day in an audio recorder, I played them back every single morning.
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Career Change-Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That’s when we have the hashtag hang up the hammer, I said “we got to hang up the hammer”, I—this is exhausting, it’s killing me and so that was the process we went through, I mean I own that business for 8 more years but what I was I started to run the parts of the business I liked and I—and I leverage out the business parts that I didn’t like and so yeah, I mean—I kept on going because until I can build the six figure practice out of my coaching, I wasn’t even going to consider dropping the business cause I have responsibilities. So, you’ve got to do—whatever you’re doing now you got to do well and if you can’t do the things that you don’t like well, I get that you might not like it but if you can’t suck it up and do the things that you don’t like well, you are screwed if you—if you think you’re gonna be an entrepreneur or you’re gonna be a big-time executive. You have to be able to do the things that you don’t like, you can’t do what’s convenient, you have to do what's right for the business regardless of your role in it. So, I had to do what was right and what was right was to continue to grow—to grow my one business while I was learning how to become a better coach and then when the time was right then I made the switch.
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Career Change-Part 2
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So, there are was he’s laughing–he couldn't back under it’s like yeah they got you. Yeah, I could–I’m here to tell you I know how hard it is to get line paint out of your hair you know. So, it was on that day and I just, I remember thinking I drive out and I’m going why—what am I doing? You know I’m driving a dump truck, I said there’s got to be a better way, this can’t be my life. I was, what is that thirty, yes it was thirty years old 1996 born—thirty years old and I just said this can’t—this can’t be it, this can’t be it for me and I said I really love coaching, I get up at 3’o clock in the morning to coach people all around the world I seem to like it they seem to like it, I got to be able to figure out how to make this as a business, that’s why I wrote the book that I wrote and created the methodology because I said “I have to be able to make this into a six figure business minimum cause you know I’ve got two kids, I live in New Jersey I got a house, I got to be able to pay my bills”. It wasn’t to be rich, coaching is not a hugely profitable or big-time salary job it just isn't, but it usually rewarding and I—so I remember the day and I’ve made a deal with myself and I said “I’m never gonna do work again that I don’t love”.
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Career Change-Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I’m driving one of my dump trucks like 60 miles with a load of junk on it cause I’ve got to get to an appointment to deliver a proposal to try to get the next job, right? The drive shaft on the U joint on the drive shaft of my truck's brakes is okay. So, I kinda know what it is, I’ve done with it before and I’m like holy crap I’m on–I’m gonna miss the appointment. So I jumped out of the truck while it’s still rolling and I pushed it just enough to get it into the shoulder. The wheel is like this far across the line, right? So I call up the service station and its guy's name is Veny. Veny can you come out here you know I know it’s u joint I look on her, can you bring it out here, can we fix it maybe I can still make my appointment? And so it is so hot out, it’s in the summer, it’s like 90 degrees and ( unclear) and I say can you bring some water combined out here. So it shows up 15 minutes later and I’m under the truck and we’re on a major highway and a footways the right-hand lane so I know it’s huge, he’s like it’s u joint I guess we know how to fix it, we get under there, I’m holding the drive shaft above my head and Veny’s next to me and all of a sudden he takes off, I’m like what–what happened? He’s like you gotta get out of there and I hear this hissing sound like sssssss coming by and I’m like look around like what the hell that’s noise? And I look–and it was a lying painting truck, they are painting the white line they’ve painted–painted my fucking head white while I’m holding the thing underneath the broken truck and I said–I said that’s it, that’s it, that’s it, I’m done.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per
day for a lifetime of results.
You get the point with leverage, right? Or you take something you love to do. Your punishment is I'm taking the podcast off the air until I get back on track with these activities. You know what I mean? Like you would have to do something that would really hurt in the beginning if it would've happened. That's the push and then you would start to set up positive goals so that's the pull. So if I teach my son to manage money, or as a family we've decided to go to Disneyworld together or we go somewhere as a family, and so you set up positive rewards ‘coz that's the sustainable part. But in the beginning, you set up the push for words, the negative consequences, in order to make sure you get going and you get out and you start taking action. ‘Coz we often times we do more to avoid pain and avoid discomfort than we do the upside.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per
day for a lifetime of results.
So now we've got leverage. Now it's game on. So money that would hurt and you disappoint somebody you love that you're trying to help. So now what you do is you would say, “I'm never gonna let that happen.” One, that was a good kick in the behind, thank you for that, but you would never allow that letter to ever be mailed or that check ever to go out. When you've done all the activities you've promised, I hand them both right back to you. Take them, you shred them. That's leverage. With that kind of leverage, you'll achieve whatever your targets are. If it's negotiable like, “Yeah I'm a little tired, he looks a little tired. We're not gonna manage money tonight.” No big deal. But if I have your check for $10,000, you're like, “Kid get up! Now! Dad's gotta teach you. Wake up!”
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per
day for a lifetime of results.
So let's imagine you're my coach. So here's what I would do is I would say, I would ask you for a number, a dollar amount of number that if you had to write a check for today, it would hurt. So let's just say that's a 5-figure number, 10 grand or above. You would write a check out to a charity that you would never wanna be associated with. So just think of the opposite political party, some group out in the world that you just cannot stand whatever they're about. You're gonna give me a check for $10,000 or more written out to them and I hold on to it as your coach. And if you don't do the activities that you promise, I mail the check to them. Second thing you'll do is you're gonna write a letter to your 10-year-old son explaining why you failed him and why you were too lazy and couldn't be bothered to follow through to teach him how to manage his money. If you don't follow through on the activities, now again, you don't have to get the achievement. He doesn't have to become Warren Buffet, you just have to do things you promise and that are under your control. If you fail, you decide not to do it, I mail the letter to your wife who will read it to your son a year from now.
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You Know What You’re Selling, But Do You Know What The Owner is Buying? Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Now, what people are after is, the only thing that they really care about is THEMSELVES, that’s the entity that is most important to them. What they care about is how you, your company or your product and service helps them be more of themselves. So understand this, we have a way that we define ourselves,I mentioned the suit guy or the casual guy or gal (listen to Part 1). We have a way that we define ourselves, that creates what we call the model of the world. From that model of the world we have a perspective as to what we see around us.
If I’m a casual guy:
- I’m going to show up in casual places
- I’m going to make casual money
- I’m going to drive a casual car
- I’m going to be casual about my decisions
- I’m going to be casual about objections
How I do anything is how I do everything as a buyer because of the way I have defined myself. It’s the most important thing my brain will do all day is to make sure I act in alignment with how I define myself. So once you understand them, meaning having your ideal client avatar, meaning understand what part of their life or their business cycle or career cycle they’re in, what’s most important to them right now and how can your product or service help them be more of what they want to be and or be less of what they don’t want to be. That’s how you’re going to sell more that’s how you’re going to break through their barriers to buying.
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You Know What You’re Selling, But Do You Know What The Owner is Buying? Part 1
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
The 4 Entities of the Sale, so now let’s think about this, we talked about this earlier, you know what you’re selling, but do you know what the owner is buying? You can’t give this enough credence, is that people purchase in their own image. If I’m going to wear casual clothes and not buy a suit. Understanding what kind of guy or gal or what kind of purchaser your consumer IS, will help you position your products and services properly. But let’s figure out what they’re buying. Now in the 4 Entities of the Sale the moment you meet your prospect these Entities are:
- YOU - you just walked into their office
- Them - they’re sitting right there at their desk
- Your company
- And your product or service
These are the 4 that exist. Now, of the 4 entities your buyer only cares about 1 of them and couldn’t care less about the other. So which of the 4 do you think this meeting, this sale, this appointment you’re having with the prospect is all about?
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Post Relevant Content For Your Clientele That is TIMELESS
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
In your messaging you need 2 things, you need:
- TIMELINESS and..
- TIMELESSNESS.
Let’s take the TIMELESSNESS first. So, in your messaging, you want to have the core foundation, foundational communications that are relevant to your clientele forever. So, business wisdom and personal wisdom and messages match the seasons and match the holidays and the rhythms of life at certain ages and certain milestone birthdays and events in their life. So, we want to make sure that we do the things that are communicating the things that people like on a regular basis:
- Motivation
- Trivia
- Thinking
- Fun stuff
Things that are what I call non-linear. Meaning nothing to do with anything. Right? That’s the TIMELESSNESS, that’s the stuff that was good 10 years ago is good today and will be good 10 years from now.
Then you need TIMELINESS, now remember we are in winter so, here’s the economy (makes up and down gesture). When it’s going up, you got to be talking about how things are going up. When it’s cresting and going down you got yo be talking about how things are cresting and going down and what to do about them. When things are in a landslide, you got to be talking about what to do for that.
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How do we judge value?
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
We’re talking about increasing your fees. Now wouldn’t that be nice? Just take your prices and charge more? And you’ll just make more money. Isn’t that great? Well, you know what, it’s actually necessary. We have been talking about not just being another penguin, about standing above, about being an expert, about differentiating yourself. Well, guess what? People judge your quality based on your fees. Think about it, I asked you the question, what’s a better watch? A Timex or a Rolex? And some of you are like, “Timex, do they even make them anymore?” Like pretending you don’t know. And then when I said, how about a Rolex? You all knew what that cost, “oh, $5000 well it depends on which one you get. How much are we blinging this one out Carl?” Now you can spend 15 or above. You all knew what the Rolex cost. But none of you could figure out what the Timex would cost. Right, because we are sold on brands that are higher in price. Apple, Mercedes Benz, Jaguar, Tiffany’s, you know, Rolex, and other high-end brands.
What makes them high-end? How do you know they’re as good as they claim? The reality is you don’t! The way that you judge quality is based on their price.
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What will your customer PAY for?
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
What Titan of industry or celebrity or performer or entrepreneur would you pay to go see? Or pay to travel to go see? Right, because that person or what they represent or their achievements or their value structure or what they’re teaching or what they’ve learned, it’s important to you. Right, it’s valuable to you. But I’ll tell you what, my daughter, my 10-year-old is not going to pay or travel to go and see Warren Buffett. She already has an old guy in her life, she doesn’t need another one. That’s what she would say. Right, however, if I would allow her to go to see her favorite pop star, she’d pay for that, right?
She’d empty the piggy bank for that, “I’ll go, I’ll travel.” Right, because that’s important to her. So, don’t fall in love with the...quick story. I was going to take my daughter to her favorite pop star, right, the ticket was $75. An in-person handshake before the concert was $1,600! So what are we paying more for here folks? The music or the relationship with the brand? Ah ha, yeah, that’s what I thought too. Alright so, we didn’t go by the way. We chose another adventure for her birthday. We kind of considered doing it until she said, “I want to bring my friends.” Ha, ha no chance, not paying 10 grand for 4 handshakes, not gonna happen! Alright, I’ll buy you plenty of downloads of music for that, but we’re not going there. Right, so think about it again, think about falling in love with your customer, and giving your customer access to the products and services that would be meaningful to them.
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What's Important to your CUSTOMER?
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Because people place value on the intangibles and they place value on some of the other benefits and features that these brands offer. They are luxury brands for a reason because they are brilliant at (they are brilliant at) connecting with their customer and having a great customer experience. And that’s a lot of why they are so successful at doing that. So I need to warn you, here’s the first lesson in the obnoxious offer, ok? Many of you are too in love with your product or service.
You’re too emotionally connected to it, and you feel that’s the main reason why people are doing it for the utility of the product. Well that’s not always the case, remember? A watch is more than a time-piece, it’s jewelry, it’s a status symbol. The phone is no longer a phone, try calling your kids you’ll find out a phone is not a phone! Because they don’t answer and they don’t call you back. Right? So, hey Dad I’m busy on my device, no I called you on your phone, no that’s not a phone, it's a device. I got it, ok. So, what I want you to do is think a little bit differently. Fall in love with your customer, fall in love with your customer again, meaning - what’s important to them?
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The Problem Solving Engine Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, the Problem Solving Engine will punish you dearly in coaching. And so, what has gotten you to this point today, being a really rock star consultant, and solution provider, will get in the way of you being a successful coach. It is a totally different set of skills. You call yourself a coach but do you really have those skills? Now some of you may have done some training already.
My challenge to you though is, that when you're working with a client, a member, you need to bring out their ability to coach themselves, their ability to solve their own problems, and their ability to come up with the solution and follow through. You know the key in coaching is not what happens during the session, the key in coaching is what happens between sessions. Between board meetings, ok? So, how prepared are your members? How much do they follow through on their homework? How much do they challenge other board members in the meeting? Ok, if you answered, well, not so much to any one of those three. That’s where the coaching skills come into play.
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The Problem Solving Engine Part 1
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You call yourself a business coach, but are you really? You know the skill of coaching is one of the hardest skills to develop over time because it can’t be about your agenda, you can’t direct somebody and you have no control over what they do! So, there’s a certain skill set to draw the resources and the answers out of somebody in such a way that they believe they were the ones that came up with the answer. Yet they credit you with the process. How do you do that? Right, now, here’s the challenge that you have… all of the skills that you have developed to get you to this point where you are watching this video are NOT coaching skills.
You are afflicted and inflicted with the curse of the P.S.E. The Problem-Solving Engine. The problem-solving engine is that wonderful mechanism you have in your brain. The moment someone tells you a problem, you’ve got it solved. Done! Just give it to me, I’ll take it! Problem is, if you solve the problem, guess whose solution it is? It’s yours, not theirs. And they have to feel like they came up with it.
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Focus and Reframe for Success
Hi Everyone, Carl Gould here your #70secondCEO, just a little over one minute of investment every day for a lifetime of result.
You know there are plenty of things I do that I love. I love my work, I love what I do, how I do it, and who I get to do it with. But there are also some things I don’t enjoy doing, I’m starting to think now, what can I focus on that will make me jump up and down with exuberance? For the things that I don’t care to do with the things that aren’t, you know first on my list. Got me thinking. How about you? What are some things that you need to do? You don’t care to do, that you might need to focus slightly differently or what could you focus on so that even the thought of it seems pleasurable or at least neutral.
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Getting Others to Perform - Empower Them
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You need to get others to perform at a high level. That means you have to empower them, that means you have to coach them, guide them, and mentor them. So let me give you a couple of statistics here to play around with a couple of formulas for how you spend your time. Alright, you are gonna take on in Stage 3 here, is “How well do you get others to perform at a high level?” So I'm gonna give you a little time management formula called 20-20-60: 20% of your time, 20% of your time, 60 % of your time. So in Stage 3, 20% of your time should be spent coaching, guiding, enabling, and mentoring others to make them better. You ever hear the expression “you have to manage up and coach up?” That's right. You coach, you're a manager on how to interact with you better. You coach your stakeholders, your colleagues, the people that you deal with on a regular basis that are one degree of separation from you. And if there's anyone who does report to you, you coach and empower down as well. So you become the center of a coaching and empowerment network or ecosystem. And that's how you’re gonna make them better.
- 20% of your time on coaching, mentoring, guiding, and enabling.
- 20% of your time on strategic thinking: How do I make things better? How do I plan? How do I set goals? And how do I achieve those goals?
- And then 60% of your time on your job description.
Like and follow this podcast so you can learn more, my name is Carl Gould and this has been your #70secondCEO.
Making Your Voice STAND out
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Remember the story about the March of the Penguins? We thought it was a penguin movie in the beginning but what it really was was a dating movie. Our stars, the first penguin in the beginning, in the first scene, turns the corner, now he's one of a dozen; turns the corner again, now he's in a colony of 10,000. Our penguin, our Star Penguin, we don't see him for the rest of the movie and we don't know how he does. In the beginning, there was no competition, there was just him. Then he's 1 out of 12, then he's 1 out of 10,000.
You know, that's a great metaphor for the way business is today. Because the internet and social media has flattened the plane. Everybody is part of the colony. And you know, you could say, “Well that's great. Everybody has an entrypoint.” However, there's so much noise. If you remember from the movie, there's so much noise you can't distinguish one voice from the other voice. And the goal here is to be DIFFERENT and BETTER- not just different to be different- different and better. You need to be adding value in becoming a Thought Leader so your voice stands above.
Like and follow this podcast so you can learn more, my name is Carl Gould and this has been your #70secondCEO.
Open Your Eyes to New Perspectives
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So if you're a big picture driver type person and you're results-focused, you need to get around people who enjoy process. So get around professional organizers, go take that class, you know, go take that lean manufacturing, or Six Sigma class online. Get around process people, and learn how they think.
If you're a sales and marketing relationship type person, you really don't like the numbers and detail bugs you down, go take that accounting course. Yes, I said it. Go take the accounting course. Or coding or something that's gonna require you to do really intricate detail, model building, something that makes you focused on the tiniest little aspect. Those folks think differently and they will open your eyes to new perspectives.
If you're a systems and process person, go around, go play undercover boss, alright? Go spend a week in the business of one of your colleagues, and sit in on their board meetings. Think about how they, look at how they think differently and they think big or go to a growth conference and get around entrepreneurs who have wild ideas or go to an innovation center or an incubator and get around some young entrepreneurs and how their idealistic tendencies and they're thinking you'll launch its new products. It'll give you some real perspective.
Like and follow this podcast so you can learn more, my name is Carl Gould and this has been your #70secondCEO.
Hi Everyone, this is Carl Gould I am your #70secondCEO, a 70 second investment each day for a lifetime of results. Today’s topic is - Intellectual Property, where to look for it in your business and how to build it.
You know you’re a phenomenal business, you're a visionary entrepreneur, you get things done, you have great ideas. We now need to make them into concrete programs and products. That’s right we’re gonna productize all of your operations. So, look at these areas:
- Sales
- Order fulfillment
- Employee onboarding
- Your guiding principles or core values
- Training
You don’t have a training program anymore no no no, you now have a Certification program or an Academy or an Institute or University. We want to take the unique aspects of your business, productize them, and start promoting and packaging them out to the outside world, to attract better clients and better employees. And now people are going to want to work for you because they think they are going through a university, and they are building their resume and their career path and their marketable skills just by working with you. And people will want to buy from you because your how and your why are really cool. OK, write down below, and send me a comment. Which of these 5 sales, fulfillment, on-boarding, guiding principles, and training do you need, to build intellectual property?
Like and follow this podcast, my name is Carl Gould and this is your #70secondCEO.
Find Yourself and Lose Yourself in Your Work
Hi Everybody, Carl Gould here with your #70secondCEO, just a one minute investment per day for a lifetime of results.
Today's talk is all about find yourself in your work and lose yourself in your work. Find yourself in your work meaning, what are you passionate about? What are the things that are going to stretch you and are going to make you into the next chapter of the best version of yourself?
OK, in order to do that, in order to find yourself when you work, you have to lose yourself IN your work, in other words, you have to find out, what really challenges you? And what really stimulates you about your work?
There was a time I had a construction company that I hated. You know what I really did like? Negotiating the deal, designing the site and doing that work and then at the very end the completion. So, I stuck to those areas.
Write down below, comment:
- What are the top three things you love about your job?
- Top three things you hate about your job?
- And, it’s your job to get rid of those 3 things as soon as possible!
This is Carl Gould and this has been your #70secondCEO.
Hi everybody, Carl Gould here with your #70secondCEO - just a minute investment for a lifetime of results. Today's topic is - Your Business as a Table.
Imagine your business was a table. How sturdy are those legs? Let's imagine there are four legs under your tables and its:
- Strategies
- Business development
- Operations
- Finance
Okay, those are your four. Imagine I walked up to your table and I pulled one of the legs out. What would happen to your table? Would it fall over right away or would it be a little wobbly but no one would notice? That's right. I bet you one or more of the legs on your table are a little bit wobbly, a little bit unstable.
Now, imagine I took that leg out and then I put pressure right on the table, I push down on that table when it was missing the leg. What would happen then? The entire table falls. That's right. One leg is unsturdy but if outside pressure is imposed on your business, the entire business can go down. That is the power and the risk and the danger of your business having a wobbly leg. So, which of the legs of your business are a little bit wobbly and what's one ACTION you're going to take right away to start shoring that up? Because any outside pressure from:
- The economy
- From your competition
- A Google change in the algorithm - you name it - will adversely affect your business, and we can't allow that to happen.
So, like, follow, subscribe to this podcast and leave a comment about this post. Which leg of the table is weak and what are you going to do to shore it up right away? Let's share those best practices. I'm Carl Gould, and this is your #70secondCEO.
What is Your Standard That You're Living By
Hi Everybody, Carl Gould here with your #70secondCEO - just 70 seconds a day for a lifetime of results. Today's topic is - Playing Above the Line - living, working and playing above the line.
What is the line? The line is your standard. You create your metrics, your dashboard, your goals your ranking, your score or rating that you give yourself. And once you agree on certain standards, you do not negotiate those standards. You can negotiate the terms and conditions, but never the standards.
- So, what is your standard that you're living by, and are you living above the line? You draw the line. I don't like dashboards that have yellow in it. That's in the middle of the road. We get run over in the middle of the road. Is it red or is it green? We either live above the line or we don't live above the line.
- If we live below the line and it's red, fix it or find another place to go work.
- This group is green, and that’s our color. Ok, we are green, we like our metrics to be in the go line, and if we're below that we want to find out and fix how it is. Above the line is our standard - our minimum standard to be a championship team together.
So like, follow, and subscribe to this podcast and comment on the post. To what degree are you living above the line? Where do you hold your standard and - let’s be honest - where is the standard being compromised a little bit? I want to hear from you. My name is Carl Gould and this is your #70secondCEO.
Doing What’s Convenient or Necessary?
Hi everyone, this is Carl Gould and this is your #70secondCEO - just a minute or so investment each day for a lifetime of results. Here’s our topic today - Are you doing what's Convenient for your business or are you doing what's Necessary in your business?
Are you staying in your comfort zone? Or are you doing what's necessary? In other words, think of all the things that need to be done in your business right now. What are the areas that are really struggling? Any frustration you have in your business is because you lack a good system in that part of your business. So, think of your top:
- Frustrations
- Concerns
- Challenges
We go after those first.
So like, follow, and subscribe to this podcast and comment on this post. I want to hear what are your top three frustrations, concerns and challenges? And I want to find out what is necessary to re-engage the growth in your business. I'm Carl Gould, and this is your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So Jim, what I would do is I would look at what would be favorable, what would be the terms and conditions of the contract that you would be willing to say to a customer, I'll eat the price increase if it comes up in the next whatever 12 months, 24 months, 36, whatever.
Here's what I would need in order to guarantee it. And here's what they would need in order to sign the contract. And you work it back and forth until you have something that you think would be favorable enough that they would be willing to sign. Now remember, when you go to them with this, and you say, listen, I'm willing to eat the price difference if you sign this contract. And they're like, wow, you must be confident about your ability. I'm like, absolutely.
I don't want to do that, but I'll go with you. Remember, this obnoxious offer, people will either buy. or you will use it as a closing tool for your other levels. So it serves two purposes. But the one thing it will do is it will differentiate you as the guy who's willing to guarantee and put his money where his mouth is. And that will differentiate you.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your#70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO.
So how long are your agreements with your clients? But what if, taking a page out of Paul's book, you say, look, we're at will, you can do whatever you want.
You're just offering. You're not making them do anything. We love you when you're at will. Now you think that that's a benefit, that it's at will. If I'm the buyer, it's not necessarily a benefit to me. You like it. And the clients will say, I don't want to be locked into a contract. But they would love to be locked into a good contract. They just don't want to be locked into a crappy one. So you might be selling a feature that is not that important to your clientele.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Your good clients expect your prices to go up. So put them up, right? And I get you might have a certain cadence to it, but I would encourage you all, and if you wanna talk offline about how to do it, I'm happy to do it, but I would encourage you guys today, look at what segment of clientele or what segment of services or what segment of product and raise those prices today.
I don't care if you just did them in September or January 1, whatever. Wherever you think you can raise your prices, raise them. Because if you're not getting the yes, but, you have not gotten to where your clientele is willing to, the upper end of where they're willing to pay. So I'd highly recommend that you guys do that. OK? All right? And so just keep asking the question. Get with your team. If we raise it 1%, a supermarket can raise it a quarter of a point. can go from 1.3 of assets under management to 1.6 or 1.4.
Whatever it is for you, look at where you can raise it and raise it, right? Because you will get to the place where you'll have your best clients and you'll use pricing as a qualifier and you'll start to differentiate, here's why it matters. During volatile economic times, buyers defer to experts.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Fast forward 10 years, I do a fair amount of public speaking. I hire a PR agent and they're like, Carl, it's time for some new suits. So they're like, where'd you get those two from? They look pretty good. Great, go back to Joseph A Bank. I want you to get four this time. So I go in 10 years later. I walked in, Joseph A. Bank in Mars Town, New Jersey, and I said, I'm back.
You know, obviously, nobody knows who the hell I am. And I said, like, oh, welcome back, whoever you are. And I said, I'm the guy who came in here, bought two suits 10 years ago, and complained about it. Ha ha, nobody laughed. So I said, I'm here for four now. So there I am. I'm getting fitted for the suit. I say to the guy, I'm like if you would have told me that I was going to walk into some store and spend four grand on suits. I had told you, you were crazy. The guy looks at me and goes 4,000. You're not gonna spend 4,000 today. And I was like, oh, is it more? And they said, no, we're running a sale. You could buy one suit and you get three for free. I was like, ha! Did I pick the right day or what? Like, what is my luck here? And they're like, no, we run the sale all the time. We've been running it the whole year. You can, anytime you wanna come in. I said, really? I said, wait a minute. I said, this is the signature suit, right? He's like, yeah, I said, are they as good now as they were then? And he was like, well, of course, our quality is always, you know. And I'm like, well, wait a minute. How are you $1,000 per suit 10 years ago and you're 250 a suit today? How is that possible? So where did my head go? I'm getting a great deal today or you were overcharging me 10 years ago?
Where do you think my head went? Overcharging. If you don't raise your prices at some point, your good clients are gonna be like, hey, Paul, what's with the whole world's prices going up, but yours aren't? How long have you been scamming me?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
There's a pretty big risk if you don't, by the way, because if you guys think that you're keeping your pricing low and it's somehow helping your clientele, you are not. I'll give you a perfect example. When I first got into coaching, now remember I grew up in construction, I'm not a suit guy, very casual, drive a Jeep, live in a log cabin, and built log cabins for years. That's me, more me, right? So I start doing coaching and training and I hire a speaking coach and they're like, yeah, you're not doing it, wearing the clothes you wear. So they say to me, go to Joseph A. Bank and go buy two of their signature series suits, a thousand bucks each.
I'm like, a thousand bucks?
I don't even want to wear a suit. You want me to spend two grand on suits that I wouldn't even want to wear? They're like, shut up, just go and do it. Cause I'm not, you can't stand in front of an audience dressed like that. You know, you gotta wear a suit. So I go and I buy two suits, complain the entire time. I walk out $2,500 later with cuff links and, you know, cuff links and shirts and everything, belts and socks and all that, $2,500 later, right? Like and follow this podcast so you can learn more.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Generally speaking, I would say let's have a cadence. I like the cadence. I suspect you may not have had one of the speakers or a consultant come to you and say raise your prices today. So this would be a one-off where even if you're like well wait a minute we just raised our prices in September. So what? Raise them again.
Most of your clients won't even notice, right? But you need to get to the point where you start to get the yes, but. Like, Doug, yeah, I wanna be part of your group, but, oof, you know, I thought it was gonna be this number and you came in at that number and, oi, it's just a little bit higher than I thought, but is there something we can work out?
That's when you know you're priced right when you get the yes but like a little bit higher than I thought Randy I really wanted to do this huh you're at 10,000 a month and I you know to be honest I thought it was gonna be more like eight that's kind of what we had budgeted right so in other words if they say Randy you lost your mind I'm not doing that and they leave you're too high or they're like oh that's what you charge yeah all right good all right you're too low but if you get the yes but that's the sign that you're priced right for that avatar Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
If you were to raise your prices by 1%, just 1%, so if you charge $100 an hour you charge 101. If you charge 3% as a, you know, commission or a percentage rate, you now charge 3.03% right if you just charge 1% more what percentage of your clientele would leave you like all right at a hundred you were fine but 101 forget it I'm out of here how many of you what would your percentage of attrition be if you raise your prices 1% 0, 3% if you raise your prices 3% what was your level of attrition 5% 5% technologists probably not but some companies like 5 a little sketchy 5% 0.
You might get a little bit 10% okay so a 10% so somewhere between 5 and 10 you're starting to see attrition pick the number where you believe you could raise your prices with zero or almost no attrition and understanding you probably can't go back to some of your contracted clients or things you already have agreements on, but with whomever you can, raise your pricing tomorrow.
Like and follow this podcast so you can learn more. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO, just a little over a one-minute investment every day for a lifetime of results.
There's no question about it, however, it's all in your presentation. So for example, what we recommend is that when you have the options and let's just say there's for our conversation, there are two options, right? There's the best in the better, right?
And so you always start out with the highest-priced one with all of the features. And Randy, you basically say, you know, based on the feedback that we get from our clients, we put together a package that I think aligns with what you've been telling me about. And you walk them through everything. And they'll say, oh, Randy, I like you, but I don't like you that much, you know, or
I don't need all those bells and whistles. And that's when you say, yeah, well, there are some other options, you know, this actually comes with a guarantee, we'll start on a certain time, we'll finish on a certain time. But if those items are not important to you, then we do have some other options, I'm happy to talk those through with you. And they say, well, wait a minute, am I going to be getting a different quality level?
But no, just still the same team, still same liaison, you're going to have the, you know, there are some, for the most part, they'll be similar things. There will be at times, you will take away access to certain features, you know, at certain levels, for sure. But you assure them, they said, no, no, we're still the same quality company. But you're basically by us enforcing the start date and the finish date, you're asking to skip the line, no matter what.
Or you're asking us to be willing to let you skip the line, no matter what. You know, there are forces outside our control, supply chain this and development that. And wars in other countries where, or typhoons in other countries where our developers happen to work, that, you know, we are going to take the risk on. So if you want us to assume the risk, I'm happy to do that, but there's a price for it.
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Keep the Buying Process Simple
Hi everyone, Carl Gould here with your #70secondCEO, just a little over a one-minute investment every day for a lifetime of results.
You will have either two options in the beginning or three options. Now if you get into a conversation where they want to customize, then you can have all of your variations.
You do want to keep it as simple as possible. In my business, I've always had two options. In another retail business I have now, we have three options.
You can go, there is a little bit of art to this, depending on who your avatars are and how that works.
But you do want to keep it somewhat simple. You don't want to make it so confusing that they cash out.
You want them to kind of pick the kind of buyer they are, you know, good, better, best, and then let them customize as they make their way down the list.
And in the good column, you don't allow much customization, right? In the better and the best is when you allow for customization.
And if somebody even chooses, like, I think I'm better or best, then that's a strategy call with one of your salesmen or your team members or your engineers, and then you can help them build the engagement or the product that they want.
It's a great point. You do want to keep it as simple as possible.
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We Brag About the Premium Purchases We Make
Hi everyone, Carl Gould here with your #70secondCEO, just a little over a one-minute investment every day for a lifetime of results. Now think about this for a moment, because we all do it, right? Before I came into the Zoom room, I walked through your parking lot, right?
I didn't see a lot of you -goes in the parking lot. Remember that car? I didn't see a lot of broken-down rust buckets in that parking lot. There's not one of you who drove to the meeting today that needs the car that you drove today.
You don't need twin turbos and, you know, a Tesla and all-wheel drive. Oh honey, just in case I've got to go pick up the kids at school at 150 miles an hour in a driving range, I really needed to make sure that I got the Tesla S with ludicrous mode.
It's all about family, honey. It's all about family, right? You don't need all those features. We all overbuy for the products and services that we are passionate about, or we place a high value on. And not only do we do that, we don't complain about the price, we brag about the price.
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You are not Allowing Your Clients to Say They Are the Best Clients for You
Hi everyone, Carl Gould here with your#70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Pricing might seem high, but as long as you match it in perceived value, you're going to differentiate yourself.
And here's why this is so important to have in place for the next five years and to prepare yourself for growth. Pricing is the number one language you will speak to your clientele, regardless of your business model.
There is no language stronger than your pricing. Because the moment you tell somebody what you charge, you've done two things. Number one, you've told them who you are. Am I the premium play, the middle play, or am I the economy play?
All are good. Just which one are you? More importantly, you've told them what kind of buyer they are. So my question to you is, are you giving your clients, your investors, a path to say that they are your best client or best investor?
Do you have that offering in place right now? Because if you don't, you are not allowing your clients to say that they're the best client for you.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Purchasers Decide on Their Purchases Based on Top 2 Complaints
Hi, everyone, Carl Gould here with your #70secondCEO, just a little over a one-minute investment every day for a lifetime of results. Number one, you wrote down your five complaints. Put a page on your website called Problems We Solve, Problems We Solve.
And go on chat GPT or Perplexity or Claude or whoever you're using and give them a prompt and write an 800-word blog on how you solve each of those five complaints, because that's what people are searching for, right?
You're probably all using a marketing agency, they've all told you about SEO, and they all said you have to have the right keywords. That's okay. You add the keywords into your prompts, right, then have somebody go through them so it's not user-generated content, so it's all original, you know, cite everything properly, all that sort of thing.
Now you've got five, these are the five top topics you talk about most of the time, but there are two topics you talk about all the time. 70%, sorry, purchasers with no buyer's remorse based on a purchase, decide on that purchase based on their top two problems.
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What Kind of Buyer Takes Your Higher Priced Guarantee
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. What kind of buyer says, I'll take your guarantee? They're not price-sensitive, right?
They care about what? Quality and getting it done? What else? Big one. They're a good client themselves. They understand the value. They don't want to do it with me. They want me to do it for them. One more.
It's a big one. It's the biggest one of them all. Well, they don't want a headache. You're all right, guys. Everything you're saying is true. The deciding factor most of the time was they were under some form of time pressure.
So they're building a commercial building and landscaping is not necessary because it needs to look pretty. Landscaping is necessary for soil erosion. They can't get their certificate of occupancy without it done, right?
So it was always me and the paver at the very end and we would always be working on the site at the same time. Don't stage your materials over here. Don't drive over this over here. We used to be working all the time because, without those two, you don't get a certificate of occupancy.
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Higher Quality or Lower Quality
Hi everyone, Carl Gould here with your #70sec0ndCEO. Just a little over a one-minute investment every day for a lifetime of results. How many of you have hired a contractor who said, if I don't perform, if you perform as the client, but I don't perform as the contractor, you get to keep the whole thing and I give you all your money back?
How many of you have hired contractors that have done that? Buy a show of hands. No hands, does that mean zero? Zero. So if I gave you a proposal, who am I competing with? No one. Now, think about it.
I charge a 35% premium for that. Now, what if you said, all right, that's pretty ballsy, Carl, but I'm not paying your 35% premium. What would you think of me as a contractor if I even offered it? Would you think, oh, this guy's incompetent, and has no clue what he's doing?
Or would you say, hmm, he's pretty confident about his process? If he's offering this out to other people, he must be pretty good. He must at least think he can put his money where his mouth is and he could perform.
Which do you think more of? Would you think that I'm likely more competent, higher level, better quality? Or would you think just on that alone, I'm less competent, less quality, and likely going to fail?
Which one do you think going in, I'm more likely to be? Higher quality, lower quality.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Leverage the Complaints in Your Industry
Hi everyone, Carl Gould here with your#70sec0ndCEO, just a little over a one-minute investment every day for a lifetime of results. One of the ways to differentiate yourself now, and this will set us up for the other parts that we're going to talk about, is we need to leverage the complaints in the industry, the complaints about your industry.
So take a moment for a second and write down what are the top five complaints about your industry. Maybe not about you personally, but you've heard it about your competitors. If you're out there, your sales guys are coming back, like here's the objections we're getting.
Here are some of the reviews about other companies and ourselves. Or if you get hired or somebody either buys your service or takes you on, they'll tell you why they went with you. And along the way of doing that, they'll tell you what the other companies you were up against did not do all that well.
Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Change Your Business Messaging Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. There's been so much volatility and winter is all about volatility. Since 2005, think about what we've been witnessing and what the economic climate has been like and the political climate has been like.
So nobody knows who to trust and things are so polarized. So you coming out and making a bold claim to the positive doesn't necessarily differentiate yourself in this market today. So I'm going to give you a couple of tactics to use where you can start to differentiate yourself.
Now, this is a lesson I learned in my very first business, but I found that it's become more and more popular is when you in today's market, especially now that we have search and we have AI, right, people don't inquire based on the positives necessarily.
Unless it's something near me, right? I want to get barbecue ribs near me. I want to go, you know, I want to go to a movie near me. Other than that, we are negative and problem-based searchers.
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Change Your Business Messaging Part 2
Hi, everyone, Carl Gould here with your #70secondCEO, just a little over a one-minute investment every day for a lifetime of results. We have to differentiate our businesses. I remember watching a movie with my kids eons ago.
Do you guys remember the March of the Penguins? Any of you got kids that are like teenage years, college-age because if you do, you got dragged to that movie too, just like I did. I was the guy two rows in front of you complaining like, oh my God, you got to be killing me.
But the business lesson I took out of this was, I'm watching the movie and I see the penguin turn the corner in the beginning and walk into a colony. And that colony of penguins was 10,000 strong, and they were all screaming at the top of their lungs.
And I realized, I'm like, holy crap, that's business right there. That's the internet right there. Everybody goes on social media, goes on their website, goes to a networking event, or puts in their marketing, or their collaterals, how they're so great.
But we live in a world today where people are skeptical of that, and that's not the message they want to hear. And so during this time, if all you're doing is saying how great you are, come work with us because your business will skyrocket, and your efficiencies will go through the roof.
They don't believe that anymore. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.
Hi, everyone. Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. What seemed to be those temporary requests during the pandemic, they're not temporary.
The pandemic accelerated the purchasing habits and the paradigm shift in the purchasing habits and expectations of all of our clients. What we took as annoying or maybe pesky requests at the time were permanent requests.
We find ourselves in a cycle of business that has about five more years left to it. It's the cycle of business we call winter. Winter started in 2005 and it's estimated to end in 2029. It's a 20 to 25-year cycle, but some of the entitlement programs during the Obama administration and early in the Trump administration kind of pushed that out a few years.
Remember cash for clunkers. Sorry, and even going back to 2008, cash for clunkers, cash for caulking of your homes. Remember all of those entitlement programs from 08 and through the pandemic, various times kind of pushed winter out a little bit. It kicked the can down the road a little bit. So we find ourselves in this season of volatility that's going to continue for the next five years. And a hallmark of this time is going to be these new consumer preferences. And so now let's take that to the next level and let's think about what happened during the pandemic.
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How to be a High-Value Player
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You’re going to have a premium offering, that really high McDaddy offering, and then, once you’ve convinced them of the value of your brand, then they’re going to go and purchase off the menu. And on that menu is something for every appetite and something for every budget. You need to compete to be the best in your niche. Not the worst. And if you’re pricing is in the middle of your niche, consumers think you are among the worst. Because if you are the highest price in your niche, they’re going to think, “Wow! They can command those high prices, they must know something.” Conversely, if you are the lowest in your niche, that is the second way you assert your authority. How can they be doing all of this and not charging us? They must know something. But in the middle? Nobody knows anything. That doesn’t take any talent to be in the middle. But to be the top or the bottom in pricing that takes talent. That takes an expert, you need to be an expert. Ok, for most of you watching/listening today. It’s easier to be the highest price in your niche as opposed to the lowest price in your niche. You go low price, now you’re on a huge volume game. Now you’re competing with the real big boys.
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Top 3 Traits You Admire
Who do you Admire? -
Hi everybody, Carl Gould here with your #70secondCEO just one minute a day investment for a lifetime of results.
Today’s topic, who do you admire? Take a moment and think about that.
What industry Titan, sports celebrity, political figure, historical figure do you really admire?
Write down the name of that person or persons.
And, what I’d also like you to do is write down the key attributes that you admire about them.
Can you think about that for a moment, what are all the traits and attributes or personality styles and rules and values and guiding principles that really light you up? You look at the person and say, ‘Wow, that is somebody I really admire.’ OK, now what I’d like you to do is think of all the times in your life where having the resources of that person would be helpful and how those times in your life would be different.
So, just below write down who do you admire and the top 3 traits about them, we are going to work on really growing and nurturing those traits in the future. Ok, I want to see your comments below. My name is Carl Gould and this has been your #70secondCEO.
Cash Flow Positive, Buying Power, Operating Expenses
Hey Everyone, Carl Gould here with your #70secondCEO, just a little over a one-minute investment every day for a lifetime of results. Today’s topic is - Cash Flow.
All right so, give yourself a ranking here:
To what degree are your cash flow positive on a monthly basis?
Do you have at least six months of operating expenses in reserve to whether a storm?
Do you have enough buying power in order to take advantage of an opportunity should it present itself?
One is low like, ‘Oh my God, help!’10 is high, were really good there. Anything 7.9 and below and we got to talk, OK? You want to have, you want to be able to manage credit, that’s your buying power. You know at this level of your business you know, just buying on cash and always being in cash isn’t always the way to go. You want to manage your credit and manage it so you are building assets. And are you setting it up, setting aside enough in your business, in your cash flow operations so that you are building a bit of a nest egg? Ok, so you can weather that storm and you must be managing your expenses so that you are cash flow positive each month. So, are you cash flow positive? Have 6 months reserve? Enough buying power?
Like and follow this podcast below. Send me a comment, which of the 3 do you need to work on? I want to hear from you. I am Carl Gould and this has been your #70secondCEO.
Building the Balance Sheet
Hi Everyone, Carl Gould here with your #70secondCEO. That’s right just a 70 second investment each day for a lifetime of results. Today’s topic is - Building the Balance Sheet.
You know it’s interesting people come to me and say, ‘Carl, grow my business.” What they’re talking about though is their profit and loss, their income statement, am I making more than I’m paying out? But you know what, you’re not building wealth there, it’s your balance sheet where you start building wealth so, what we’re recommending here is taking up to 3% of your gross revenue putting it in a segmented account to build your assets.
- Buy the building in which you are operating
- Invest in deferred comp
- Insurance policies
- Key man insurance
- Life insurance
- Other insurance and safety vehicles like that, that fall into deferred comp
- Your retirement plan
- Investing in stocks
- Investing in other businesses
How are you building your balance sheet?
So, of the things I just mentioned, which are the ones you still need to do?
Like, follow this podcast, comment below, and tell me which area of your balance sheet you still need to build. This is Carl Gould and this has been your #70secondCEO.
Being Obnoxious, Good? or Bad? Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And that, you know, remember, I'm seventh grade. I'm 11 years old, and I just got called what I now think is a swear word. So that whole night I remember it sitting with me and I was thinking, you know, what was she implying? Was she saying I was disgustingly objectionable? I was highly offensive. And I remember that night. I gotta tell you, I was pissed off at first, but then I went through a range of emotions. When I read this definition, mostly I was angry, right? If I was so out of bounds at that point, Shouldn't she have taken me aside and explain to me what she was observing, or offer guidance or coaching or teaching, you know, wasn't that a teachable moment that I was enrolled in this school to receive if it was so bad if I was disgustingly objectionable, right? I was a little bit more like that definition really sat with me that night, and when the full weight of the entire situation finally hit me, I gotta tell you, I was not very, very happy.
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Being Obnoxious, Good? or Bad? Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
They don't make obnoxious like they used to. I remember the first time I was called obnoxious. I was in the seventh grade. And I was joking in class with some of my friends. We were probably just being louder than we should have been, probably more inappropriate manner than we were in class. But I must have said something that my teacher overheard, you know, and she didn't like it because she came up to me and she said to me, Carll you’re being obnoxious. And I could tell that she wasn't happy with me or what I said, but I didn't know what the word obnoxious meant. I don't know what I may have said that upset her. And I certainly didn't see anything wrong with what was going on, right? But all my friends and I, we were just laughing and having a good time. So in the beginning, funny enough, I took it as a compliment. I thought obnoxious was a compliment. So talking about ignorance being bliss, I was out of my mind happy. So at first I could tell she wasn't happy. So I felt like I did something wrong, but I didn't really think I did anything wrong. So that night, I didn't say anything at the time. That night I go home, and I look up the word obnoxious. And you know what I found? I found that it meant odiously or disgustingly objectionable and highly offensive.
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It is a Blind Spot. Functional Problems
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Complacency and cruise control can happen here. It is a blind spot. It is a functional problem, but you need to get back to it right away. If you're having cash flow problems, if you're having net profit problems at this point, that's very dysfunctional. This is almost like a second honeymoon for the business. Strong systems, strong controls, cosmetic enhancements, puts you back in the forefront in your market, sales should increase simply by making that change. If you go back to the team that you built earlier on, we talked about having somebody who's an expert in business evaluations. What is a business worth? Here is where one of your power tools will be doing an evaluation of the business. This is an add on and a logical progression to the benchmarking that you've done.
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The Business Runs the Owner
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The challenge that you have here is that most of the time the business runs the owner in stage two, this is an area of concern. Part of your focus needs to be implementing your MVP planning, working with your strategic partner, your advisor, building those credentials and maximizing this stage by making sure you're among the highest compensated in your field, because in stage two, there is a limit to what you can earn. There is a limit, because there's only so many hours in a day, and there's only so many people you can reach. So if you are a tradesman, if you're a doctor, if you're a financial planner, if you're an accountant, if you're an attorney, there are only so many hours in the day and there are only so many clients who can service. So part of the equation is making sure that you are among the top paid in your field and to do that you need to build your credentials to become the highest certified or the highest acclaim in your field.
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Find Money in Your Blindspot
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Results people sometimes struggle with their system’s people. Relationship people sometimes struggle with the detail’s people. Now again, I’m pretty sure this doesn’t happen in any of your businesses, but again you have heard a rumor this can saddle some other companies. Ok, and so, we want to be aware that we’re not saying we’re not in the camp of work on your weaknesses all day long so you can become a better-rounded person. That’s not what we are talking about. What we are talking about though, is becoming functional in your blindspot. So, I won’t be doing it with all of you but I can share a formula with the owners, give me 4 minutes and I can show you how much money I can steal from your company. You will actually tell me how much money I could steal from your company and you would never know it! Once you tell me that number, I will know the number I will tell you that I’m stealing and you won’t even know where to look. Right in your blind spot area. Now we kind of know the formula for most of you anyway, so that’s why we’re working on it. But the reality is, is that there’s a ton of money sitting in your blindspot area, that if you can mine that area of your business there’s a lot of value there.
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Hi Everybody, Carl Gould here with your #70secondCEO, just a one minute investment per day for a lifetime of results.
Today's talk is all about finding yourself in your work and lose yourself in your work. Find yourself in your work meaning, what are you passionate about? What are the things that are going to stretch you and are going to make you into the next chapter of the best version of yourself?
OK, in order to find yourself when you work, you have to lose yourself IN your work, in other words, you have to find out, what challenges you. And what stimulates you about your work?
There was a time I had a construction company that I hated. You know what I did like? Negotiating the deal, designing the site doing that work and then at the very end the completion. So, I stuck to those areas.
Write down below, comment:
- What are the top three things you love about your job?
- Top three things you hate about your job?
- And, it’s your job to get rid of those 3 things as soon as possible!
This is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
The old relationship was what we would call dyadic, two entities A and B client one says product you offer a product or service and they buy it A to B that day is over it’s now a triadic relationship. There’s a customer, there’s the provider, there’s your product or service and you all align in a partnership to handle what’s in the middle here. Your client's dream, desire, deadline, or distress. Now think about this for a moment, what we’re saying here is you're gonna work together with a customer you are aligning with the customer to solve the problem or grant the wish in either case you are no longer on the client's side right? You know the customers is always right, now it’s no we’re gonna rely in side by side and we’re gonna fix the problem that you’ve told me that you have.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
We wanna go out to our clientele find out what is their greatest desire, if I could grant you--if you could wave your magic wand,then I can grant you three wishes and you can have it anyway you want what would you--what would you put on your bucket list? What’s on your treasure map? Or life lister life map? Or your mind map? What are those items on there? Conversely what are some trigger events, some other things going on your life right now that may calling someone like me or someone like you a must. Other thing what are the top five complaints about your industry? When people gave you sales objections oh you people were all the same your not responsive I can’t believe that I don’t know if you’ll ever honor your guarantee or you read customer negative reviews about people in your industry or when you a--get a client were they buy your product or engage in your--in your service what did they tell you what’s the reason why they hired you and why they didn’t hire somebody else.
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Be Careful What you Wish For!
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In the success cycle, you have chosen to make a great leap, a great leap of faith, a great leap of risk. You are now the business owner. And I heard someone say recently, well, it was my dream to be a business owner and I asked them, are you living the dream? Or is it a nightmare? And they said, Well, I really thought I was going to make more money, I was going to get more time. And I asked him the question, you have kids, right? He said, Yes, I do, and I said, did you have children because you wanted more sleep?'' And he thought about it for a moment and realized, at that moment, what he got himself into, by starting a business. We all have a dream, that owning a business or starting a business is our path to freedom. And it is, it absolutely is on your way to heaven. You must dip your toes and walk through the path of hell on your way there. Success in business can be elusive, because it's harder but as one of my favorite actors said in one of my favorite movies, “it's the heart that makes it great. If it was easy, everyone would be doing it. It's the heart that makes it great”. That was Tom Hanks in the movie, A League of Their Own.
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Maximization and Alignment - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
With working with a strategic partner, a coach, a mentor, a consultant, an advisor. Having the awareness of your strengths, who's right for the business and putting those people in place, you can raise the productivity of your employees and therefore the company by up to 800%. On average, this type of work has shown to return $8 of productivity for every dollar spent in nurturing, growing, developing the talent of your organization and that's what you're doing. You are developing the talent in your organization.
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Maximization and Alignment - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We've identified the challenges, the problems that you face when you're not aligned, and where you might be on that success cycle and how you want to bring yourself forward in that success cycle. So what happens if you do, what happens when you take this methodology and put it into place and you align the people and maximize their performance? Here's what can happen and the Cornell studies show that if you do align the people in your organization, you have the potential for a 15 to 20% greater survival rate of that business and the market value of that business can rise up to $40,000 or more per employee. And let's go back to what we can do or what this methodology can do in order to drive the 72% performance of a company.
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Does your Business Align with Your Values?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The values are the why disc, and the how part, when we talked about behaviors is the observable behavior. The values are the emotional reasons why you will take action, and will those actions add to your energy or rob you of energy. So the values are, who you are as a person, and why you place an importance or a priority in certain areas of your life and why there are certain areas of your life you don't place a priority. And we all have that personal hierarchy of the preferred values, and the values that were somewhat indifferent to what will create the least amount of stress and frustration in our life and the most amount of value and, and the most amount of fulfillment and happiness in our life is the alignment of values. Meaning are your priorities being fed every day when you go to work? Is the company's mission in alignment with who you consider yourself to be.
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Attributes of a Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The third part of the business discovery process are the attributes defined as the what that we do. Behaviors are the how, as we mentioned, those D, i, S and C that disc part of discovery values are the why of discovery disc over why. And the attributes are the what, what are the qualities that make up your personality? What do you think you're good at? What do you want to do? And will you do the job, your attributes will determine what it is you do within the company because you will gravitate towards what you think you're good at, because you say you like it, and you like it because you think you're good at it. So alignment in the discovery process requires that the behaviors and the values and the attributes are in alignment with your mission, vision, values and purpose. This sounds like a daunting task. It is not. It's very simple. You do your stage one planning, you align to your MVP planning. You hire your mirror and the attributes, the values and the behaviors fall right into place.
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Opportunities & Challenges
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
There are problems and challenges and opportunities that will come up for your business and depending on the stage you were in, you will know if that is a functional problem or a dysfunctional problem. A functional problem is any problem that is alignment with your planning and eventually will help you get to where you wanna go. A dysfunctional problem is any problem that you have that will take you further away from your goals. So, an example of a functional problem will be–let’s take cash flow for example. Cash flow or profit or sales or time management or government regulations or employee, these are some of the problems that you’ll face, and let’s take cash flow as one of them. Cash flowing the early stages of a business is very functional, as a matter of fact, if you have or in the very early stages and you have an abundance of cash and cash flow, that might not be the most functional problem, it might be very dysfunctional.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per
day for a lifetime of results.
I hired a business coach, a business mentor for my business shortly after that. And that's when we had the hasthag #hangupthehammer. I said we gotta hang up the hammer. This is exhausting, it's killing me. And so that was the process we went through. I mean, I owned that business for 8 more years. But what I did was I started to run the parts of the business I liked and I leveraged out parts of the business I didn't like. And so yeah I mean, I kept on going until I can build a 6-figure practice out of my coaching. I wasn't even going to consider dropping the business ‘coz I had responsibilities. So whatever you're doing now, you gotta do well and if you can’t do the things that you don't like, well, I get that you might not like it but if you can't suck it up and do the things that you don't like well, you are screwed. If you think you're gonna be an entrepreneur or you're gonna be a big time executive. You have to be able to do the things that you don't like. You can't do what’s convenient. You have to do what's right for the business regardless of your role in it. So I had to do what was right and what was right was to continue to grow my one business while I was learning how to become a better coach.
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The Reason I Changed Careers-Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per
day for a lifetime of results.
So there I was, he's laughing. He comes back under, he’s like, “Yeah they got you!” Yeah I'm here to tell you I know how hard it is to get line paint out of your hair. So it was on that day and I just, I remember thinking I drive out of that and I'm like, “What am I doing?” I'm driving a dump truck... I say there’s gotta be a better way, this can't be my life. I was 30 years old- in 1996, yeah born in '66- 30 years old. And I just said this can't be it. This can't be it for me and I said I really love coaching. I get up at 3 o'clock in the morning to coach people all around the world. I seem to like it. They seem to like it. I gotta be able to figure out how to make this a business. That's why I wrote the book that I wrote and created the methodology because I said I have to able to make this into a 6-figure business minimum ‘coz you know, I've got 2 kids. I live in New Jersey, I got a house. I gotta be able to pay my bills. It wasn't to be rich. Coaching is not a hugely profitable or big-time salary job. It's just not but it's usually rewarding.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per
day for a lifetime of results.
I got my construction company. I'm driving one of my dump trucks, like 60 miles with a load of junk on it ‘coz I've gotta get to an appointment to deliver a proposal to try to get the next job, right? Drive shaft on the, a U-joint on the drive shaft of my truck breaks. I kinda know what it is, I've dealt with it before and I'm like, “Holy crap! I'm gonna miss the appointment!” So I jumped out of the truck while it's still rolling and I pushed it just enough to get it into the shoulder. The wheel is like this far across the line. So I call up the service station and the guy's name is Vinny. “Vinny, can you come out here? I know it's the U-joint. I looked under, ahh it's the u joint. Can you bring it out here? Can we fix it? Maybe I can still make my appointment.” And so it is so hot out, it's in the summer, it's like 90 degrees and humid up at home and I say, “Can you bring some water? I'm dying out here. So he shows up 15 minutes later, and I'm under the truck and we're on a major highway and a foot away is the right hand lane. So I know it's the U-joint. He's like, “It's the U-joint?” I'm like, “Yes.” We know how to fix it, we get under there. I'm holding the drive shaft above my head and Vinny's next to me. All of a sudden he takes off, I'm like, “What? What happened?” He's like, “You gotta get out of there!” And I hear this hissing sound like "ssssssss" coming by. I look around and I'm like, “What the hell was that noise?” And I looked and it was a line painting truck. They're painting the white line. They painted my head white while I'm holding the thing underneath the broken truck and I said, “That's it. That's it. That's it. That's it. I'm done.”
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Goal Setting -Part 2 717
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Ah 9 ½ , great! What are we gonna do to make it a 10? Here’s what we got to do bam..bam..bam..bam those are goals and then when you double that you would say “we’re better podcasters”, you know what I mean, you know so that’s how you would do it. So look it you gotta–so what most people don’t understand or they–they don’t go to the process all the way through is differentiate between the category of improvement versus the actual task or activity that is symptomatic of the category of improvement so technical nerd coach speak.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
90-day goals that have–that are actual destinations and then separate that from what we call categories of improvement or just the roles you play in your life. So, for example, it will be hard to imagine that you could do this but imagine you set the goal to be a better podcaster like hard to imagine, like this guy is crazy, right? There’s no such thing like there’s a such quantifiable thing, it’s a category of improvement as long as you’re a podcaster, you’re gonna look to make a commental improvements so you would say “okay what would be the things that would be indicative of me being a better podcaster”, you’d say “alright let’s break down the podcast, we have out opening–we have our energy, we have our enthusiasm, we have our content, we have our opening, we have our middle our questioning, our follow up questioning, our banter back and forth and our close” so you would break it down and you would say okay how can we–and if you would to look each one of those and say on a scale of 1 to 10, 1 being low 10 being high, 10 being off the hook wow,right? What is each aspect of our podcast? And you would rank it.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When they set goals number one is the–there’s a difference between a goal and a project,right? You know or task in a project, I think once–what some people do is they’ll be two vague or they’ll make the goal too far out in the future and it is hard to connect with. So I wanna lose a hundred pounds, you’re not gonna lose a hundred pounds and you know you might lose a hundred pounds in a year in two years, what’s your 90 day goal?, right? And what is it that you can do,right? So take a goal, chunk it down put it in 90 day steps, it’s been a long held coaching principle that you set goals in 90 day increments and a number of management systems that have taken that on bezels, rockefeller habits, eos, you know our rocks are priorities, you know that’s a long held coaching concept, 90 day goals. So take it, chunk it down and go after smaller bits but then understand what a goal actually is? A goal is actually a destination, it is–it is a project or some sort of endeavor that has an end point, that which is different than a category of improvement, so somebody says I wanna be a better father.
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What Kind of Buyer Buys Your guarantee
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. What kind of buyer buys the guarantee? What about that buyer buys the guarantee?
They really need it. They're under some sort of distress. What else? They got the money. How would you like to have a bunch of customers that have the money? We have a client that's a body shop and they're Tesla certified.
Right? And you know what they do? They say, listen, we're not waiting for the insurance. You want to fix, you pay us upfront in cash, you deal with your insurance company and they get it all day long.
Right? What else? Why else would somebody pay you that premium? Pardon me? Speed. Right? And that was what I found out. Almost everybody that took me up on the guarantee, they had some sort of time issue.
We're having a wedding in the backyard where we need to open or close a building. We need to get our certificate of occupancy. Right? And so they were some sort of distress. So guess who I was getting?
I was getting all the clients that were willing to behave, pay me a 35% premium, get out of my way and let me do my job. How would you like to have that clientele? Not a bad clientele. I was in a position, I get this question all the time.
How many times did you ride a refund once? I was in a position five times and four of the five, they didn't even ask for it. They were like, listen, no one would have worked in this monsoon for the last two weeks.
Just get done. Can you get done by tomorrow? I'm like, we'll get done by tomorrow because all they have to do is ask and I got to give them all the money back. One person I had to write a check back for.
But remember, they're premium buyers. They don't want the refund. They need the job done. If you want the money back, I'm leaving and your backyard is not finished and Janie and Joey are getting married tomorrow.
See ya. No, no, no, wait, wait, wait. So it's actually because of who you're dealing with, the risk is very, very low. That's why you want to have an option to let people pay more to skip the line. Like and follow this podcast so you can learn more.
My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We need not to just be different, but we need to stand above. This was one of my favorite movies.
I remember when I went and saw this movie. It was called March of the Penguins. And I remember when all the penguins came together, they were like 10 ,000 penguins. And all they were doing was making all this noise and you couldn't tell one penguin from the other.
Right? And I'm like, that's the internet. Everyone is just screaming as loud as they can. And I've been to your websites and your Instagram pages and your Facebook pages, and you're all saying the same thing.
Aren't we great, quick turnaround, professional people, clean warehouse, said an appointment, we'll get you in and out on time. Did I summarize, okay? Right on. How many of you have on your website? You should have seen the job we screwed up last week.
Oh man, that was epic. Drove it right in. We pushed it all the way out. It was amazing. We haven't screwed one of that in a while, but it's a new year. Right? You haven't done that in a while. Okay? So everyone is screaming the same thing.
So this is a second lesson I learned when I was 18 year old and started my business.
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If you do not have a compelling How and Why
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
If you don't do what I just said, you will become what they call a musher dog.
How many of you know what the Iditarod is? Trans -Alaskin dog race, dog sled race? How many of you have heard of a dog? How many of you have heard of Alaska? Right on. So this is for everybody. So there's 12 to 16 dogs in a pack.
Two of them are lead dogs. The other 12 to 16 are the musher dogs. And the lead dogs are the ones with the how and the why that are beating you out. For them, the scenery changes. But if you're a musher dog, meaning you do not have a compelling how and why, the scenery never changes.
So Bob, what that means is you're looking up the butt of the lead dog. You get that right, right? You're just right. Okay, so that's when I say the scenery. That's what I'm talking about. That scenery.
Okay, you're looking up the ass of the dog in front of you. Okay, we worked it out. So that'll be your problem and it'll be hard to overcome. It'll restrict your pricing strategy. It'll restrict your customer loyalty.
And you'll be fighting to get that next customer and to keep them. Because this is what people want from you.
Okay. My name is Carl Gould and this has been your #70secondCEO.
Why You Need to Win on the How
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Winning on the how. And they tell you all about how they do what they do.
You need to do the same. We need to map out and productize how you fulfill a customer order. Step one, step two, step three, step four, all the way through and there will be a slide on that. We want to productize that because your employees, they don't want to work for you and they short your hours.
Heck don't want to be trained. So I'm going to get you out of the training business once and for all as of today. We're going to productize your training. You will now certify all of your technicians.
So we have BMW as a client. I spoke at one of their conferences and the BMW, some of the executives were there and I'm like, how many of you drive a BMW? How many of you know what a certified BMW technician is?
And I said, you know how they came to that? I said, see those guys? They just made it up. And the other guys are like, and then they pull me aside and they're like, you know, Carl, a lot of research.
I'm like, relax. We don't, they all know it. You know it. We know it. Yes, it's a good program, but who made it up? They're like, we did. Of course you did. To raise the quality of the how. You don't buy a Lexus used car.
What do you buy? A pre -owned, pre -certified because we have a 122 inspection. They have their how, right? And when they have the how, they trust you more. People don't want to buy a service. They want to buy a product.
So give them a product, right?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
What you do is a commodity and nobody cares what you do. I know you spend a lot of time getting good at it, nobody cares.
Sorry. Okay? Think about it. When you hire an electrician, do you assume that they know how to do electrical work? Right, you assume that. Of course, you would. Right? If you hire them to change a light bulb or to wire the house, once the last time you hired a contractor then check their license or interviewed them.
You assume that they know what they're doing. You get no extra points for doing your job. That's the first 100%. Your customers believe you know how to do it. What you do, they don't care. Just get me back on the road.
Here's what they care about and they're willing to pay more for. Your how and your why. That's the new language now. Think about it. Here's a couple of examples. Uber is crushing it on the how. Right?
When was the last time you got into an Uber and you asked the driver about their driving record? Or you went on the Uber website and checked their core values to make sure they're in alignment. Well, you know, I'll tell you right now, if one of them is out of alignment we're taking another car to the airport.
You go find somebody that matches up with us. They don't care. We figure you know how to drive the car. We figure you know how to get there. We figure the software works. What you do, right? But the how is so cool.
They took Google Maps and a rating system and 30 -year -old taxi cab dispatch software and PayPal or whatever the gateway that they use, Stripe or Square and they put it in your hand instead of the taxi company's hand.
And we think it's wicked cool. So we do it all the time, right?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. The least qualified employee in any business is the person who just received a promotion.
The skills that they had in the past role don't qualify them for the next role. The dude that did the oil changes is now in charge of the shop. What about oil changes qualifies him to manage the people in the shop?
Let me help you. Nothing. Right? Now, so the second category of person that is the least qualified in any business is the owner of a growing business. Let me explain. If you were a million-dollar business and now you're two and a half million and you've never been two and a half million before, what qualifies you to run a two and a half million dollar business if you've never done it before?
Let me help you. Nothing. For a period of time. Right? There's a skill gap. Right? You were growing, growing, growing, growing, growing, and then you had this big, you know, big hockey stick growth. You've never led an organization at that level.
So you are contributing to the organization, but then for a period of time you drain the organization until your skill gap is closed and then you are now contributing to the organization again. Right?
Does that make sense? Not a good or bad thing. And if you do it right, you will remain the least qualified person in the business for the position that you have. As an owner, that's your goal. Right?
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Hi everyone. Carl Gould here with your #70secondCEO. Just a little over a one -minute investment every day for a lifetime of results. No employee is bigger than the business, right? And think about this for a moment.
You know, when you hear people talk about hiring and getting good talent, they say, well, millennials are so entitled and Gen Zers, they don't even come to work, right? They've never made a mistake. They've never showed up, right?
But think about it. How many employees do you have? 10? 20? How many of you have over 50 employees? 30? Couple? 20? 10? 5? So, most of you are 5 or 10 employees, right? So, you need 5 or 10 people who give a damn about what you do.
You don't need the whole millennial generation. You need 5 people. You can find 5 people who care about what you do. So, get used to this. You're going to love this expression.
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Hi everyone, Carl Gould here with your #70secondCEO. So hard to get through the gatekeeper. Who's not there? The employees? Who is there? You are. I said you want to find the owner? Just call off-peak hours.
Because the phone probably rings to them anyway. Because no one else will own it and they don't want to miss a sale. I said the owners are easy to find. It's the employees that are harder to find. So we need to get past that.
Never was there a better example than when Elon Musk bought Twitter. On the day that Elon Musk bought Twitter, Jack Dorsey was like, I am so sorry about what might happen to you all. You have all been so good to Twitter.
Elon Musk shows up with a sink and he's like, hey listen, I'm the guy who slept on the floor for seven years at Tesla. You're not ready to work? Leave. So like, what's with the sink on? I don't know.
I just had it in my hands. It needed to be bought in. Is it a metaphor? No, it's a sink. I think this goes in the toilet. Yeah, that goes in there. You got it. And a year later, what is Twitter? It's not even Twitter anymore.
That's why it's called work, folks. Come in, work. If you want to come in and work, go find somewhere else. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
The Moment You Give The Price Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Well how can you be a consultant to the prospect if your job now is to be quiet and not say anything, right?
Okay, and what they mean by that when they say the person who speaks after the price is given loses means the winner, if you will, you know, gets the upper hand in the negotiation. So for example, if you say we charge 50 cents a gallon, but I do have some room in there or I do have some flexibility depending on what you need or how many gallons, right?
Now you're negotiating against yourself. The idea is once you tell them the price, you need to be quiet and then they need to respond. They need to say, oh okay, well, you know, that is good or When can we start or What are the terms and conditions?
But once you tell them the price, you're almost not totally, but you're almost of no use to the prospect at that point because you've now given them everything. You've told them what you do. You told them who you are.
You told them about the history of the company. You told them, you know, what the current situation is as far as when you can deliver or when not when the products are available or not. And then you've given them the price.
What is there left to talk about? Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
The Moment You Give The Price Part 2 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results. Your usefulness is over. Cause you gave them the price. Right? Now they can decide, am I going to go with the price? Am I not going to go with the price? Is the price worth it? Is it not? Right? And you guys, I'm sure you've heard it. Finish the sentence for me. Once the price has been handed to the prospect, the next person who speaks, what? Fill in the blank. Once you've told them the price, the next person that speaks, fill in the blank. What's the next word? Is it loses? Yeah, loses. The next person who speaks loses. You're supposed to hand the price and then shut up.
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- The Moment You Give The Price Part 1 Hi, everyone, Carl Gould here with your #70secondCEO, just a little over a one-minute investment every day for a lifetime of results. The very last thing that you give out is the price. And the reason why is, is that as a salesperson, you can play the role of consultant to a certain degree, right?
You can assess their needs, and then you can match, and once they give you their needs, you can say, all right, here are our products and services that we can match to your needs, right? So you can consult to them, right?
And you can consult with them in helping solve some of their problems. Now, I mentioned this a couple of years ago, so some of you that are new probably haven't heard it. But the moment you give, as a salesperson, the moment you give your prospect the price, you become of almost no use to the prospect at that point.
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What keeps you Up at Night?
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, a main question we’ll ask an owner is, ‘what keeps you up at night?’ Oh my God, and the list is like this long! You know when we ask your team, ‘what keeps you up at night?’ You know what the number one answer is? ‘I sleep fine.’ Seriously, they’re like, ‘What keeps me up at night?’ Nothing, I don’t know, what are you talking about? ‘Well, I got kids, you mean that?’ No, I mean what keeps you up? Are you concerned about your work life? But keeping it maybe, doing it, I’m fine. What else do I need to know? That’s the number one answer we get is, I sleep fine. Ok, so we need to cut into their sleep a little bit. Follow, we need to, now I get it, there’s a reason why they are employees, because they don’t like the risk, that’s the main difference between you and your sales person, you and your admissions team, you and any part of your team.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Do we offer you know for a slight premium that faster service, to add some perceived value to it, you know. You’re already getting--I remember this, I remember one last jobs I had is I packed boxes for U.P.S and I used too--I used to unload the trucks in the beginning and then I used to load all the trucks. I’ve never been to the mars town square but I knew every address of every location there because I used to pack all the trucks. So I’m brand new,brand new right out of the box and I’m unloading the truck to trailers and they said “anything you know it’s color coded, this color goes here, these color goes here, put it on that conveyor belt”, so I’m unloading and I know this all these overnight packages and I said “ah don’t you segment like don’t the overnight the guaranteed overnight packages come in a separate truck?” they said “no! it comes in a regular truck” I said “really” I said them “so all the other packages though are coming in the overnight truck, are you saying people are paying more for overnight even though everything comes overnight just about?” and they said “sshhhh..quiet..shut up you’re new..shut up” and I said “why shut up?” they said “yes everything in U.P.S ships overnight, everything”. I’m telling you everything ships overnight ,right. But you pay for overnight cause they don’t--they put the premium on overnight.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
I wanna give you an exercise that has 100% foolproof guaranteed results. Are you ready? Take a pen out, here we go. What I like you to do for the next 2 weeks is I would like you to take out a journal and write down everything you do everyday for 2 weeks. What I mean by that is you don't just go to the post office. No, no, no. You have to drive to the post office, you have to get the mail, you have to sort them in, you then bring the mail back and drop it on each person's desk, then you go through the mail, and then you handle the mail. That's just one example. But there's no such thing as get the mail, go to the post office, go to lunch. Actually chronicle what you do and how long it takes you to do, how long it takes you to do it. Here's why it's 100% foolproof. 100% of the people, in my 24-year career, have come to the same conclusion. One, they've never, nobody has ever finished the exercise. Because at around day 3, or so, you realize how inefficient you're being, and sometimes, how ineffective you're being, and literally how much time you're wasting, and how much time your people are wasting around you.
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A quick daily hit with Carl Gould to achieve a lifetime of results. #70secondCEO your micro-podcast...GO!
Operations - Finely Tuned or Train Wreck? Hi Everyone, Carl Gould here with your #70secondCEO just over a one minute investment each day for a lifetime of results.
Here we go, let’s talk about your operations. To what degree are your operations running like a finely tuned machine?
Give yourself a score, one being, ‘it’s a train wreck!’ And 10 being, a ‘finely tuned machine.’ I want to hear about that. Now, you are only as good as the worst part of your process so you can only move as fast as the toughest constraint in your business. So, take a moment, write down: What is the constraint in your operations? Where is the link in the chain broken? Where is it slowing you down because you got some friction in the system there?
Write it down below, like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Fixing Complaints
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Start time,finish time,no contractor driven change orders, senior project manager and our guarantee was, you would have the same shrub and plant material one year later. I guarantee the plants I said “you will have the same number of plant materials”,so the plant called for 500 shrubs, I would just plant 10% more, I had a lost rate of 3 to 5%, I go back the next year, you counted a month, you thought your getting a freebie because you thought you’ve--you saw a few dead ones. I’d say “ yeah,you know what,Frank you’d better go out there and count them, make sure we got enough”, and then you would count like 500 and 10 and a call for 500 and I would say “so Frank,how many did you come up with?” they say “no,um I think you're okay”, no I think I got 500 and 10, Frank don’t I ? and so we would have a laugh about it and then I would say “yeah I owe a planted you, I added one on every road da-da-da”, so my guys, the old ones throw and get the truck and we go,see you later, we meet our threshold. And so if you can solve one of them,that’s your bronze up cell, so what I want you to do going forward is on every single project, give them the standard scope of work proposal and then for every industry complaint you can fix, you're gonna offer an option with those in it.
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Solving the top 5 complaints
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
If you can solve one of those five complaints, that’s your bronze-up cell. If you can solve up to three of those complaints that’s your silver up cell and if you can do all five plus the value-added services that’s your gold up cell. Add 10% on to your bronze up cell like 15% on to your silver up cell make sure you're at least 20% or above on your gold up cell. There’s a lot more to this, there’s we have a whole methodology called the obnoxious offer, I’m actually it’s my--it’s my next book it will be out in the fall that I’m writing right now but there’s a whole methodology, the way it started was, I use to offer this guarantee option and somebody called me into their off just scream at me for 20 minutes, lectured me about how obnoxious my pricing was and then they hired me and I remember walking out there saying “what just happened?” I must be on the something and so ever since then I’ve always had the obnoxious offer and we developed them for everyone of our clients.
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- Are you an Expert?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one-minute of investment every day for a lifetime of results.
If you're in a real estate construction, contracting of any sort offers full transaction project management even if it doesn’t involve your services. Give them that option to the project manager “oh wait a minute I’m just a landscaper” yeah that’s fine. Offer them a project management option in the contract. Any professional services so--accountants--ah a CFO’s offer growth advisory, outsource bookkeeping, what are some other ancillary services? you know if you’re a contractor offer design services not architecture or engineering if you’re not qualified but design consultation that would be ancillary service. Cleaning and maintenance wait a minute I only install I get it cleaning and maintenance and you know full service add to it because what were people wanna go now is they wanna hear from experts and I know the sound counterintuitive, but your clients are willing to pay more for your product or service if they believe you’re an expert.
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What Do We Hope To Achieve As A Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now let's do our goal setting. Very simply, what do we hope to achieve as a business? And as an employee or individual within that business in the following timeframes? In the next 24 hours, what do I hope to achieve? What am I committed to achieving? How about next week? What do I want to achieve in the next 30 days in the next quarter, in the next one year, in the next three years, in the next 5 years, in the next 10 years, in the next 20 years? What objectives are we committed to achieving as a business? It is vital and this is a very important note on goal setting. It is vital that each time you engage in a goal setting exercise, that you write out your short term goals as well as your long term goals. Why? By writing both short and long term goals, you maximize the efficiency of your daily activities, because your daily activities support your long term objectives. This exercise makes an individual as well as an organization both effective in the short term and efficient in the long term. In other words, you are working smarter rather than harder.
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Marketing Plan - Ideal Client
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Next, you'll do your marketing plan. What means of advertisement will we use to launch our product? What means of promotion? Will we use to build our product name? Who is our ideal customer? What is our message? What is our brand? What is our image? And how do we want to be perceived by the marketplace? What businesses or brand will we align ourselves with strategically in order to build our market recognition? What is our budget for marketing? What media will we use to promote ourselves? How many prospective customers do we want to generate? How many prospective customers do we need to generate in order to meet our sales goals? What are our follow up policies and procedures? What specific activities will we list on our marketing calendar in order to make sure that the proper follow up policies and procedures will be implemented.
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The Business Plan. What's the Plan?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Next, the business plan. Who are we? What is our product? Or service or idea? Who are our customers? What is our market? Who is our competition? Where will we operate? How will we advertise? How will we market ourselves? What is our unique selling proposition? What is our business identity? What size will our company be? And what size will our company eventually become? How long do we plan to stay in business? How much money do we intend to make? Will we operate on a fiscal year or a calendar year? What is our corporate structure? What industry will we operate in? What are the strategies that will govern our overall operations? What are the tactics we will use to implement our strategy? What work needs to be done? And by whom? and by when? Who is on our advisory board? How will we build our executive team? These are some questions that you'll ask as you formulate your business plan.
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Vision Statement - Where Will You Be
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The vision statement, where will we be in five years? 10 years, 20 years from now? Where will we be in one year? Where will we be in three years? What does the future look like for the business in our mind's eye? When we close our eyes and think about our business? What do we see? I know what do you see. Next, our values statement, what do we hope our business will be remembered? As what are we here to contribute? Who are we here to educate? What experience will people come away from? How will we empower our clients? How will we make our customers feel better about themselves and their lives and their businesses, if that's appropriate, by being part of our organization, whether they are employee or customers? What are we going to stand for? What are our priorities for our business?
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Move from Potential to Performance
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
It's super important that we move from potential to performance. In other words, these are what saying is you take notes you–every time you take a note, you put an action step next to it, that action step has to happen at least an extra step within the next 24 hours. So some of you are in the VIP lunch, you take an action no matter what by before lunch tomorrow, when you're done today, take one action towards whatever your nose work today, you have to get into the cycle of performance, right? And so I can tell you all the people that are doing it, they're all the influencers you're following, anyone? If you were to say like, who this is person, I follow this person I like they're just out there doing. You know Gary Vaynerchuk will tell you, he says if you watch my stuff for 30 days in a row, you're gonna hear everything I have to say, ever, on any topic for my whole life. Do any of you follow Gary Vaynerchuk? Does he not say the same thing over and over and over and over and over? I met Gary like 15 years ago, he said the same thing for 15 years, and you know what he's gonna do in 15 more years? He's saying the same thing, right? But that dude executes like nobody I've ever seen, that guy executes. I mean, he's on every platform 15 times a day. He's–and he does exactly what he says.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Potential is wonderful place to be. I got to tell you in potential, you are a legend. It's amazing–I can't believe how good I am. You know, in potential, I can make no mistakes every idea I have is freaking brilliant, right? And my god, I gotta tell you, not only am I charming and handsome, but boy I’m smart in potential, but performance is very messy. Performance is risky. You can get it wrong, or worse, you can get it right and be expected to repeat that over and over again, right? Performance is very, very messy, right? It is very risky, but it's where you are most alive. You will find out what you're all about in performance. You cannot find out what you're all about in potential. You just cannot, right? And the longer you stay in potential, the more full of shit you are.
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When Its Time to Build a Team
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now it's time to build a team, right? You now–you're so busy, you enter the synergy stage and you need an implementation team, you're so busy at what you're doing. You need other people to work elbow to elbow side by side with you and to do the work together, right? If you're an accountant, you need more accountants, if you're a lawyer, you need more lawyers. If you're a consultant, you need more consultants, whatever it is, you're a brake specialist, you need more brake specialists. This is your implementation team. Okay, now, you need a team that is aligned and totally bought into your mission. You know, the number, the best run event that I've ever been part of was the New York City Marathon. I ran it in 2002. And I ran it again in 2019. And when I ran it in o two, there are 30,000 people that ran the marathon and in 2019, there are 50,000. Most of these staff are volunteers, right? But they are so bought in to the theme, they have a theme at the New York City Marathon is that one of the most transformational experiences you can ever have in your life is to run a marathon and to run it in New York. Now, on TV, it looks like a race. But if you've ever run it or been part of it, it's not that at all, it's a parade. The runners are the floats and there's 2 million people that line the streets in all five boroughs of New York, it's a logistic nightmare. Think about that two over 2 million people, probably 2.1 million people by the time you are done organizing the fire department, the Public Works, the police department, and yet it comes off without a hitch, right? Why? Because the people there are so bought in, it's easy to train them. There's a couple of key things that they need to know. Basically, you keep the runners running, you keep them moving forward.
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Stage One, Stage Two, Stage Three, We Have Minimal Systems
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Have a team that's bought into your mission, vision, values and purpose. They will do whatever it takes to make the job happen, right? The result happened. Now, you'll notice I haven't used the word systems yet. stage one, stage two, stage three, we have minimal systems. Okay, if you put in systems too early, you will slow down the business's growth, alright. What I've learned over the last 32 years and hundreds of 1000s of businesses is that sequence matters. When I meet a client for the first time, they're doing almost everything right like, they'll tell me, I'm like, What are you doing? Like, oh, do this, this this? And I'll say, Wow, that sounds great. You're doing it all right. At the same time, guess what, almost everyone is doing them out of order. When you do the right thing at the wrong time, you put friction into the system. So you put systems into too early. You're trying to put efficiencies into parts of the business that are not designed for efficiency. So for example, everyone loves to automate lead gen. Everyone likes to automate their sales process. It's nearly impossible. You can't throw enough money at your sales and marketing systems in order to fully automate them and make them fully efficient. They're not designed that way. Jeff Bezos gave an interview where he said our client acquisition process right now, which is giving away prime and freemium, and it's not sustainable. At this rate, it's too expensive to acquire a client. We can't do it this way, right? So you either get involved in your sales and marketing systems in the beginning to make it effective and then once it's fully effective, meaning you know what price to charge and who your ideal client is and what gets them to buy for how often and at what frequency, then you put efficiencies into your business development efforts but it's never going to be fully efficient.
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Systems Too Early is The Grave Yard of Most Small Businesses
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Somebody comes into their business and said, look at you can eat off the floor. I'm like, Oh, my God, we got a problem. Systems too early slows down the growth of the business, you want just enough that your synergy team can handle the task at hand. Now, once we've proven this out, we go through this little jagged line, you see that between three and four, we get to go to stage four. Stage four is the system's stage and this is where you decide not only on the systems of your business, but you decide the ecosystem. What kind of business are you going to become? Are you a partnership, a franchise, a license, a certification, a virtual company? What are you and how are you? How do you operate? What is it you're all about? Because that will determine the type of systems you put in, right? And so this stage three to stage four, we call the graveyard of most small businesses. That's where people try to scale. They either had systems too early or they didn't put them in right. They got big, they got poor, they went down to small so they can make some money again.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Somebody to like you and follow you. They have to believe on some level that they are like you. Okay? Does anybody know the definition of rapport? What would you say? What's a working definition of rapport? How would you call? (understanding, it to create a common bond and interest). He's a smarty pants, a common bond. Okay, very good at what else is often you define rapport? Values, connection, comfort, a harmonious relationship, trust, and how can we build trust? rapport is the relationship of sameness, lightness, and commonality, sameness, lightness, commonality, the more that someone feels they are like you, the more they can allow themselves to like you, right? And there's always something you can find in common. And you can build that relationship by performing on that, but we now need to influence them right? On some level, for somebody to follow you, to buy from you, to want to be associated with you is that on some level, they have to admire you.
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JV Around A Like Customer
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Joint venturing is one of the quickest ways to accelerate both your business growth, but your partner's business growth, okay? And Sheera who do you sell to? Who's your customer base, mostly? Women of what age? Women 35 to 60, homeowners? Who here provides a service to homeowners? What's your service? Real estate property management services? Do you manufacture clothing? Do you do Property Management Services? No. So they have non competitive businesses. They're complementary, but they're talking to the same people, right? So Debbie can write a letter on behalf of Sheera to all of her clients like hey, listen, I just met this woman. She's fabulous, she's–you want to see the clothing she has surely been guaranteed delivery, right? That was kind of a joke. He didn't like that one was still reeling from that one. Sheera is gonna say, Hey, I've–you know, in my travels with a lot of you, you've mentioned that you have a you have other properties and you might need some property management or real estate services. I just met someone who's fabulous, and I'd like to introduce you to her. And you just cross promote and write letters on behalf of each other. It's non competitive. Oh, and by the way, when you go to Sheera’s website and you go to Debbie's website, you're gonna see some pricing, you're not gonna have to pay that because we've worked out a special deal just as a thank you for being our customer. You're gonna get a special price.
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Why Hire the Obnoxious Guy? Part 5
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
If one of us made a problem, or made a mistake, we had a problem together. And it was a great synergistic relationship because they were invested in my success and I was vested in getting done because I wanted that premium, okay? Now a couple of other things happened. The psychology of the buyer got in there too, because they were buying my best offering. So you know, who I started to attract? Buyers who fancy themselves as somebody who always bought the best. They were a premium buyer, and they liked it because I started to notice this, because they started telling me stories about how they bought the best car? How they got the best seats at the ballgame? How they got the best seats at the Broadway play? How they chose the best option when they traveled? How they got the best Express tickets, so they didn't wait online, how they bought the best version of you know, some apparel or clothing or a watch. And I started to realize, wait a minute, I'm part of a larger plan that they have, where they like to buy the best.
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Why Hire the Obnoxious Guy? Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Do you know when my business started the guarantee outsold the standard two to one and other than basic advertising at the time, I was not an advertising or marketing machine. I was not some lead generation you know, expert. I just made a promise that nobody else in my niche had the guts to make.
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Why Hire the Obnoxious Guy? Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Think about this for a moment, can you imagine that being your clientele, they're willing to pay you your premium, they're willing to do the aspects of the job as from a client standpoint, that they're supposed to make sure this job goes, well, they are going to have no delays on their side, they're going to make all of their decisions in advance, so they don't change the project on you midway. And they're willing to get out of your way and let you do your work and they're not going to delay you for any reason because otherwise they're not eligible for their refund. Wouldn't it be great to have that clientele, they're passionate about your work, willing to pay your premium, willing to do, willing to be a good client. Think about that, big difference uh? Well, that was my clientele at the time. I had clientele who were willing to spend more on the project and didn't want me to do the project with them necessarily. They wanted me to do it for them, which meant they were willing to do their part as the customer, make the design decisions, do approvals, make the payments, make sure everything was out of the way so we could do our work and then they let us do our work. Wouldn't it be nice to have a whole bunch of clientele that did that? Of course you would.
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Why Hire the Obnoxious Guy? Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What is indicative of that buyer? Okay, what's going on with them, that makes hiring the obnoxious guy the most? Number one is there's probably distress in some way, shape or form. There's a deadline they have to meet. Here's what I learned. People would be hiring me for a project because they had a commercial building that had to close, meaning that to complete the project and get their certificate of occupancy as the landscaper I was one of the last contractors on the job site, we used to work side by side with the paving contractor who used to lay the asphalt and the sidewalks in the outside. There would be some interior work being done but on the outside, it was the landscaping and it was the paving contractor, right? So they were getting to the end of the project and they were under some sort of deadline, right? Or they were having an event in their backyard or at their property. Maybe it was a wedding or a family reunion and it needed to be or big party or graduation and it needed to be done by a certain day.
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Why Hire the Obnoxious Guy? Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Why hire the obnoxious guy? So why would somebody hire the obnoxious guy or the obnoxious gal? What is it that you're tapping into that makes the buyer the prospect choose that option? Right? It's clearly a lot more money, they're getting the same basic product or project or service, right? There's a few intangibles in there for sure but essentially, it's still the same thing. So why hire the obnoxious guy? What are you tapping into that makes them choose that option? So going back to my early landscaping days, I guaranteed the start date guaranteed the finish date, a guaranteed max price for the scope of work, guaranteed the quality of the work a year later and add experienced project managers on every site. What was I tapping into? What was going on in their life or business or project that made hiring the obnoxious guy a must?
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Growing & Scaling - What's the Difference?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Growing and scaling are two totally different things. When a business owner gets started they are growing,right. They’re growing their business or getting busier, they’re getting more clients, more customers but they’re--when I say growing, growing implies that the business owners still tie to the business and has to be involved in a day-in, day-out basis. Scaling implies that the business owner is not involved in all day-to-day operation because there’s too many clients to service, too many employees to manage and that business owner can no longer have their hand and everything and so you have to communicate to your clients and you have to communicate to your employees to A: other people and B: through processes and that processes could include like software or automation. So, it’s so important that a business owner give up control and transfer that control to other people who are aligned on their mission,vision, values and purpose and also processes that create predictable and consistent results over time. Now you’ve got scalable--you've got a scalable operation and the only way you can scale is if a business owner (is) willing to give up control.
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Features vs Benefits - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
This place hung their entire marketing plan, how they built out their staff, their real estate, their office space, virtually the entire business had their arms wrapped around this one-stop shop concept. Whereas once we dug into who their ideal client avatar is, that person wanted a certain result and would have been willing to overpay or be inconvenienced in order to get it. So they were selling something that their clients weren't buying. We need to fall back in love with the client and find out what would that client want. And here's what we did: we guarantee your smile from life. We guarantee your smile and every procedure that goes into that for life. If you come to us, we will do whatever it takes. And there's a whole host of other features that go or features and advantages that go in with that. But they guaranteed it best in class smile for life. How about that big difference? We're a one-stop shop. Okay, that's fine, or we're going to give you the best result guaranteed.
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Features vs Benefits - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
If that corporate executive had the choice between going to multidisciplinary everything under one roof saving me a lot of time practice, and their appearance came out their smile, their cosmetic surgery came out, okay, good, not great, but good. Or they came out with a guaranteed best-in-class smile, cosmetic features changes, surgery, you name it, guaranteed best-in-class, but they had to go to various locations to do it. They had to go to 10 different locations. But the end benefit was you're going to look the best you ever would. Which one? Do you think that person is going to take the convenience of one-stop shop, but a lesser result in an area that's very important to them? Or they'd be willing to be a little inconvenient but get the best-guaranteed result? No matter what. Which one do you think they're choosing? I agree with you, I think they're choosing the best-guaranteed result. Which means how important is the one-stop shop feature of your business? Well, it's pretty good. But is it as important as you keep selling it? And the answer's no.
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Features vs Benefits - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Just because you're a one-stop shop, what advantage does that give you? So what competitive advantage does the feature give you? We're a one-stop shop. That means you can have a more collaborative approach to your medical care and you can have subject matter experts talking about your medical care at the same time with you in a more collaborative approach, okay? And so that can help you have a more comprehensive conversation about your medical care, okay? So, that's the advantage. So if I had to go to 10 different medical practices, because they did not have all those specialties under one roof, I would have to manage all those conversations. It's not as comprehensive not as collaborative, you all see that as an advantage, okay? What's the benefit of that? Well, in this particular case, it was a dental practice, okay? So now why would I care that you have everything under one roof? And they said, well, it's gonna save your time? Ah, that's a benefit, that's good. Will it save me money? Well, sometimes because you won't have to have repetitive services. Okay. I like that. I said, Now, hang on a minute. Tell me about your ideal client avatar. And in this particular case, they dealt mostly with corporate executives in this particular practice. And these were people that were on the fast track and they were on a growth track in their careers, you know, and their appearance. This was a cosmetic medical practice, and their appearance, they felt was very important to their career advancement. I said, Oh, okay, got it. So let me ask you a question, folks. If and you answer this for yourself as you're reading and as you're listening.
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Founders get in the Way of Growth
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
I was just reading an interview, an old interview with Bill Gates where he said in the early days of microsoft he--he wrote all the code and then when they bought in coders, he had to sign off on all the code before it went out and then they bought in Steve Ballmer and Steve was like Bill does anything happening that’s it, you’re not doing that anymore and--but Bill Gates had a hard time letting go of the coding because that was his area of competency, right? And so it’s usually the main problem tends to be the founder because we got off the ground and we prove our concept based on the founder’s drive but now we’ve got to--we’ve got to let go of that, let the next generation take over. This is very very common in family-run businesses, where parent(s) won’t let go and so a family can’t scale and have it grow beyond--have it grow beyond what the founder first envisioned and they hold on to the point where their family members scattered.
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First 2 Hires - Part 3
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
One movie that impacted impacted me for a lot of different reasons but did anyone see Schindler’s List? What did Liam Neeson do every time he had an idea throughout the movie? He turned to his, to Ben Kingsley’s character, I forget what his name was. And he just said, ‘I never want those guns to shoot straight again. Can we do it? He’s yeah, we can do it, yep, we can do it. Do we have the money? Yeah, you got enough money, here’s what you can do.’ That’s what I, there’s so many lessons from that movie, but one of the things I took was, Liam Neeson doesn’t happen without his finance person, or somebody, doesn’t have to be a person could be an entity or whomever. But, I have somebody who, I have somebody oversees my personal finances as well as my business. So, I know you guys get squirrely about, oh my God, I don’t want everyone to know what you make, everyone knows what you make. That day, you know, no, no I hide it good. No, you don’t, you don’t hide it good at all. They already know so let them at least help. Ok, so first one executive assistant, second one strong financial person.
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First 2 Hires - Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
The second one is, a strong finance person, you will never get where you want to get without somebody who can crunch the numbers and tell you if your great idea is actually a great idea or a really bad one. Ok, Melissa worked for 10 years, she is a full charge accountant, she lives in Canada, we sponsored her to be here. I didn’t need an accountant in a small consulting firm, but you know what? For every lame brain idea I came up with I would say, yes or no. She’d be like, go ahead! Or, she’d be like, I don’t think so! Ha ha ha, not a very good idea. And I’d be like, alright, I wouldn’t always listen, which made our relationship so special.
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First 2 Hires - Part 1
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
My suggestion is your next 2 hires or outsourcing is a personal assistant, number 1 is a personal assistant, alright, I could do this for your life. What are the recurring tasks in your life, your life is a business guys, ok, I get my chops busted all the time on my calendar, I have everything on my calendar, everythings on my calendar. Right, so I come in and they’re like did you take your vitamins yet today? You know, like shut up, but there’s a level of transparency, I get it, but your life is a business. Outsource that to somebody else.The stuff, the recurring tasks, the thing on your life that can happen on a computer screen. Alright, so, look to outsource that, first one is executive assistant.
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Your 48-Hour Challenge -
Hey everybody this is Carl Gould with your #70secondCEO.
I have a 48-hour challenge for you. My 48-hour challenge for you is to get off the grid. Ok, I’m here in Moab, Utah, well off the grid, no sign of any cell service here, I’ve got my phone but it’s not connected to anything.
Get off the grid for 48-hours:
- Take a journal, a pen, take your phone, your one note, however you capture your journal notes.
- Start to think about where were you in the last 5 years...
- Where you are now and...
- What is the next 5 years going to look like for you
- What are the major accomplishments...
- What are the major issues...
- What was the theme of each year for the last 5 years
- What’s your theme this year?
- What’s your theme for each of the next 5 years
- Plan out your next 5 years as if they’re on purpose, ok?
My challenge, 48-hours off the grid and post a comment below:
- What the major take-away was from you being off the grid
- Thinking about what the next 5 years of your life is going to be like
So, this is Carl Gould and this has been your #70secondCEO.
How to Make Your Strategic Plan More Compelling -Answer these two questions. First, give yourself a rank, a scale of 1 - low, 10 - high.
- What is so compelling and inspiring about your business that would make an employee be willing to switch geography, leave where they’re working now, and come work for you, for less? That’s right. You heard it. Less.
- What is so inspiring and compelling about your business that your competitors' customers would be willing to leave buying from them, switch over to you, and pay more? Pay a premium for your products and services.
If you can answer those two questions at a level eight or above, you likely have an inspiring and compelling business that will attract premium clients, and premium employees and have loyalty for the long haul. OK?
Like and follow this as well as subscribe to our micro podcast, put your comment below I want to hear what your ranking was. Ok, and then we’ll work on it from there. I am Carl Gould and this has been your #70secondCEO.
You’re Just Making Noise
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, the internet has leveled the playing field in business, everybody has the same access to the customer and it’s for free. Think about this for a minute, everybody is a penguin and everybody is making noise. So, one thing to know, if you’re on social media and you aren’t saying anything significant, you aren’t adding to thought leadership you aren’t saying anything that is really relevant to your audience, you’re just making noise. Now it’s not a total waste of time for everybody if you’re just making noise, because you elevate those who are thought leaders. Your job is not to elevate the thought leaders, your job is to become a thought leader. Remember in the last video we talked about how in winter, purchasers defer to experts. Well, social media is a waste of time if you aren’t saying anything significant, however, if you are saying something significant, then all of a sudden you’re a journalist, you’re a thought leader, you’re somebody who is adding value to their clientele or to your audience. So remember, we need to:
- Differentiate
- Define your niche
- Define your clientele
What are the things that are on their mind most of the time? If you can answer these 2 questions, you can create all your social media around these 2 questions.
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Your Calendar Can Set You Free
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
The calendar will set you free. As good as you think your systems are, wait till you hire a virtual assistant, you’re going to realize holy cow! There’s more to do. Because when you have to explain something to somebody through email, it just has to be more detailed and granular. Does that make sense? So, for today’s meeting, for today’s meeting, you know, we’ve got the calendar appointment, who all is invited, where it’s happening and then we attach all the relevant documents to every meeting. So, not only does your calendar serve as a good tool now, you can always refer back to it. So, next year when you do the next meeting you say what did we do last year? Well, the whole plan is sitting there, ok, alright. So build your, so think of any, you have your plan for recurring tasks. So, the ones you’re going to leverage, let’s build your digital recurring systems first, digitals are the key.
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I can Steal Your Money! Part 4
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, if I steal, within your range of mismanagement, you won’t even look, or you would rarely question. Rarely question. Ok, so, we had a client who was a forensic accounting company and I remember talking to them and I said, so I said, when you get called in and there’s suspicion of fraud like, how often do you find it? And they said every time! And I’m like oh, I know, really like how often? He goes no, 100%, 100% if you suspect it, it’s happening. I’m not saying you're being stolen from, but we were like seriously? He’s like yeah, 100%? And we were like wow, wow! You know. So, the, again, if you look at that range, if you look at that range, look at that range, we want to close that gap in there, right?
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I can Steal Your Money! Part 3
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, let me ask you a question. I’m going to give you 3 scenarios, tell me what you would do. First scenario, you give me, let’s imagine I worked for you, you give me $5000 expense budget, marketing, whatever. You gave me $5000 and then I went out and spent all $7500 of it! What would you say to me? What the hell? You would ask questions would you not? Maybe it was a worthwhile spend, but you’d want to know why I went over. So, if you gave me $5000 and I spent all $1000, what would you say to me? Nice job, right, I got $4000 for me or if you’re not going to use it I’m not going to give it to you next year, right? But you would ask questions would you not? You gave me $5000 and I spent $4950, what would you say to me? Nice try, you’d say well done! It gets better, you wouldn’t even look at the bill. Fair? Good job, you’ve got bigger problems you seem to be...go!
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I can Steal Your Money! Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You want me to ask about the cost of goods? Gross margin? Net margin, right? So, your percentage difference between the two is what we would call your range of mismanagement. In other words, in other words, if we go over that number you’ll take notice, your team way outperforms, or if your team way underperforms, you’ll take notice. That’ll wake you up, that’s your thermostat. That’s your management thermostat. If it goes too low the air conditioning kicks on, if it goes too high, sorry goes too low heat kicks on, goes too high air conditioning kicks on. You don’t, in between that number, right, in between that number, you don’t take notice. So, if you’re say 10%, take 10% of your revenue, that’s how much I can steal from you before you would even notice. And as long as I was stealing within that range you wouldn’t even know where to look.
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I can Steal Your Money! Part 1
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
I do this thing, remember I said I could show you how much money I can steal from you? And you’d never know it, ok? So, without looking at any reports please, write down, year to date, as of close of business yesterday to the dollar, what is your collective revenue in your business as of yesterday, close of business? Write down the number no rounding up, no rounding down. Before I even, before you even attempt to pretend to know. How many people know? Exactly, write down the range of what you think it is. Ah, it’s between this and between this…..I think it’s like between 1.2 and 1.4, it’s eh 600 and 650 eh, I don’t know. 5.2 to 5. somewhere in there. Ok, what’s the difference percentage-wise between those two? 5%, 10%, 15%? 20? Alright, 10 is the most common answer by the way. Alright, I just asked you about sales.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You want to make the promise that nobody else in your niche has the guts to make. Now how do you know what promises to make? At your next association meeting, at your next gathering where you’re among your other industry peers and you get into your CEO round-tables and your mastermind groups you guys all talk about the same problems. You all HAVE the same PROBLEMS!
So, make a list of what those problems are. Cross them out one at a time and say, see that one? You’re not going to have that problem if you’re our customer. See that one? You’re not going to have THAT problem if you’re our customer. What it will attract is value based buyers and not price based buyers. In other words, you can increase your fees. You increase your fees you’re thought of as an expert. What do people buy from in winter? Come on...go ahead...exactly they buy from experts. So, this is a domino effect. One of these strategies plays right into the other one. So, get right to work-
- Make that list of all the complaints
- Circle the ones you think you can fix
- Promise your clientele and your pipeline that that will never happen to them as long as they are a customer of yours.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
In your messaging you need 2 things, you need:
- TIMELINESS and..
- TIMELESSNESS.
Let’s take the TIMELESSNESS first. So, in your messaging you want to have the core foundation, foundational communications that are relevant to your clientele forever. So, business wisdom and personal wisdom and messages that match the seasons and match the holidays and match the rhythms of life at certain ages and certain milestone birthdays and events in their life. So, we want to make sure that we do the things that are communicating the things that people like on a regular basis:
- Motivation
- Trivia
- Thinking
- Fun stuff
Things that are what I call non-linear. Meaning nothing to do with anything. Right? That’s the TIMELESSNESS, that’s the stuff that was good 10 years ago is good today and will be good 10 years from now.
Then you need TIMELINESS, now remember we are in winter so, here’s the economy (makes up and down gesture). When it’s going up, you got to be talking about how things are going up. When it’s cresting and going down you got yo be talking about how things are cresting and going down and what to do about them. When things are in a landslide, you got to be talking about what to do for that.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
If I have an airline mileage account, here would be my IDEAL point system, ready? Ready? Take this down, you’re going to want to know this one. Earn them, use them! Yeah! Alright see you everybody. No, I’m just kidding. It is so hard to use my damn mileage account. Like I’ve got, it’s like an act of congress to be able to cash these damn things in. They’re ridiculous. It’s too hard to be your customer sometimes. You have to realize that you are this giant elephant to your client and they don’t go to school to learn how to be your customer. You have to make it easier for them. So, what do purchasers like in this economy? They like self-directed experiences. They want to be able to design their experience. That’s right, they come in they look at the Chinese menu, you say, I’ll have one of those, one of those, one of those. I’m happy! I’ll come in and I’ll want to buy a car. So instead of you just showing me what’s on the lot, I want to go to the website and I want to design it. I love that. Where else can you allow the customer to design their invention. So take your product, here’s how you do it, take your product and service offering, break it down into its smallest bits and allow them to buy those little tiny bits.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
This one is called flexible consumption. This is another way that you can start to generate revenue in your business. My father always used to say to me when I would complain, ugh, my sales cycle’s taking too long Dad, I’m not getting the clients I want, they’re not paying what I want. He said, “Carl, Carl, it’s really simple, you’re not making it easy enough for them to say yes. You make it easy for them to say yes, they’re going to say, yes. If you’re not getting the results you want in business, you’re not making it easy enough to say yes. You’re making it too complicated.” Good one Dad. Alright, so, I’ve got to go back and I’ve got to look at my product and service offering. How can I make it easier to say - YES! Well, here’s a few ways to do it:
- Bundle your services together. You know if I walk into a restaurant and say I’d just like an omelet. What kind of egg? I don’t know, you know you can have a brown egg, you can have a big egg, you can have a jumbo egg. Ok, ehhh, brown. What kind of cheese do you want? You want mozzarella, you wnat parmesan? Eh, you know, if it’s that hard to order an omelette, I don’t want to come here anymore! Make it easy for me! Alright? Give me a few easy choices so I can just walk in and say, OMELETTE, and it shows up.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You’re going to have a premium offering, that really high McDaddy offering and then, once you’ve convinced them of the value of your brand, then they’re going to go and purchase off the menu. And on that menu is something for every appetite and something for every budget. You need to compete to be the best in your niche. Not the worst. And if you’re pricing is in the middle of your niche, consumers think you are among the worst. Because if you are the highest price in your niche, they’re going to think, “Wow! They can command those high prices, they must know something.” Conversely, if you are the lowest in your niche, that is the second way you assert your authority. How can they be doing all of this and not charging us? They must know something. But in the middle? Nobody knows anything. That doesn’t take any talent to be in the middle. But to be the top or the bottom in pricing that takes talent. That takes an expert, you need to be an expert. Ok, for most of you watching/listening today. It’s easier to be the highest price in your niche as opposed to the lowest price in your niche. You go low price, now you’re on a huge volume game. Now you’re competing with the real big boys.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, here’s what you need in your business. Whether somebody buys it or not you NEED to offer a VIP, or exclusive or premium service, or white glove treatment, concierge or mcdaddy, or the whole enchilada. Whatever you want to term it. But you need that platinum, titanium offering where it’s the highest level engagement with your company. How do you know what to charge? Take your current fee, cross a line through it, take that number, cross a line through that, double that number! So, you double it, and then you double it again and you bundle products, services and bonuses and perks that to your clientele would make that price seem reasonable. That’s when you know you have a high enough price offering. Think about it, you walk into the showroom of an automobile dealership. What car do they have in the middle of the showroom , behind velvet ropes with the spotlights on it? Right, their most expensive car, which nobody ever buys. Why do they put it in the middle of the showroom? Because they know it will attract you into the showroom, you will be convinced the brand is worthwhile and then you’ll go buy something else off the menu.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
We’re talking about increasing your fees. Now wouldn’t that be nice? Just take your prices and charge more? And you’ll just make more money. Isn’t that great? Well you know what, it’s actually necessary. We have been talking about not just being another penguin, about standing above, about being an expert, about differentiating yourself. Well guess what? People judge your quality based on your fees. Think about it, I asked you the question, what’s a better watch? A Timex or a Rolex? And some of you are like, “Timex, do they even make them anymore?” Like pretending you don’t know. And then when I said, how about a Rolex? You all knew what that cost, “oh, $5000 well it depends on which one you get. How much are we blinging this one out Carl?” Now you can spend 15 or above. You all knew what the Rolex cost. But none of you could figure out what the Timex would cost. Right, because we are sold on brands that are higher in price. Apple, Mercedes Benz, Jaguar, Tiffany’s, you know, Rolex and other high end brands. What makes them high end? How do you know they’re as good as they claim? The reality is you don’t! The way that you judge quality is based on their price.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
What Titan of industry or celebrity or performer or entrepreneur would you pay to go see? Or pay to travel to go see? Right, because that person or what they represent or their achievements or their value structure or what they’re teaching or what they’ve learned, it’s important to you. Right, it’s valuable to you. But I’ll tell you what, my daughter, my 10 year-old is not going to pay or travel to go and see Warren Buffett. She already has an old guy in her life, she doesn’t need another one. That’s what she would say. Right, however if I would allow her to go to see her favorite pop star, she’d pay for that, right. She’d empty the piggy-bank for that, “I’ll go, I’ll travel.” Right, because that’s important to her. So, don’t fall in love with the...quick story. I was going to take my daughter to her favorite pop star, right, the ticket was $75. An in-person handshake before the concert was $1,600! So what are we paying more for here folks? The music or the relationship with the brand? Ah ha, yeah, that’s what I thought too. Alright so, we didn’t go by the way. We chose another adventure for her birthday. We kind of considered doing it until she said, “I want to bring my friends.” Ha, ha no chance, not paying 10 grand for 4 handshakes, not gonna happen! Alright, I’ll buy you plenty of downloads of music for that, but we’re not going there. Right, so think about it again, think about falling in love with your customer, and giving your customer access to the products and services that would be meaningful to them.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
What are your benefits and bonuses worth? They are worth something to your clientele. Think of the Mastercard commercial, great commercial, if I want to buy this 20 bucks, if I want to get that 30 bucks, peace of mind? Priceless! Peace of mind is priceless to people who don’t have peace of mind. Yeah, like us right? You ask the kids, peace of mind how much is that worth? They’re like, I’m already there Dad. There’s nothing to, there’s no cost there. It’s priceless to us because they’re featuring us, they’re featuring what’s important to us in the commercial. So, the bonuses that come with using the card are more valuable than the card. Does that make sense? Alright, let’s take credit cards while we’re on that topic. They have different types of cards, there’s the regular card, there’s the gold card, there’s the platinum card. There’s different membership levels and different features, advantages and benefits that come with those levels. So, a second way you can get obnoxious here, is to create membership levels or loyalty programs or levels of service or levels of access. Each one of them has a price to it. What should the price be? Let’s go back to the first part of the exercise, you listed your price - that’s your bronze offering. You doubled it, that’s your silver offering. You doubled it again, that’s your gold or platinum offering.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Because people place value on the intangibles and they place value on some of the other benefits and features that these brands offer. And they are luxury brands for a reason because they are brilliant at (they are brilliant at) connecting with their customer and having a great customer experience. And that’s a lot of why they are so successful at doing that. So I need to warn you, here’s the first lesson in the obnoxious offer, ok? Many of you are too in love with your product or service. You’re too emotionally connected to it, and you feel that’s the main reason why people are doing it for the utility of the product. Well that’s not always the case, remember? A watch is more than a time-piece, it’s jewelry, it’s a status symbol. The phone is no longer a phone, try calling your kids you’ll find out a phone is not a phone! Because they don’t answer and they don’t call you back. Right? So, hey Dad I’m busy on my device, no I called you on your phone, no that’s not a phone, it's a device. I got it, ok. So, what I want you to do is think a little bit differently. Fall in love with your customer, fall in love with your customer again, meaning - what’s important to them?
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
So, the The Problem Solving Engine will punish you dearly in coaching. And so, what has gotten you to this point today, being a really rock star consultant, solution provider, will get in the way of you being a successful coach. It is a totally different set of skills. You call yourself a coach but do you really have those skills? Now some of you may have done some training already. My challenge to you though is, when you're working with a client, a member, you need to bring out their ability to coach themselves, their ability to solve their own problems, and their ability to come up with the solution and follow through. You know the key in coaching is not what happens during the session, the key in coaching is what happens between sessions. Between board meetings, ok? So, how prepared are your members? How much do they follow through on their homework? How much do they challenge other board members in the meeting? Ok, if you answered, well, not so much to any one of those three. That’s where the coaching skills come into play.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You call yourself a business coach, but are you really? You know the skill of coaching is one of the hardest skills to develop over time because it can’t be about your agenda, you can’t direct somebody and you have no control over what they do! So, there’s a certain skill set to draw the resources and the answers out of somebody in such a way that they believe they were the ones that came up with the answer. Yet they credit you with the process. How do you do that? Right, now, here’s the challenge that you have… all of the skills that you have developed to get you to this point where you are watching this video are NOT coaching skills. You are afflicted and inflicted with the curse of the P.S.E. The Problem Solving Engine. The problem solving engine is that wonderful mechanism you have in your brain. The moment someone tells you a problem, you’ve got it solved. Done! Just give it to me, I’ll take it! Problem is, if you solve the problem, guess whose solution it is? It’s yours, not theirs. And they have to feel like they came up with it.
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- It’s Powerful to Look Back - part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
I’ve always said that sequels are great in the movies. But they are TERRIBLE in business. We don’t like sequels unless it’s something really good. Ok, so we don’t want to repeat history here, so, we want to understand what did not meet our standard. What was not exactly the way we wanted? So, we can create a plan so that those things do not happen again. Alright, so you’ve looked back on the things that didn’t work so well. Now, you only build on the positive and you can only build a successful business, sales process, and consistent and substantive victories on the positive.
- So, what actually did you do well this past year? Let’s take some inventory of that.
- What actually exceeded your standard?
- What was a new ritual or habit that you took on that really worked well?
- And what discipline did you employ that you now find is greater than the pain of regret? You know they say the pain of discipline is much more powerful than the pain of regret.
- So, what discipline did you take on this year that will make sure you don’t regret next year, during the year next year?
So, let’s build on the positive, we took the power of looking backward, we found out what we were tolerating. What do we not want to repeat? What was not great for last year? Now let’s flip the coin, what did work really well?
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Scheduling conflicts will trip up your progress. Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Sometimes when you’re in the jar, you can’t read the label, alright, so, I know it sounds silly, but we’re out here reading the label for you. Ok, so do yourselves the favor of holding each other to getting it on your calendar. So, if we wrote November 1st, 2023 at 12 oclock put it in your calendar as an appointment and invite the person you’re doing it with to that appointment, that’s our weekly meeting to talk about PTO approvals, so this is our weekly meeting, if I have to send a marketing budget draft to somebody, make an appointment with that person, on that moment I’m going to send it. That’s when we’re going to have that meeting. So, you know you have the right action item if you can put it into your phone as an appointment. When we talk about leveraging technology later, whoever is in that session, we’re going to talk about how to use your calendar as your ops manual. The calendar, the old thinking that that’s my appointment calendar. That is like so last week, we’re not doing that anymore, it’s your ops manual.
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Scheduling conflicts will trip up your progress. Part 1
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
This is the one thing, the main thing that trips up your progress is scheduling conflicts. That’s why we developed the Annual Milestones Planning the way we do. Where you put it on the wall, and you step back and you’re like, you’re going to do that? At the same time, we’re doing that? That sounds crazy! That’s just a macro example of how you’re not managing the resources. This is just a micro example, alright? So, absolutely have your device with you, go to that time, if it’s November 1st on this day, make sure there’s nothing else going on. I guarantee for a number of you, you’re going to find out there’s a scheduling conflict. I want to spend more time with my family, cool! What time’s your family home? Oh, 4-6. I want to hit the gym, got to go to that class, what time’s the class? 5 o'clock….You see a problem? No, put it on your calendar...oh, right...oh, ok, so, unless we make you do it, one of them is just going to fall off. Well, I can’t do that because that’s right in the middle of family time. Well, did you think about putting it on in the morning? That’s a good one, good one. Good one, 5, yeah, got a lot of time in the morning.
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- Utilizing VAs Overseas - Part 2
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Because they want US clients, so, they like, so you’ll ask ‘em, “what time you work?” like “whenever”, I’m like “well I’m New York, you’re the Philippines, what do you mean?”. He’s like “Your time, 9-5, or do you want me to work through the night?”. So (name of Filipino Google form gal), I’ve asked “No keep your regular schedule” ‘cause it’s great at 5 o’clock I can put a bunch of stuff on her, and it’s sitting in my inbox when I wake up, right? So I build a multi-time zone team. We’re on six time zones, our team, is on six time zones. We have 24-hour coverage, and um we have Europe, South Africa, the US, I think New York to California, and we have the Philippines. So, that’s how we’ve covered it. So, if something needs to be done, we can start - I’ll say to Melissa, she’s like “Well I can only do this much.” I’m like “Hand it off to (Filipino Google form gal), she’ll get it back to ya’ in the morning.” Alright, so your tasks don’t have to be eight hours. So, better to have two or three part-timers managing - manning that chair than one person.
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- Utilizing VAs Overseas - Part 1
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Who’s client facing, and who’s not? Alright, so you have to make sure. So one of our Filipino VAs teaches English in the Philippines. So, her English is great, if I didn’t tell you she was from there…(name of Filipino VA). Um, she does all of our Google forms, she did a whole large data analysis uh program for us. I said to her “do you know Google forms?” she’s like, “yeah”. I’m like “good, you have 72 hours to figure out how to do this survey.” And boy, she probably spent every hour ‘cause I told her to have it done by a certain time, and it was like one minute off it came in. So, I’m pretty sure she had no idea what she was doing, but she figured it out. And so every time we need a Google form we send it to her. She’s our Google form gal, right? And now, we’re training her on, ‘cause her English is so good, on how to be a moderator on our conference calls, right? You know, and so, most of the VAs around the world will work the US schedule.
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Hiring & Managing VAs
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Unless you wanna spend your life training VAs, you hire a firm, not the VA. Alright, so, the way you do it is you go to the firm and you say “I’m interested in hiring multiple VAs from your firm, here are the following things I would like to outsource…” Guess what you’re gonna send ‘em? What you just wrote down. They’re gonna say “Oh, we’ve got people for that!” you say “Great, I will work with you under one condition: that you assign a project manager to all of the VAs. I’m gonna go to you, and you alone. I’m gonna tell you what I want”. You’re gonna figure out who in your team’s gonna do it so if that person goes away, guess who’s responsible for training the next person? Their manager. So I get nothing for it, I’m just a fan and we use ‘em all the time. Check out Mr. Outsource in the Philippines.
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What You Can Outsource?
Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
The medieval or Renaissance painter used to paint all of the kings and queens, all of the queens. The painter used to paint the face and then he let other painters paint the body. And that’s how he was able to scale up his painting, I’m paraphrasing a lot of the story, but basically, the important part was the face and anyone can do the body. So, it’s kind of like, you know what I mean, I don’t think there’s any way around it. I still have to write, I still have to be the one who like, “oh, we need this,” and I’m the one doing it, you know, but that’s because they want to hear your technical expertise, you know. So, I think you can minimize that part, I don’t think you can eliminate it, you know what I mean, I think it’s just one of those things. Ok, cause I know what you’re talking about, your content has to be right on because the person who actually know the difference, they will know if you actually solved their problem or not. If you do, you’re in, if it’s generic they’ll be like uggh.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
We all work hard enough, so the value and the commitment to your how and your why is reflected in your pricing. If you’re pricing lower than you need to be then you are undervaluing your intangibles. And your clients love you for your intangibles. Ok, so find out what your clients want the most, that they are willing to pay more for, right, and be #1 in their life. By the way, there is very little competition for #1. Most people are trying to be middle of the road, let’s find out what the competition is doing, oh, we can’t go higher because everyone else is lower. That means your competing to be among the pack. Remember you want to be the top penguin, not in the herd. You want to be the top one. Well if you’re going to be the top penguin, you got to be top in something. Quality, experience and price has to go along with it because one of the top ways your that your clients, one of your clients, great value for your product, that’s the way they figure out if you’re valuable or not. One of their filters is price, that’s one of their tops. So you have to look at your pricing strategy. Remember #1 is yours for the taking!
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
If you knew every dollar you’re about to spend was going to stay in your local community, and it would enhance your local community and all your, just think about your local community. Would you be willing to pay 1% more? I bet you, you would be. Most people would, ok, that’s an example. So, his customers love them for something other than just the product they make. They love the fact that the how-made in New Jersey. Why-community is important to us, we’re looking to improve the quality of life of your family. Ok, the how and the why matters. So, if you can raise your pricing 1% and not lose your customers, that means that they value your intangibles higher than you do. So, you can increase your pricing before they take off. As a matter of fact if you keep undervaluing your intangibles they will leave. You know people complain, some people complain, hey Starbucks they charge a lot. Yeah, at all 12,000 locations or so! Right, last time I checked, it’s probably higher now because they keep growing, why? They’re giving their clientele what they want, they’re playing the game 10% smarter. Cup of coffee is a dollar at your local luncheonette that has one location. What if I told you this, we’re going to double your pricing, double it again and we’re going to kill it! Were going to expand based on that. Well, that’s what Starbucks did.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
But, the way you do what you do, how you do it and why you do it, that matters and that matters to your customers so, how you do what you do and why you do what you do, matters. So we have a client that’s a manufacturer in the United States and you would think, Made in the USA! Nope, not good enough, they’re a locally based New Jersey company. So, we’re not just made in the USA, we’re made in New Jersey. Ok, what do you think that means to their local clientele who work, worship you know educate and raise their families in New Jersey? That means a lot to them, because not only does that mean all the money they spend goes to a local New Jersey business but employs New Jersey people, and all of the money stays in their local community. That’s pretty important. So, they played that game a little bit smarter, so guess what if you knew that any product or service that you bought would help build a quality of life in your local community. Would you be willing to pay 1% more? Think about that.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
10% smarter, how do we play the game 10% smarter? We talked about being 10% better last time, now were talking about how do we get 10% smarter this time? Now, think about this for a second, I asked you a question before, I want you to consider it again. If you were to increase your pricing to your to your customers, your existing customers by 1%, just 1%. How many of your customers would leave you, if you charged them 1% more? They would say, that’s enough, I was willing to buy at that price but 1% more forget it! I’m out of here. If the answer is that most of your customers, if not all of your customers would stay with you, that’s really good news. Because that means your customers love you but not in the way that you might think. They don’t love you for your product. Whoa whoa Carl, we’re a product company, how can they not love me for the product? Well, here’s the deal, whether your a product company, a service company, whether you’re an idea company, whatever you provide, ok, they can get that somewhere else most likely, right. You think you’re unique, let me tell you after working in 35 countries, believe me, there is somebody out there doing what you do equally as well if not better, and cheaper and is about to automate it and come after you. I’m telling you, you are not the best at what you do for your product.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
What kind of buyer would pay for the guarantee? Somebody who needs you to start on a certain date,somebody who needs you to finish by a certain date they’re undertime distress and you will say “gosh who’d on the right mind would pay fifteen thousand dollars extra”,well if your running a million dollar project and landscaper usually last one in I’m preventing you from getting your certificate of occupancy.What’s that insurance policy worth to you? if I miss,you get all the money back. If I make it, you close on time either way it’s a good deal. If you're having a wedding in your backyard and that whole landscaping is got to be done by june whatever you-- is that worth it to you now? You want--you want all the family wedding photos, you walking through mud and around an unfinished pool or deck oh you know do not cross,oh don't touch the cones during the wedding,right?Now I then became the majority of my clientele the majority of my clientele,so you have to have an UP strategy because pricing sets quality.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
Cause you know what I did,I took the top five complaints.You keep on never show up on time, you don’t start on time,you don’t finish on time, you change order us to death you tell me one price and it turns out to be another,you don’t have senior management on site and you don’t stand behind your work your fly by night you’ll be gone tomorrow the day after I pay you,your gone.So I said fine,here’s your standard proposal base on the scope of work,here’s the guarantee.The guarantee says “we will pick a date, we will start on that date no matter what the weather,we will finish no matter what on that day or before,there will be no contractor driven change orders if you don’t change the scope of work change the scope of work then will have addendum there’ll be a guarantee on that,there’ll be a senior project manager on every site and we guarantee everything for at least a year”.Now I put a thirty-five percent premium on that here in MARS counting and so my average sale in 1985 was fifty thousand dollars,my average guarantee sale was sixty seven five and the guarantee sale out sold the standard two to one.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results.
So in our pricing strategy we need to have our Up strategy. A premium strategy that’s turn key that comes with a premium price. Now you may not end up doubled and double again you might have to bring it back down and find where the market acceptance rate would be. But it’s got to be at least twenty-five to thirty-five percent higher than your core offering. Now I don’t know how many of you remember 1985 through 1989 I launched a residential home improvement company during that time, we were in a real estate recession yeah Bill you remember what was a thirty year fixed mortgage in 1986 a good one was double digits. It was twelve to eighteen percent we were in a real estate recession. I launched my landscaping and contracting residential--contracting company into that environment. That would be like launching one today that business doubled every year until 1992 and then I sold it.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I used to build custom homes and people would say to me sometimes, "hey I’d like to put on this kind of a countertop," and me like really, you sure you wanna do that? And they're like "oh doesn’t look good?" I’m like no it looks like crap but if you insist that your gig. So, what I would do is, they’re kinda decided that I would go by is, am I--even if I don’t like what they’re asking me to do or I don’t like part of what they’re asking me to put in, does it still get the result? ‘Cause I’m not tied to the result, how we get there. I just want to make sure you get there. So, I’m willing to be as flexible, I’m willing to take the scenic route as well as the direct route but if I think it’s going to hurt your objective or hurt your ability to get the objective then I would step in because if they’re hiring you as the expert you got to at some point you have responsibility to be the expert even if it means you jeopardize the engagement. Meaning, you say “listen we’re not doing that.” Well if you're not my video producer, that’s fine. I’ll help you find somebody but I’m not going to willingly and knowingly walk you down the path that will be catastrophic for this project, I won't do it.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I was teaching at Texas Christian University TCU with their MBA program and once a year they do a CEO launch and the second in command is at Nike he is a TCU grad and he runs their whole Asia operation, he handles Michael Jordan’s business, he’s their guy. Phil Knight said to him he said “look I could make you CEO, I’m not gonna do it, you're too important to me, running the business line that you are, I’m gonna take care of you but you're not gonna be CEO”. Here’s what he said to us and I thought this still sticks with me he says to me--he said, 10 years ago the phone stopped ringing and none of us knew what he meant, he said--here goes the word on the street, everyone knows now, I’m a Nike guy, I believe Nike don’t even bother calling me, I’m not interested, I’m not going anywhere, I’ve been here, he’s been like 30 years, he’s in his early’s 50’s he got his job--he got a job in his early 20’s Nike is what he's known most of his life, he goes don’t even bother calling me or offering, I’ll tell you right now, I’m not interested. That’s a guy that was an 8 and is now on 11 in the system and he’s a rockstar and he’s fully bought in to all the metrics and what it’s about so you need people like that.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Here is a Productivity question. Imagine I gave you 480 minutes and I deposit them in your business bank account everyday. At the end of the day, if you don't use them all the way, you lose them- 8 hrs a day, 60 minutes in an hour. And what we wanna do is we wanna come up with ideas that will save you minutes during the day. Not necessarily hours or days. You just need to transform your business by minutes, in order for this to work. So the question is, how can you maximize your 480 minutes, and then what's one suggestion that you can maximize the 480 minutes of those around me.
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
Closers, on the other hand, closers are interesting. Because they're all too happy to close. As a matter of fact, their favorite book is, It's A Numbers Game. You know, if I close 1 in 20, then try to get 19 Nos as soon as possible. But they're all too quick to get the No because they don't like people, generally speaking. So they're quick to scorch earth in this area. So what we wanna do is we wanna get the sellers to the front of the funnel, we wanna get Closers to the back of the funnel. The auto dealerships do this very, very well. So take a moment, write down, who are your sellers and who are your closers, and do you have some that are in the wrong spot?
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Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.
You’re gonna say, you’re gonna say, all you’re gonna say is, “There’s a seat for every one of you on the bus.” And over your head on this, over this shoulder is going to be today’s organizational chart with all the names in it, and tomorrow’s, or your five or ten year plan, or whatever. And, for example, the job you’re in right now you won’t be in that in five years. Alright, so if you’re a CEO now, you might be a Chairman of the Board then. So, in the future org. Chart you’re gonna write CEO, question mark. So you’ll be here, your team is there, that’s all you’ll have to say. They will get the fact that there’s opportunity to grow within the company. All you gotta do. “There’s a seat for every one of you on the bus.”
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
An exit strategy. As a matter of fact, when I first started my business, my landscaping company, very community-based, very local, I never left 30-50 miles of radius around my house. And I used to do snow removal as well and that’s Latin for, you never get to take a vacation, ‘cause you never know when it’s gonna snow. Right? So, I could never go anywhere, it’s very very local. But, since then, since I started coaching and speaking, I have now spoken in 68 countries. And what I have found is that in every country I’ve gone to, no matter what their translation for the word is, every employee of a company has the same word for exit strategy. You know what that word is? I’ll give you a hint, it starts with the letter ‘R’ and it rhymes with detirement. Right? Retirement. Okay? So, this, what I highly recommend is that you, is that you create your exit or evolution plan and share it with your team.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
It’s much like when you workout, when you exercise. If you want to build your arms, and that’s a strong part, you hold the weight and you put more and more weight on there, so it is a stretch. It’s hard for that strong part of the body to hold that weight. And by virtue of recruiting other muscles, in other words, the weaker muscles, you not only make your arms strong, you make your back strong, your sides strong, your stomach strong, your neck strong. Every other area in your body that has to get involved in order to support your strength gets stronger. But you focus on your strengths. You focus on the large muscles, you work on those large muscles and they recruit whatever is necessary to get the job done and build that overall strength. It is the same thing in your behaviors, and in your motivators, and in your attributes. Do what you do best, focus on your strengths, and by recruitment, your blind spots will be minimal. And that will be because you have engaged with a mirror, an emotionally neutral third party with expertise in the area that you need in order to be successful.
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Build on Your Strengths and Never Ignore Your Blindspots Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Some people would call this a coach, a mentor, an adviser, a consigliere if you will or maybe you’re even hiring a consultant who has a particular skill in that area. They are emotionally neutral meaning they care about you as the person, they are not emotional about the issue, they actually have casual indifference to be issue. They are casually indifferent because they have such a high level of skill in that area that fixing that problem or challenge is what they do every single day. So, they can be very emotionally neutral and you need to have that mirror, the more mirrors you have around you, the more your strengths will grow and when your strengths grow you actually buy recruitment, making your blind spots minimal.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Generalist implies you–you have skill in many areas. If you are reading this book or listening to this audio, you have no weaknesses. You are strong in every area. You're overdoing it though, in one area, which is you're using your strength to start to judge your areas of improvement and you're calling them weaknesses and the moment you do that, you get blinder and blinder and blinder. Take your strengths, be aware of those strengths. Go back to the quadrant we showed you before, look at the diagonal, that's your first hire. That's where you need to get a mirror, somebody that can reflect back to you somebody that can help you formulate the entire picture, including the parts of the picture that you're missing. Now this person needs to be emotionally neutral. They need to be a third party. This cannot be your family.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We believe you focus on your strengths, you only have strengths, you do not have weaknesses. Why might you consider them a weakness because you're comparing them to your strength, anything compared to your strengths might be considered a weakness. We talk of that–of them as areas of improvement. We talk of them as blindspots because they’re not good and they’re not bad and you’re not weak in that area, you’re strong. You are relatively strong in every area of your life or you would not made it this far, you would be a business owner, you would not be an entrepreneur. As an entrepreneur, you are a bit of a generalist. Not only are you technically savvy in the area of your skill or your widget or your service or your profession, but you are also skilled enough in enough areas to actually start a business.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
On the road to becoming this MVP organization your strengths and your blindspots will actually be magnified. If you follow sport, most sports have a regular season and a playoff season, if you follow the arts there is off broadway and there is on broadway. If you follow actors and actresses in film, there is the small screen and the big screen and what happens is when people go from the small screen to the big screen, from the regular season to the playoff season, from the small hall to carnegie hall, your strengths and your blindspot will become magnified. So, you will become stronger as you build on your strengths and if you ignore your blindspots and as you build your business you will become blinder, more blind if you don’t resolve this.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Is your person, your personality, you have these blind spots and everyone can have a blind spot because no one person is all things to all people. Your business cannot have blind spots, if you have blind spots that are your competitors will pick you off and you will fail as a business, you will struggle mildly and if you are reading this book or listening to this audio you probably have one of those or more in your past. The average self-made millionaire has been at or in bankruptcy for over three times in their career. You fail forward, your strongest attribute, one of your strongest attributes is your stick-to-itiveness, you don’t give up, you keep driving forward to make you so special. You don’t have to do it so hard every time though, there is a way to have many businesses, buy them and sell them and have them be very successful.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So for example we’re making a lot of money that’s the I. and the C part of the business says “Yes, that we’re losing a lot, we’re not taking a lot home because we are making a lot of mistakes, we’re not collecting all the money, we’re not getting full value, had we just plan this up a little bit more, we could have charge more”. So, if you're strong in the income you make your blind spot our controls, now if you're strong in controls, you have everything right, everything is perfect yet you may struggle in the area of sales because you need to let go. You need to let go of perfection and maybe go to business or turn the doo– turn the light on or open the door when things aren’t absolutely perfect. If you're providing a service you can’t know everything about your client and everything about your product every second before you start the service your client and your customer base, you must go out there with things less than perfect. So, if you are high D you may struggle with the S part, if you're high S you may struggle with the high D part, if you're high I you may struggle with the high C part and if you're high C you may struggle with the high I part.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
As we’ve said before many times and the team will come back to is the business mirrors the owner's personality, it must. In order for this business to get off the ground it must mirror your personality and your personal strengths. The strengths of the owner becomes strength of the business along with that become the blind spots and here’s one of the ways that you’ll know where your strength lie and where your blind spots lie. So, if you look at the diagram we provided for you on the page, you’ll notice that it’s a circle, has four quadrants. Upper right hand corner is the D or direction the dominance, the bottom right hand corner is the I, the income, the influential part of you the bottom left hand corner are the systems, that’s the steady nest part of you to support a part of you and the top left hand corner are the controls, not the compliant part of you. If you’ll draw–you’ll notice there’s two diagonal arrows that run from the D to the S and back again and the I and the C and back again. These the four quadrants, the diagonal these are the ones that are somewhat adversarial in these four quadrants are somewhat adversarial in nature and create a blind spot.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
How do you know you have the right person in the right place? Their true nature, their experience, their attributes, and their skills align with the job description that they are involved in. So, in building a structure you put the right people doing the right task, how do you know? At the end of the day does performing that task give you energy or rub your energy? If doing that task or performing that part of the business gives you energy as the day goes along, you have a person, you have the right structure, and the right people in it, that’s how you’ll know. You put the systems in later in order to help that person grow within that business right now, right people and the right jobs who are enthusiastic about doing the job that they have and that will align with the MVP planning. We will put the structure in, we will put the system in at a later time.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In order to get that plane in the air he must make adjustments. He must use his common sense. She must use her experience, and what has she done in the past to get this plane in the air safely. Then once she has done that–once she has implemented that structure, use her common sense, got in the plane in the air, and got it–back onto the flight plan and the flight path, she can then implement the system, the autopilot and then she just adjusts course as needed. If they try to implement a system on the runway, the plane would never get off the ground. Must have a structure first, systems will then follow.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Before he does that, there must be a structure in place and he is given that structure, that structure is called the standard day, meaning the ideal conditions in order to take that plane off, based on weather and weight and wind he–there is a very specific structure in order to take that plane off, off and get it off the ground. If the pilot waited for that ideal day to come around the standard day, how long do you think the pilot in that plane would remain on the runway waiting to take off? If you guess 6 to 9 months? You'd be close. Now we get upset when we wait an extra 15 minutes in a plane, imagine the pilot announcing that we have to wait for the perfect conditions in order to take off because the system says so, we cannot exercise any common sense or any judgment whatsoever so, therefore, we will wait for the ideal day in order to take off and hope we don’t run out of water and hope we have plenty of batteries because it might be a while. And that standard day that ideal day comes around a few times a year.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Buy a system i.e you buy a franchise before that franchise can be successful you must have a structure in place, so what’s the difference? Structure means you are taking people and putting them in certain roles and giving them certain tasks, now that is different than a system because in the beginning, you are not controlling 100% everything they do, this is one of the hardest things to grasp in a business because you need to put people in place and with minimal training haven’t serve the client and use initiative and their flexibility and along the way of putting people in place, putting people in that structure out of that you will begin to develop your systems. Much like an airplane that sits on a runway, awaiting it’s time to take off. The pilot must use his common sense and the maximum amount of flexibility in order to get the plane and the cargo and the people in it in the air. He is given a system in the beginning, there is a system for having a plane take off and there is a structure and a checklist in order for that pilot to launch that plane into the air.
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In order to influence others they have to admire you
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We can be friends if we like each other and we feel we are like each other. And at the end of the day, in order for you to influence another person on any level, is they have to admire you. They have to know that by being around you, using your service, being in association with you, going into your mastermind, being in a mastermind with you, or being in you know, in a group like this, that it's going to enhance or improve their life in some way. They have to look at you and say, I admire you on some level, here are the ways that I admire you. And if I'm around you, you will elevate me, right? You're the whole thing. You are the aggregate of how many people that you're hanging out with? Five people, right? So you'll become them, right? So are you hoping to get around a group and you're supposed to be the what person in the room?
The dumbest
The dumbest, why? You're supposed to be around five people who are better than you in some way or five people that you admire, in one way, shape or form. Why? Because you believe in some way they will.
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How to be Influential to Others
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Let's talk a little bit about how we can influence another person. Because at the end of the day, we're gonna go from potential to performance. But the idea here is that you will be influential to another person, alright? Now building rapport and ultimately influencing something, somebody, it's a bit of a self-fulfilling prophecy, that’s a bit of an automatic reflex. In other words, wired into our central nervous system is a safety mechanism that tells us if are we in rapport with our surroundings or not. Are we safe in our surroundings or not? Okay, so if you want to influence another person to your point of view or influence them to so they take action in any way, you have to make them feel safe and the way that they do that is they have to decide if they like you, or not in the way that you're thinking like, you know, not like I like to spend time with that person. But on some level am I like that person? Do we have something in common? Right? So on some level, your audience has the feel that they are like you.
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Coaching = Get to the Core of the Issue
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Coaching, you have to get to the core of the issue and you don't have a lot of time, right? What did my science said? I'll solve any problem in your business, and how much time?
10 minutes.
10 minutes. So how much time that I have for diagnosis? 30 seconds. Oh, I've got a partner who's a little. I got a hair salon. I've got this. I gotta have that. Well, okay, let me ask a few clarifying–I don't have time for that. I have to know right away. What's your issue? Or what is behind your issue? You gave me a question. We call that in coaching surface structure. I've got to peel back the onion, I got 30 seconds to do it and then best of my ability, I asked you some questions to get to a point where you have some direction, okay? Now in order to do that, I can't have a whole minefield here for me, I have to have sorted out me a little bit,right? And so I could just be in or in this community for this long. I can tell there's still some of that going along and it's great because coaching is one of the best places to do it. It's one of the hardest disciplines ever to learn. But one of the benefits of what you're doing as an expert, as somebody out there helping each other and helping others is you have to help yourself first. You have to get through you. You will be your toughest client, you handle you? The rest of the outside world. Not so bad. Pretty easy. You will be the hardest you have to deal with, okay?
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The Coach is the "You are Here Button"
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Is the year button on the map, right? I can tell where are you. I'm at the mall. Thank you. I could have done that. That was easy enough. But I need the you are here button and that's what a coach does. That's what an expert does. That's what a trainer does. That person will help you figure out where are you right now. Like right now? Okay. Right. So in order to do that, though, we have to go through a little bit of a transformation ourselves, right? Now remember, I've trained over 7,000 of you. So here's what I've learned. Many of you are here to heal yourself first, before healing others. Fair? Okay. So we need to go first. Coaching is one of the hardest skills to learn because there are a number of reasons for it. We break it down into four disciplines, consulting, mentoring, advising, and coaching. Consulting, which is what most of you do, you call it coaching, but it's really consulting. That's great. You diagnose the problem, fix the problem, and work with them hand in hand to fix the problem. Then there's the advisor. The advisor is somebody who doesn't do all that much but organizes everything so it gets done. A mentor is somebody that just says, Listen, follow my footsteps. I can tell you that worked for me. I got all my hands and feet. I can tell you that it works, okay? If you take any other steps in the sand, all bets are off. I don't know if that works but I can tell you if you walk in my footsteps, I made it through pretty well and so your experience sharing.
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If Oprah Winfrey Start a Mentor Program
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If Oprah Winfrey tomorrow said, you know, I was thinking of launching a mentoring program, I've not done mentoring before, and I'm a little nervous about it. So I'm thinking that I might have to discount my prices, or if Oprah Winfrey launched a mentoring program, and she said, Listen, I'm making myself available to the market in a way I've never had before. I'm having a mentoring program, and I'm taking applications on my website. Do you think Oprah Winfrey would have to cut her prices? Right? Probably not. But what is Oprah Winfrey is experienced as a mentor, by the way? She's a great talk show host, she's a brilliant businessperson. What is her experience as a mentor? I don't know. I don't know. I've never heard of the Oprah Winfrey mentoring program before, I bet it'd be valuable to be in her company and I would likely pay her premium. In other words, She's made herself available to the market in a way that she had not been available before. She has expertise and she's willing to share it, and that has a value. So if you're new to the marketplace, just because you're new, let's say you came from a corporate job where you worked with a fortune 500 company and now you are an advisor to the small or mid-market. It doesn't make you any less valuable. You are just available to the market in a way that you have not been available before and that has a value to it. So in my way of thinking, you do not have to cut your pricing in order to get a market share or to launch your business. And you certainly don't have to do it to prove anything to yourself or others. If you're valuable. You're valuable.
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Pricing Tells The Marketplace Who You Are
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Pricing is the number one way that you communicate to your clientele, right? The moment you announce your pricing, you do two things. One is you tell the whole marketplace who you are, and what you are. Are you the Timex? Or are you the Rolex? Right? Am I the Subaru? Or am I the Ferrari? And there's one that is not better than the other? If you took a bunch of Subaru owners and said, What do you think of a Ferrari? They'd be like, Oh my god what a waste of money. And it's not as reliable, why would I be–can't even take it off-road? What good is it? A Ferrari owner will say a Subaru? Eh, I'm not so sure I want that car. What's that going to do for me? They're both right, right? So, you tell the market who you are, you say I am a Subaru. So all of you out there. I'm looking for Subaru buyers, right? I'm a Ferrari, I want Ferrari buyers, not one is not better than the other. They're just different. The other thing that happens is you tell them who they are. You tell them what kind of buyer they are. Now, you have to be really careful here because your pricing has to be congruent with who you are and who they are, and the product that you claim to be providing. So in other words, if you say I'm the best, the best I have the best content I have the best clients, but then you charge a little bit, something's wrong. Well, how can you be the best? I wait a minute, I pay more for front-row seats at a concert. I pay more for that. How can they be the best if they're so cheap, something's off, something's wrong.
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With Entrepreneurship There is No Safety Net.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
SID or FUD. Self induced doubt or fear, uncertainty, doubt, but they have SID on one shoulder FUD on the other, and SID in front or just trying to keep them safe. They're like, Listen, I don't want you to get hurt. Let's be conservative here. Let's wait till it's a good time. Right? And it says, if you're–if SID and FUD win, go get a job, because that will be, you know, SID and FUD are just trying to provide a safety net and with entrepreneurship, there's no safety net, you are your own safety net. You're the one who comes to the party and says, I believe in myself, I'm gonna bet on myself and because of that, there's billions of people out there that want what I have to offer. And my job–my job isn't to find all 7 billion. I need 10. 10 people that are willing to be my client and pay me $1,000 a month, $500 a month. If you got $500 a month from 10 people you'd be making $720,000 a year. That'd be okay. Sorry, 72,000 not 720. 72,000 a year, 72,000 for doing something 10 hours, 20 hours a month, not bad.
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High Price, High Experience, High Customer Service ALL must Maatch
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We were talking about a little earlier. So like you said, you bought an $8,000 program and you got an $8 mug, right? What you should have gotten was an $80 gift basket that was, you know, was nicely appointed and it looked really sharp, right? Because you're like, wow, that's, you know, for what I'm getting on. That's what I'm getting for my money. Right? Okay, fair enough, right? So the experience has to match, it's all got to be that congruent, we talked about high price has to go with high experience, high touch, and high customer service. That's my expectation, you know, white-glove concierge across the board. And so you look at the aspects of the pricing and the services you're offering and they all have to match. So for example, if there's a high ticket item, and you go into an event, I expect there to be a cocktail reception for those people that paid a little bit extra. And maybe there's a meet and greet with the speaker or the singer or the talent for that night, or maybe they're giving preferred seating. If I'm going to be first in paying, I want to be first and everything else. I want the nicest gift. I want the nicest experience. I don't want to wait, I want the shortest wait, I want all the things I'm paying for all of the shortcuts, and all of the platinum or premium aspects that you have to offer.
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Give Your Customers a Pricing Structure to Brag About
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Okay, so you have about 20% of your client base will pay your reasonably high price. 20% of the 20% or 4% of your client base will pay whatever ultra premium you have. So you need to have a pricing structure that gives a path to your customers. So they can say that they are your best customers, and they can brag about it. Right? Think about this. Do you know anyone who went on a Hawaiian vacation, you know, upgraded to the beautiful suite, took all the tours, went to the volcano, and then complained about the price? Normally not they usually brag about it, like I paid an extra $100 a night for the suite. But it's so worth it. When you go ask for the ambassador sweep, right? When you go to Disney World, definitely pay for the express line. Don't wait. Right? I know it's a lot. But it's so worth it. People brag about a dream purchase. And they love telling you that they spent the most amount of money to buy the most expensive thing. And so we want to have a path to allow people to do that. And that again sets the value because not only do you have a high price while people pay that, but think of the clientele you attract. When you watch a sporting event. What do they do? They show the front row and all the celebrities that showed up saying Wow, isn't this a great sporting event, it's the place to be seen. Right? It adds value to that sporting event, even if the game itself isn't all that good or the match. And so we want that premium and ultra-premium pricing because there is a percentage of our clientele that not only want to pay and not only are willing to pay but they want to pay because they are fans of your product or service.
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The Value the Customer Perceives in the Moment Pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
My youngest is a junior in high school, and she is shopping for colleges. So I'm very interested now in the right college or university for her. And I did the same thing with my last two kids, when they were getting ready for school, all of a sudden, I was very interested and what are colleges. What would be a good school? What would be? What is tuition? How do you do it? As soon as they pick their college, you're going to talk to me all day long about choosing schools. I'm not in the market. It doesn't have any value for me right now. So what's going on in somebody's life for a certain amount of timing? And are they ready, willing, and able, you know, and are they interested in the product itself? And so and then the value is just how much? What need does that fit somebody? So here's what I like to do. And so in the beginning, when you're launching your business, or you're trying to find out your worth, what I would do is I would try to find what is the highest price being charged in that marketplace. And then what I would do is I would offer just promotional prices for now, to see who bites and at what and I'd move those prices up as much as I can. It's not discounting, discounting says I'm worth $200 an hour, I'm just gonna do it for 80. And you just keep working for 18 you know I’m like oh my god, great. Right? This is–I'm worth $200 an hour for a limited time. And for a limited group of people. I'm going to work for 100, then 120, then 150, then 180, and then 200, then 225, then 250 and find where your clientele is willing to pay because it's your clientele, who tells you what they're willing to pay.
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The Value the Customer Perceives in the Moment
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
It's the value that the customer perceives at the moment, right? So if I have a bucket of water, and you're not thirsty, and nothing's on fire, that water's not worth as much, but if I have a bucket of water, and you're dying of thirst, that all of a sudden you'd pay almost anything for that water. So how important is it to the client? You know, if I were to say to my daughter, or my kids, any one of my three kids and I would say, Hey, listen, I can arrange for a lunch with Warren Buffett if you'd like. And then I say, Well, why would I want to sit down with that old dude, I already have one of them in my life. I don't need to see Warren Buffett right? But for you and I, we might be like, Wow, all right, donate to his charity and set it up, because there's more perceived value there. And so what we need to find out is what's going on in somebody's life right now, that makes working with you a must today.
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I Won! Now What? Whats Next?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You know, one of the first things I learned as a coach was that there are two types of distress you're going to deal with a lot as a coach. And the number two type of distress is, I know what I want. I haven't gotten there yet and I'm not either I'm not sure or lack of strategy, or I don't have the resources, or whatever the number one type of distress is, I've achieved my goals, I set out to achieve certain things. And I've done that now. And the question I'm asking myself is now what? Or what's next? Right? You see in sports all the time, a team gets out to a big lead, and then they give it back, right? The team that's catching up always has a target to go after. But the team out in the lead never knows what to do with themselves. And they almost always pull back. And so it is happens in life and in business because I promise you this. There are people out there, most of the people out there that have achieved a fair amount of success in business. At some point, they've achieved more than they thought higher than they thought they would be like, Wow, I never thought it would get this big. I never thought it would go that fast. I never thought it'd be this successful. And then they're in unchartered territory, and they're standing outside their identity, their definition of themselves. Wait a minute, I'm just a small-town boy or a small-town girl. Now I'm in the big city. I must be an imposter shortly someone's going to expose me.
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Imposter Syndrome
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Yeah, you know, it is a challenging thing. Because look, every– I've worked with CEOs of multibillion-dollar companies and impostor syndrome is a real thing, is something that at some point, just about everybody experiences, you know, and it's just one of these things where you say, Well, why me? Why all of this luck, wealth, you name it bestowed on me, like, what did I do to deserve this? And I'm not doing anything special. I'm just being me. And I'm just working hard. And things seem to be coming my way. Right? And so musicians do this all the time. Right? They go from playing small clubs to playing big arenas, and they're like, they're coming to see us. Like why? Were the same four dudes who used to play that small club? Why are 80,000 people all of a sudden want to see us so I think it's very natural because we just grow outside of our comfort zone. And the main reason is, is that all throughout our life, we are taught how to achieve something that we've never had before, but we're not taught what happens once we've won.
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Seasonal Business Tips During Inflation
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
It is a bit of a tricky challenge if you're a business because this is your peak time, during the summer in New Jersey has a tremendous amount of seasonal businesses that come out and are doing the fairs and you know or the summer or the lake region attractions. And so they have to make their money during this time. And so it is the repeat visit that's going to help. And so when you sell something to a consumer, you have to market and sales expenses in order to do that. And now it's of sell the second thing, there is a marketing and sales expense. However, if you go back to the bundling that I mentioned, where you can sell the multiple things, you eliminate the sales and marketing expense from that second product. The next thing that you do is when somebody leaves, and they're exiting from your attraction or your place of business, you give them a coupon to–for a savings when they come back. Right, encourage that second visit, encourage that third visit. And the other thing that you can do is if you are in a community where there are other businesses, team up with your non competitive businesses, and offer coupons and discounts to your neighbor business as they leave so if I go into your breakfast restaurant, and luncheonette that's not open for dinner. As I leave you give me a coupon to come back for breakfast there. But you also give me a coupon to go to the dinner restaurant that's right next door, and they'll do the same. And so that's a cooperative way, where by lowering our sales and marketing expense, we can still do well even by offering that discount.
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Off Peak Experiences
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
If you are going to any one of the major attractions, whether it's the amusement park or it is to the beach, the shore or you're going to any one of the major areas, look at off-peak experiences. You know, there are fireworks on other weekends than the Fourth of July. So if you're looking to go to a festival, pick an off-peak time, go on a Monday or a Tuesday, or find out what's going on during the week. New Jersey is famous for its street fairs, they're amazing. And there are plenty of those to do all throughout the year. You know if you are going to go down to the beach during the week, Monday through Friday, Monday through Thursday, especially, you know, it's very quiet at the beach. The traffic is mostly on the weekends. So if you can arrange your travel and your vacation time and your leisure time around the off-peak times, you will save money.
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The Small Indulgences (Bundle)
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
One of the Silver Linings that inflation brings to us is because people have less discretionary income, they are more likely to do a staycation, meaning they're going to vacation close to home. And so they can't go to Disney World or they can't fly somewhere because the cost of travel and accommodation is so high. So they tend to stay local. They call it the small indulgence. And so if you're a business owner, and you have any sort of tourist attraction or Airbnb, or you have a business down by the boardwalk, or any one of the lakes when you're Delaware Water Gap, this could potentially be good news for you. And the strategy that you would use in a time like this is what we would call bundling. In other words, you would take multiple products and services and put them together at one discounted price. So you don't just sell them the T-shirt. You take the t-shirt and the baseball cap, you wrap it in a rubber band, and instead of it being $35 between the two, it's $29.95. So you would bundle experiences, products, and services is be attractive to the New Jersey resident.
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We Get Help Where We Lack
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Spiritually and mentally but struggling financially. Where do they want the help?
Financially.
Where they have lacked. Unfortunately, as human beings, we get help when lack. When was the last time you took your car to auto mechanic on a regular day where the car was running well and said to mechanic, what am I doing right? My car's running amazing. What am I doing right? I want to stick with it.
Never.
When's the last time you went to your doctor and said doc said emergency I need to see you. I feel this. Tell me what I'm doing right?
That would be great healthcare though.
But we just don't do that. And I am unfortunately your client, your prospects are going to be listening when you're in pain, when they have lack. So talking about lack doesn't mean you are in lack. Talking about scarcity doesn't mean you're in scarcity. Stay with me, okay? Because in the–in the spiritual world, what you think is not a big, you can think of enough to manifest. But just because you talk about it doesn't mean it has to manifest. So the spiritual world sometimes struggles with that. If I talk about scarcity, I'll become scarcity. So I don't want to talk about scarcity, because then I'll attract people who are scarcity, scarce-minded, and then I'm gonna be around scarce-minded people, and that's gonna make me scarce. Am I close? That's why you might need to talk about it more.
Oh my goodness.
With your prospects.
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Magnify Their Emotions Beyond Their Capacity to Handle It Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Get to a decision point by focusing on what is the issue, right? So kids, it's loss, loss, loss, loss. It's these- you're 43 years old and you did all this work just to get hassled for promotion. Congratulations, you just pissed away 21 years of your professional career, and you're not saying anything to them if they're not already thinking. So it's not like you're manufacturing some crazy, it's on their mind. Right?
My goodness, thank you.
We have to magnify there because that's where we make decisions. Now think about this, it happens in all various forms. We all chose our outfit today because we magnified our emotions about how we want to present ourselves today to the point that we made this decision. When was the last time you wore your red dress to go gardening?
Never.
Never, why you wear a red dress today and why here?
Because it makes me feel alive.
Makes me feel alive and did it matter who else was going to be in the room or what the environment?
No. Did not.
Okay, so what were the other factors? Makes you feel alive, but you don't wear it to go gardening? You want to come here?
Yes.
Yeah. Feminine. And it made me feel my power because it's a powerful.
Awesome, right. So this morning is how do I want to feel today? How do I want to present myself wasn't.
Do you know how many outfits I have to go through until I’ve decided?
And there you go, right? And you made that choice. So in other words, we all do. I'm just trying to point out the fact that it's part of our natural decision making process. What you're trying if you genuinely believe that what you do will help another person. Your obligation is to bring them to a decision point to either work with you. First choice, work with you if you believe you are the best place for them, or work with somebody else.
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Magnify Their Emotions Beyond Their Capacity to Handle It Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And in your sales, your job is to magnify their emotion beyond their capacity to handle it. That is your job. Your job is to magnify their emotion beyond their capacity to handle it. So what did I do with your business, Will? You said I might lose a client. Ah what's a client? A thousand a month times 12. That's 12,000 per year, I magnified the problem. Hopefully,
One more time magnify their emotions.
You magnify their emotions beyond their capacity to handle it. And then they will make a change. Because that's when everyone makes a change. You say, Well, gosh, really got a pile on. That's when people make changes.
So take that vacation again. You want to take that vacation alone, or do you want to take your wife?
Imagine a lifetime of vacation on your own when nobody talks to you.
Oh that's even bigger. That hurts.
You see what I mean?
Yes.
You've been saving your whole life to take your family on vacation. Your family just dumped you. Now you get to spend the rest of your life on vacation all alone. How do you like that?
Hell on wheels.
Right. Exactly, right and so because that's a potential scenario, you're the Ghost of Christmas Future. This is what your life will continue to be like if you keep going down this road.
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Sales Pitch - How Much Pain Do You Need
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
One of the things I say to my sales, I say, I don't know how much pain you need, what's the number? Like how hard you have to get kicked in the teeth?
It's a great question.
Because someone's like, look, Carl I'm not ready. I'm like, how much pain do you need? Because if you're talking to me, you're not doing it because things are you feel so good. It's like, Doc, tell me what I'm doing. Right? So I can keep going. That's not the call we have. It's something's not right, in my life or business. It could be good doesn't mean it's bad. It's just it's not what I expect, it's not what I told I’ll be, it's not where I want it to be. Fair?
Fair.
Fair. Okay, so if I already know that that's the issue, then be talking about that. So I talked about that all the time. Because you guys are dynamic, growth minded entrepreneurs, you want to change the world. You're just not changing the world fast enough, or in the manner that you thought enough? And that's why you're here, fair?
Fair.
Fair. So let's find- right now, think about this. Right now, in wherever it is you market or you network or you promote yourself, there are people walking around right now that have a life altering problem on their hand, and they are actively looking for you. But if you're talking to too broad of an audience, they can't hear you because your message doesn't get further enough.
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Your Clientele is Not The Whole World
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Your clientele is not the whole world. 42 year old entrepreneur, male or female?
Male.
Male, how–what percentage of the time is it male, what percentage is the female?
90- 10.
90- 10. So it's not to say that Leo can't work with a female entrepreneur. But it's like he's got only so many hours in the day. Like if you're gonna make- what do we say before, five emails with five phone calls? If that's all you got that day, who are you going after? Your most likely prospect. Now if they come to you? We'll work with them all day long, all day long. But if I got five phone calls to make today, am I going after my least likely prospect or my most likely prospect?
Most likely prospect.
What's interesting is 10% of the entrepreneurial world is female, 90% is male. Our clientele is 50-50 men and women.
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Be Your Best on That Day
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now we have to do what others are not willing to do. So we will have what others are not going to have. That's it. That's the game. It's the whole thing right now. You have everything else you need to get that next client, okay. You just have to convince them that you're the right choice for them now. My daughter runs track. She's like mom, she’s like, dad, I’m not as fast as that girl. So you don't need to be as fast as the other girl. You just need to be faster than that girl on a certain day. The fastest track runners don't win. It's the fastest track runners on that day.
Yeah.
That win. Right there we're doing this four by 400 relay. Right. She said we have no chance against this team. Well, the other team dropped the baton, they won. I'm like, How do you like the chances now? Well, they dropped the baton. That's right. That's why they have a baton as part of the race. Okay, how fast you are, all four of you dropped the baton, you're also not all that fast, are you? Aha! So I say to all the time, and I said, listen, you just have to be the best on that day. Right? The best team doesn't always win, the best parameters doesn’t always win, the strongest, the fastest don't win. It's whoever performs at that time and that's what you do.
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Capture and Document Yourself. Great Way to Create Content
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Capture and document yourself. You're doing plenty of really important stuff, you have a lot, a vast array of knowledge. So for example, next time you do a meditation, your podcast, your next -
Someone's interviewing me tomorrow, so I'm gonna record it on the phone.
100%. If you don't have a little tripod, just take your phone, stand it up, put it in selfie mode, and go, right. Sometimes I'll go landscape, sometimes I go portrait, just give a variety. Right? And then, you know, like, earlier today, you did a short meditation for us, put a tripod right in front of you, or take your phone, leave it right there. Do the meditation, that's a piece of content right there.
Yes.
Exactly.
You know, so at this point, so when we started doing that, because I used to do the thing where I would set aside time with Melissa, we go into the office, I come up with 10 topics, and we'd spend four hours. Now? I just- you on a podcast, you give the questions to the podcast interviewer What to ask you. Yes, yeah. Right. So give one set of 20 questions, then, a couple months later, another set of 20 questions. That's a great another set of 20 questions.
I love that.
And just make sure because you'll catch yourself doing it anyway. Make sure you're wearing something different in each one. Not the same old blue suit or the same old red dress with the same old whatever, whatever. Just pick all bunch of different stuff. You know, I got my jacket off for this one. I take my jacket off for that one.
That’s a little Hollywood trick.
Yeah, absolutely. Document, document, document.
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Timeless Social Media Posting Workshop Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And you want to do Trivia Tuesday, business trivia. 260. A lot easier than you think. Workshop Wednesday,s we give them something to do. Are you a PC or a Mac? Are you a Google? Are you an iOS or an Android? Right? Are you a city girl or boy or a farm girl or boy? Are you Nash designated here versus not? Right? Versus the pitcher of bats? In you baseball fans? Are you a– is it soccer or football in America? Which one are you? Right? Do you barbecue using the briquettes? Or are you a–you know a real love fire? Which one are you? Say to me. Anything, get them talking. Are you Star Wars or Star Trek? Yeah, or both, right. Let them find it out. You ever see when somebody's gonna launch a book, two or three covers made and they'll say Hey guys, I'm not sure if I want the red background, the white background, the blue background? That's Workshop Wednesday. Just get them talking about anything. Right.
Tenacious Tip Tuesday.
Pardon me?
I do a Tenacious Tips Tuesday.
There you go perfect, perfect, right? So what we have found is that having a theme is good. This is the part you leverage to your team.
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Timeless Social Media Posting Workshop Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So we have a theme for every day. Mojo Monday, Trivia Tuesday, Workshop Wednesday, Thinking Thursday, Funday Friday. Okay, so then we say okay, what are we going to do on Facebook? What are we going to do on Twitter? What are we going to do on LinkedIn? What are we going to do on TikTok? What are we going to do on Instagram? Okay, so, Mojo Monday, is- now you can modify this for your uses but if you're going to use a virtual assistant, you can use an agency, you say to them, on Mojo Monday, is 52 weeks in the year, we're going to post five times a day. So I need 260 motivational quotes. Sounds like a lot, doesn't it? All you have to type in is motivational quotes for business coaches.
You can also use ChatGPT.
Now you can use ChatGPT right and within seconds you'll get a million.
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Timeless Social Media Posting Workshop Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What we do is, we look at social media in the standpoint of timeless and timely. Timeless social media is evergreen content. Right? Talking about Easter, talking about Christmas, talking about Passover, talking about New Year's day, talking about Fourth of July, right? Timeless. Right. Now what we have found is, you know, social media is–it's a relentless effort. You've got to stay on it. If there's a lot of content, it's hard to do. Right. So what we have found is that you can farm out your timeless social media very easily. There's a lot of resources out there for it. And it's the timely social media that takes a lot of your time, energy, effort and creativity and last, right? So we like to look at it both ways. We'd like to have a really good timeless social media chromic. Timeless social media. And ours, what we do is we post five times a day, five days a week on five platforms. Five times five times five.
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Benefit of Tradeshow
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So I am very much a fan of doing trade shows, for that exact reason. You could look your prospect in the eye, you tell them what you do, how much you charge, what the expectations are of the engagement, and you could just tell by their body language, if you're on the right track or not.
It sounds like an open house. If you're a real estate, you have an open house so you can get in front of those people that are actual legitimate people in front of you, right? That's what I am.
So if you don't have trade shows in your activities, I would suggest adding at least one per month, even if you go there as a participant and walk the floor and go meet people, because it's- what you're going to do is you're going to tell your story 30, 50, 70 times in a day, right? And at the end of the day, that's what you want to get to. You want to get to that point where I did so many speed coaching sessions. I can, in many cases, by the time you don't tell me the problem, I already kind of got it. It just takes me long to write it out, right? And I can knock out a speed coaching session in five minutes now, because I've done 1,000 of them or more, right? So the question for you is how many times can you tell your story and talk about what you do and know the question to ask that gets right to the heart of the matter. That leads to the proposal, the follow up, and the close.
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90 Minutes a Day for Business Development
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now, as a general rule of thumb, we say 90 minutes a day of business development. Whatever these five are to the best that you can, do 90 minutes a day. If you can’t avoid it, try not to do more than that. Unless you're like, I'm at a networking event. It's eight hours long. Like when I'm at Board of Advisors, Ray and I are members of Board of Advisors in Minnesota, you know, it's an all day event. So I'm, you know, networking more than 90 minutes those days, but then there's some days I don't do it, right. You know, if you stick to 90 days, it’s not too much. It's enough that you stay consistent. Right? And so you could build 90 minutes a day, or 90 minutes into a day, reasonably. Reasonably. Now, you might say, Well, can I leverage that up to my team? Yes, you can. However, I would say don't yet. Until you nail your– you nail. Like you walk into a room and you're like, where are my bad four quarter Johns? 1,2,3,4 I could tell by your dress how bad that quarter was, I know exactly what to ask this one. Like you walk into a home and you know that room.
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How to Transfer the Bad Copness....
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
How do we transfer bad copness to somebody or something else? That's why we have to have our offerings, or our model. Oh, I'd love to do this for free for you. Back quarter bob?
Back quarter, John
Back quarter, John. Back quarter for John. However, as part of the Maxwell leadership methodology, you know, we signed a code of integrity that says, We will only exchange value for value. So, John, I'd be happy to work for you for free. But I would be breaking my oath to something I signed on for now. You don't have cash, let's barter. See what I mean, right? People say to me all the time, I'm a distributor for disc assessments, right? People like oh come on Carl, just give me the link. Like I actually did sign. When I got certified. I signed a document saying that I will never give out just the link, it has to accompany a debrief. Oh, come on. I'm like, Listen, if you want a free one, they're out there. Just go online and get one.
Just go get one.
Right, you can get one for free, or pay two bucks to this but someone's out there doing it. I'm just not going to. And they're like, alright, fair enough. I respect, you know. So you need- because I'm like, this thing's been around for 15 years. I just gave it to him. If I read tenants, right? And then now and again, I'll get Bert and I'll send someone if someone comes up to my God (unclear word follows) That's why we do a debrief.
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Bad Cop
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In the game we're in, we sell us as good as anyone and we have to sell us, alright. Now-
Nobody does (unclear word follows)
Nobody does, right? However, I've learned a few things after certifying and helping 7,000 people like you launch their business, is you are heartless servants. You want to change the world, you want to help people, and you will work for free to help somebody else rather than make them uncomfortable by charging them. And before you tell me no, that's not me, right? It's all of us. So we need a system to be the bad cop. You need some bad cops in your life. You are the good cop. The good cop is the one who delivers on the content, who delivers on, right. So the bad cop sells, the good cop delivers. So you say, wait, does it have to be the bad cop? Your job is to magnify their emotion beyond their capacity to handle it. Yes, you are the bad cop.
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The Benefit of Having 10 Meetings Per Month
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Go on 10 appointments per month, for six months. What they've learned in this organization called the Institute for Independent Business, they had business mentors in 50 countries, so there are about almost 7,000 of them. What they learned was, if you go on 10 appointments per month, a lot of things happen. You get really good at your pitch, you really understand your ideal client, you understand what works and doesn't, you figure out how to close, you overcome the objections, you really hone your presentation. And so here's what he said, what’s that?
Trial by fire.
Trial by fire. And here's what he learned. Statistically, your chances of getting your client on the first 10 appointments is actually very low, very low. It's like under ten percent. Now doesn't mean that has to be your experience. You might walk out like I don’t know what happened to them, I got 8 out of 10. Good on you. Your probability of getting a client with your next 10 appointments on something that's new or something you change are actually very low. Your chances of not having a client- not having a client after 60 appointments is almost impossible. Meaning the probability of you having clients after 60 appointments is ridiculously high. The probability is ridiculously high one and a way.
It’s a count explore.
Pardon me?
It's a count explore.
It's a count explore, but you could I could, we could have a count explore 60 times and you could lose every time because why?
You figured it out basically.
Yeah.
Because you guys are too talented not to get it.
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Will Influencers and Deinfluencer be Good for Consumers
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Well, influencers are going to have to raise their game. In other words, their endorsement is not just going to be, hey, it's amazing. It's awesome. You know, it crushes it, you know, they're gonna have to have research and they're gonna have to back it up with facts and studies. So this is actually very, very good for the consumer, because we have the deinfluencer, who's coming at this concept with their own research and so now it's kind of like reviews on steroids. You'll have somebody giving a positive review, that's the influencer. Somebody giving a negative review, that's the deinfluencer. And hopefully they'll do it in such a way that we can compare facts and figures and real data, real case studies and new studies. So in the end, this will actually be very, very good for consumers.
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Rise of Deinfluencers
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Yeah. So statistics show that the average person is 12% less likely to trust an influencer and that same group of people will go to a deinfluencer and a deinfluencer is really just a contrarian. They're a fact checker, if you will. And they'll say, wait a minute, not so fast. When I unpacked the box of the brand new phone, here's what I find and it's not all that's advertised. And so the most notable one, you might remember some years ago, there was a woman who bought everything that Oprah advised that you buy for the entire year and then she wrote a blog about how much did it actually change her life. And at the end of that year, I found out you know what, it didn't change it all that much.
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Influencer Marketing
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The influencer is another word for a celebrity endorsement. And what we hope when we get an influencer is somebody who has vetted the product, uses the product, done the research, done all the fact checking and are coming from a place of just sharing their experience and best practices and lessons learned with the product. But then there came a time when marketers realized, wait a minute, if I pay this influencer to talk about my product, and they have a large audience and high trust level already in credibility, it'll push my product even more and to even more people. That was the decline of the influencer at that point. In other words, what's their agenda? Are they telling me they like it because it's really that good, or because they're getting paid? And so that ushered in the time of the deinfluencer.
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You Write A Book For 3 Reasons
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Okay, so you write a book for three reasons, one of three reasons: I want to get rich, I want to get famous, or I want to get something off my chest, right. So most of the people I believe you're working with are trying to get rich or trying to get famous. Some might be writing something to get off their chest, but I suspect that's probably not the case. I want to get rich meaning not just from the book, but I want to use this to catapult my next part of my career, or I want to be famous. I'm using it as a brand building opportunity. Is that fair to say that it probably falls in those two, three?
Yeah, I would agree.
Okay, so there you go. So they're likely not 100 years old, they're likely not over 70. What is their age group likely? I'll give you a hint. The average age of an entrepreneur's 42 years old.
I was just gonna say about 45.
There you go. So who are you really talking to? You're talking to that group right in their, in their 40s looking to, you know, start to grow their thought leadership, right? They've gone to their 20s and 30s. They've done all the hard work. And now they're looking to take advantage of that experience and wisdom and start to help others and scale and expand their business. So I might–now again, somebody at 60 years old comes to you and says I want to get something off my chest. God bless them, take them all day long. But if you nail that group who's trying to get rich, trying to get famous, you'll get the I want to get something off my chest.
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Think of Your Business as an Exclusive Club Pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Years ago, when I was working with Tony Robbins, he was trying to do a deal with a guy in Australia, who's the largest promoter of motivational and personal development seminars in the world. This guy will happen to be in the US to meet with Tony and do a firewalk. I was running the training for the firewall team. And then I was assigned a lane. Well, I didn't know this. But this guy came to my lane to walk the firewall and we have a rule. If you smell alcohol on anyone's breath, they're not allowed to walk. And apparently the guy had a drink or a beer beforehand, wasn't drunk, but he had a beer. I didn't let him walk. I denied him entry, denied him. I didn't know who he was. But I denied entry. He goes back to Tony and says, Can you believe–you know, he was half impressed, half pissed off. But he went right back to Tony and said, Hey, this guy, the lady next to you didn't let me in. So I get the phone call while I get the call. We're all together. Hey, did you deny entry to so and so like, oh, I don't know how that's what he was. And they described them like, Oh, I remember that guy. I smelled alcohol on his breath. I told him he can't walk. And they were like half mad like, Oh my God, what do you do and you blew the deal. And the other half of him was like, by the way, he was impressed, right? Make your business an exclusive group.
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Think of Your Business as an Exclusive Club
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Think of your business as an exclusive club. Okay? Now we say with the ideal client, who do you want to define so you can get in? I want to put another challenge to you: make your business for the moment an exclusive club and make a list of all the people you're not letting in. I am not letting in the following, even if they want to pay. Who am I not letting in? Hmm, who am I not letting in? At least for the time beard–time being? I'm not letting in the following people and make that list. Because by not letting them in, you can create even more attention for your business. Perfect example, about five years ago at the Grammys, there was a rapper who won a Grammy and it just so happened he was throwing a big after party, right. The next day, it was in the news everywhere that Paul McCartney from The Beatles was denied entry to the party. He didn't let Paul McCartney in. So I'm on my radio show the next day and my co-host Gibbons says did you hear about this? This dude didn't let McCartney into his party. What was he thinking? And I said, effing brilliant. That was brilliant! And he's like, what are you talking about? I said, think about it. If you let Paul McCartney into his party, would we be talking about this today?
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The More Narrow You Define Your Avatar the Wider Group Your Will Get
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We want to get to the decision maker always, we want to understand what's going on in their life, and really narrow the focus. This will sound counterintuitive. But the more narrow you define your avatar, the wider group of people you can ultimately get. Okay? The wider you start, the less chance you have of scaling. Okay. And here's what I mean by that. I'll give you a case study. For those of you that remember, Facebook was the most exclusive social media platform on the planet, you not only had to be in the Ivy League, you not only had to be at Harvard, you had to have a harvard.edu email address. And that wasn't enough. It was invitation only. That's how Facebook started. Facebook became a phenomenon on Harvard campus, because nobody could get in. Not even if you're in Harvard. And if you think about it, Harvard is so exclusive, that if you have a Harvard address–or you can get in anywhere, if you have your student ID, you get into all the clubs, you get into the bars, you get access to everything. But within Harvard, there were exclusive clubs and Mark Zuckerberg made Facebook the most exclusive, hardest to get into club in Harvard and as a result, it became a phenomenon everyone wanted in.
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What Keep Your Customer Up At Night Worrying?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What you do want to ask yourself is what keeps them up at night? Because if you're going to solve the problem of what keeps them up at night worrying, and what exists in their life or their business right now that makes calling you a necessity today, then you are really well dialed in to who your ideal client is, right? So you know, I live in the northeast, I live right near our ski resort. There's probably two weeks left of the ski season. Skiers know this. This is a problem for skiers. Skiers want to get that last couple runs in before the end of the year. So if you're a skier, what exists right now. It's a sunny day. I walked out today and like oh, you know, I feel like I missed the whole ski season. I'm a skier. I live near the ski resort. What do you think that company ought to be doing right now? Right. Trying to push that pain button, alright. Hey, two more weeks. That's it and the season's over. One last chance, come on out.
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Most Important Question to Ask Yourself
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Here's the most important question that you want to ask yourself: what conditions might exist at that business and organization right now that makes hiring you or engaging with you a necessity today? And we start there. Who's the ideal buyer? And what's the situation they're in right now? I am the ideal buyer for my daughter right now because she's not paying for college. I'm likely paying. She's choosing now in the next six months. She's going to make her choice. That makes me a great candidate right now, but catch me in September. Nyeah, not so much. Wait until my daughter's a senior, she's already committed. I'm already out of that game.
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Who is the Best Beneficiary of Your Product or Service
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So here's a few questions. Who is the best beneficiary of my products and services? For me, it's business owners, decision makers. It can't like, I can talk to a president, I can talk to the VP of sales, the CFO, the C suite, but at the end of the day, a business owner will not sleep at night, if there's something wrong in their business. Whereas an employee sleeps like a baby, something's wrong, employee goes develop. Alright, we'll get that tomorrow. I get text messages after midnight from business owner clients. Hey, Carl, hopefully, if you're up I wasn't meaning to bother you but I was just this was on my mind. That does not come from an employee. So I'm going after a decision maker.
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90 Minutes Peer Day to Build Your Business
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I'm using some building blocks here, alright. Now we in our types of business have a finite group of people that we can even work with. We have a finite number of hours every year that we're even willing to work with. So we have to be speaking to the right people, we have to be speaking to the people that are willing to pay our price, right? You only have, it sounds like a lot, but there's only about 2,000 working hours in a year, right? So at least 1600 of them need to be billable for you. You can't let more than 20% of your time go to non billable activities. That means you have 400 hours a year. Sounds like a lot, but that's only 33 hours a month. That's only an hour, that's 90 minutes a day. You have 90 minutes a day to build your business. That's it. You can't waste spending your time talking to the wrong person.
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Dial in your Messaging
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The point is, is that with your sweet spot customer, we really have to dial in the messaging because they can tell the difference, right? If your clientele are Star Wars people, right. The Star Wars core fan, do they like the movies right now? Or do they like that show the Mandalorian better right now? All you Star Wars nerds would say the Mandalorian, the Mandalorian right. So think about I'm using some pop culture references here. Tell a Coke fan when they go out. Hey, we don't have Coca Cola. We have Pepsi. Is that okay? Right? Pepsi fans don't want to drink Coca Cola. There is a difference. Pepsi fans will drink Coke. Coke fans will not drink Pepsi. There is a difference. It's important to know that, right? And so we want to make this more specific because not only can we craft our marketing message better, we could set our pricing.
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Sweet Spot Customer
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So the sweet spot customer is the easiest person to sell to, and upsell to. That's why it's so important that we speak to this customer and we know the language, okay. Now it's interesting. So for any of you classic rock fans, I'm gonna–anybody a classic rock fan? You listen to classic rock? Every–okay. Every year they do the list. What are top classic rock songs of all time, for the last 51 years of these? There's been one song that comes in as the number one classic rock song of all time. There's no close second, there's this song, then there's every other song and it's the most commonly song played. If you go into a guitar shop as matter of fact, they put signs up. Do not play this song if you grab a guitar. Anybody know what I'm talking about? Nobody? It's a song by Led Zeppelin. Does that help anybody?
Stairway to Heaven.
Stairway to Heaven. It's the number one–it’s voted the number one classic rock song of all time, okay. Now if you were to ask passionate Led Zeppelin song Led Zeppelin fans, would they agree that that's the best Led Zeppelin song? If it's the best song of all time? Surely, it's the best Led Zeppelin song. What do you think Led Zeppelin fans would say?
No.
No. Led Zeppelin fans would say, that's good song. It's not even their bet. It might be the best song of all time, but it's not really the best Led Zeppelin song. Right? So imagine you're trying to sell Led Zeppelin stuff to Led Zeppelin fans and you came out and said, isn't Stairway to Heaven, your favorite Led Zeppelin song you would lose the core passionate audience.
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Not Willing to Overpay
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
A couple of years ago, I took my son- well, oh gosh, 10 years ago now, took my son to- what is it? WWE, I think it was Smackdown, right? The big WWE wrestling, right? And I'm going to buy the tickets. And like, where do you want to sit? I'm like, I don't care. Okay, just give me an okay. Doesn't matter, doesn't matter to me. Wherever we sit, we sit, right. Whether I sat first row or the end, I didn't care. And it's not that I'm not- well, I'm not a fan, but I'm not against it. It's just a, eh doesn't have a whole lot of interest for me, okay. Now, my son give him the choice, he'd sit front row because he's a big fan. I'm not willing to overpay for WWE smackdown tickets. Now I bought them. I'm willing to be a customer. So I'm on the outer edge of the customer. But if you capture the right customer, that's the Susan Riley at a Tim McGraw concert who's willing to pay the extra 50 bucks just to sit closer, right? Now I saw Susan had to step aside. Is Susan likely to buy anything else from Tim? You think she might buy some, download some of his music, buy an album, maybe purchase t-shirt, maybe get that gift box of Tim McGraw greatest Christmas hits? Probably. That's why the ideal client is so important, right? She's a big fan. So she's not going to just do one thing. She's going to do many things.
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Willing to Overpay for the Experience
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So Susan, who is your favorite musical act, or somebody you really would like to go see in concert?
Tim McGraw.
Tim McGraw, perfect, perfect, perfect. So now if I told you that I had two seats. I had seats that will just get you in the door, right. It will get you in the door, they’re–it's about 100 bucks, you'd be way in the back and I promise you, you would at least know that it was Tim McGraw because he'd have the hat. I point at him. You don't need your binoculars. You’d still hear the music, but you're just getting in the door. Or I've gotten a second seat. It's $150. I'll put you within the first five rows, right from stage and you'd get a chance to meet and greet Tim before the concert. You do a quick and get a selfie. Would you pay the $100 to just get in the door or the 150 for the close up and the selfie with Tim, which one would you prefer?
Of course, the 150.
And why so?
Because there's more value in that.
For whom?
For me.
Why is it more valuable?
Because I get to meet him and get a selfie.
Okay, so you get the selfie. All right. Do you know his music?
Absolutely.
Do you know a lot of the words to his music?
Yes.
So if you were to go to a Tim McGraw concert, there are not be many surprise songs for you?
That's correct.
Okay, guys, think about what you- thank you, Susan. Let's give Susan a hand. Everybody. All right. Now think about this. Susan knows all of the songs, knows what the guy looks like, knows all the words of the songs. There's likely not even going to be a surprise during the concert. But she would pay a 50% premium just as here–same concert, but to sit closer and get a selfie with him. She is willing to overpay for the experience.
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Not trying to Get People to Pay for Services
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
If you really understand the skinny jean market, I mean really understand it, then you will likely get the people that are the most passionate about skinny jeans. The people that are the most passionate about skinny jeans will pay your premium, okay? And they'll know the difference. They'll know the difference if you've got the right amount of flex in these jeans and the right amount of, you know, material that makes him skinny versus not so skinny. They'll get it and they'll pay your premium. So now remember, take a note on this. We are not necessarily looking for people to pay for our services. What? We didn't talk about that Carl! We are looking for people who are willing to overpay for your services. We are not looking for people to pay for your services. We're looking for people to overpay for your services. Now what does that mean? That means I'm not saying you are immorally or unethically charging them for something. What we want is somebody that's passionate enough about what we do, that they will pay your premium.
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Dialing in to your Ideal Client
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So let's understand, who is the most likely person and when is the most likely time that they should be working with us? So let me do this. I'm going to share my screen and I'll walk you through a couple of questions. You guys, can you'll see that? It says, ideal client, okay. Now what we want to do is make sure that we really understand, I don't mean kind of understand who our client is and when I say kind of understand, here's the mistake people make. Tell me if you've done this, right. Who is your clientele? Between what ages? 30 and 64. Or men? 19-35, right? If the range of your clientele is more than three or four years, you don't have it dialed in well enough. You're trying to tell me the message to a 19-year old young man is the same as a 30-year old man? No chance. Alright.
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Who buys from you? and When?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Think about what you do, think about who it is that buys from you, and when is it most important to them that they call you? And more importantly, what recently happened that makes calling you an urgency today, right now? Let's start there because that becomes your ideal client. The by far and away, it's not even close. The busiest times of the year for me are quarter four of every year, October, November, December, and quarter one January, February, March. What is a business owner doing during quarter four and quarter one of every year? They're thinking about quarter four. Oh my god, how's the year gone? Geez the last nine months. Let's evaluate. I wonder how it went? You know, did we hit our goals? Check our metrics. What's our progress? Are we doing good? Are we doing better than we thought? Are we doing worse than we thought? We only have a couple of months left to make any moves, let's do it now. Quarter one, what's happening then? Oh my god, we got to get the year off to a good start. We have to make sure that our plan is gone. We have to set ourselves up. So from October 1st, yes restructure, yeah and new beginnings. October 1st through the end of March, right I'm in the final, I could feel it people saying okay, we got our plan. Okay, we're ready. Okay, okay, okay.
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People Purchase Because of Pain and or Discomfort
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Think about this. If I were to say to you, hey, if you were to just look out the window, express gratitude, get five minutes of sunshine, make sure you do that now, you would have all of your dreams realized, right? Now some of you haven't turned your head yet to the sunshine. Oh my God! I might–I’ll think about that. What if I were to say to you, oh, my God, Tely look out there's a bug right on your shoulder! Ah, you jumped, I let a snake loose in the room. There's a crocodile nearby, you'd be gone. We move more because of pain than we do the pursuit of pleasure. The avoidance of pain versus the pursuit of pleasure. And so what we want to do is we have to either catch somebody in the middle of this discomfort or make them aware of the discomfort if they are not already. And then by doing that, the person or the company is willing to purchase and hopefully it is our products that they're willing to purchase.
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Why People Make a Purchase Pt. 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now, let's also think about why do people make a purchase? We make a purchase because there's a perception of where we think we should be and where we are now, right? You're on this program because you believe in one way, shape or form here in my business now. I want to go to here, this will help me get there and I dare suggest you're not doing this now because in 15 years from now, you'd like to have more clients. It's my guess, it's just a guess that you probably want those clients, you probably want those speaking gigs, that award, that brand recognition sooner rather than later. And so this program fits that bill for you now, and so that's likely why you're doing it now, okay. Also people purchase because there is some measure of discomfort or pain or their perception of pain.
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Why People Make a Purchase
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We're going to talk ideal client, okay? So I want to talk a little bit about really understanding who it is worth selling to, so that we can understand what we're going to say. And conversely, knowing what we're going to say, by understanding who we’re selling too, okay. Now let's back it out a little bit. Let's think about why people purchase. At the end of all of this marketing and messaging and videos and positioning and posturing and pricing strategy, we are trying to serve another person or another organization. We have something that they desire to have in their life. Why do they desire to have it in their life? Will they think it'll make their life better? Either now, or in the very near future? Okay, now you say wait a minute, I sell life insurance. It's not good until you pass away right? So then why doesn't everybody just wait to the very end? Right? Because if I got life insurance today, oh, it would give me peace of mind today even though I might not reap the benefits of it for decades. So there's a reason why we want to do something now.
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Do You Have the Guts to Make the Offer?
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The issue is who has the guts to take the mark? Because you all know the answers to, right. So I trade now. So I use this in all of our businesses and I use this with all of our clients. So I've trained over 7000 business coaches, right, to that long and a have a business coaching and consulting business. And so one of the things that I teach is for them to give you. So think about this next time you hire consultants of five to one guarantee, which means if they are not making your saving five times the amount of the fee, their fee, then the whole thing is free. How many advice do you have currently that offer a five to one ROI guarantee. Now, how many of you do you think could offer you that? How many could offer? All of them. They all could. They don't do their job, they can't give you your money back? They can all do it. How many of them do? None. I offer a five to one guarantee, so who am I competing with? Nobody. We’ll know what the problems are,right? Who has the guts to just say, I'll stand up and I’ll deliver your money back. Oh, I don’t know, what if they don't take the action? And what if they don't follow through and I can't hold them accountable and I'm short that meetings. That's a problem with you--then your programs not compelling enough that they want to show up on a phone call, that's not their problem. That's your problem, right? Well, how am I going to control my supply chain? Right, I have yet to meet now by coach a lot of you types already. You will fall in love with your supply chain and very efficiently at best price and you stick with it. I've yet to find a company where the diversity of their supply chain is their problem if you know what I mean.
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The Biggest Mistake You Make In Your Business
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Now, I know the biggest mistake you kick your way, I want to know what the biggest mistake you are making in your business is, so we can go and fix that problem. Here's the biggest mistake. Talking about the positives of your business too much, or giving it too much airtime, right. That's not what it is in a current client working. In the season of business that we're in cold winter, people defer to experts, right. Experts are people that can do two things: solve problems no one else can solve and then charge what no one else can charge. Those are the two things that will determine whether your clients will keep you as an expert or not, right. So here's what we start. So for those of you out with the last one, we'll do a little bit last time, is first thing we want to do is we want to hear, what are the top complaints that you are getting from your prospects and your clients? And what are the top complaints about your industry, not just about you, and some of these complaints that might not even be about your company. But take a moment, write down what are the top five complaints you are hearing from your prospects and your clients about working with a company like yours. What I used to hear is people will start on time, tell me you're going to start (unclear follows) You say you're gonna be done by April 1st, you're not done by April 1st. Tell me one price and there are complaints, change orders or you don't have, you know, you quote them with one price, but then you’re short on supply, but you can find it from another source as long as they’re willing to pay more. And in my service business the complaint was we didn't give enough, long enough guarantee on the hardscape and landscape materials. And there wasn't a senior manager on site, those are the top five I heard.
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Why You Need a Strong Why and How
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If you're like everyone else, your employees and your clients can choose why you're different than in other businesses. So in other words, this is a picture of the Iditarod dogs who trains for a dog sled race. So there are two types of dogs in a dog team. There's the lead dogs and then there's the musher dogs. Now, if your How and your Why are not compelling, you're like a musher dog, right? And so if you're not the lead dog, the scenery never changes. If you're not the lead dog, meaning there’s a lead dog in front of you, the scenery never changes. See, you're just looking at the ass of the dog in front of you, right. (unclear words) If you're not the lead dog,the scenery never changes, right. Why should somebody want to do work with you, why would somebody want to be in your department.
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Win on The How
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We’ll give your business processes. We're going to talk about this that (unclear words follows) I’ll show you how to do the How. It’s actually what you want to do is you want to get out of the train in business. We want to be packed into a train in certification. We want to have certified professional people that follow our methodology and what is for. So anywhere that you can have a unique way of doing business. We have applied that in Texas that former NASA scientist who build cooling station on display on universal NASA spaces, (unclear words follow) Now they build solar powered refrigerators. Right on their website, it says, we are rocket scientists who build refrigerators, right? And when I met them, and their problem with employment is there are a lot of people who are volunteering to work for them. He said, I’d like to work for you, and I said, what did you tell? and I said (unclear follows) at home and I said, what? They said no, no, no. We’re not doing that anymore, let's start an intern program. They basically get all the characters from the Big Bang Theory showing up at their door who all learned how to build cooling systems, right. Because they want to learn the How, right. If you remember that movie, The Pursuit of Happyness, Will Smith. When he went to work, (unclear words follow) because they had a world class sales program. (unclear words follow) He was doing the internship for six months for free. Six months. because (unclear follows) What is your How to complement your why, that's a huge language of success in our day and age right there.
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Lot of Margin in a Good Story About Your Business
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Some plastic inside, recycled plastic ballpen that whole pen on it, costs you $20. 20 bucks. Now, they promise to clean a gallon of trash off of the beach, where are they cleaning that beach? Where do they go? Fiji, Bali. How much do you think it costs to hire a laborer for an hour to clean out the pile of trash off the beach? How much is it? Let's do the P&L here. 50 cents? See if there’s willing to go 50 cents, they’ll go for a dollar, they’ll round up for you, right. Let's say it’s a bottle, right. This thing which the whole material is $5, so I figured this thing equals a dollar to me, right? So let's pay $1 or $2 for an ocean bracelet plus we're gonna hire that laborer to go ahead and clean up that trash, costs us now for $3 for a $20 bracelet, where did that 17 bucks go? Advertising? Yeah certainly after the word out, but all $17? So what of that purchase are you paying more for, the story or the numbers? Huh, there's a lot of margin in a good story about your business and I work with companies all the time like, I can’t get good employees, we can’t see people, they come back in. No they’re not. There’s nothing wrong in here in your employees. You’re a boring business. You’re a boring person to work for, right. Exciting companies have no problem getting employees and working for less.
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Least Qualified for the Position
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When you move somebody from one position to another position, as you’ll say that you are pre-boarding them to coming into, isn’t always wondering for the needs for that job. Guess how many CEOs do we have? You're the owner, only a few, a few brave. Well done. Usually, it’s the CEOs are in the back like, and this is probably where I’ll lose my sleep. Well, way to sit amongst us, right. And so, the two–what we have learned over the years is that there are two. Generally speaking at any given time, there are two categories of the most unqualified people in the company at any given time, right. First one is the CEO of a growing company, right. So if you're a $30-million company, and you've got 40 million, if you've never been to that 40 million, what qualifies you to be CEO of a $40 million company? Let me help you. Nothing, okay. You have to grow into that post over a period of time. You are among, who are among the least qualified for that position at that time, right. Second category of unqualified employee is someone who recently got a promotion. How many of you have taken the lead sales person get into sales manager? Well, they were sales producers. What makes the producer good at management? Let me help you. Nothing, right. The person who's on the assembly line or it should begin receiving, what qualifies them to now manage the process of shipping, receiving all the people in it when they were just the producers? Let me help you. Nothing. They have to grow into that position over a period of time. They are among the least qualified positions in that company.
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Leaders Need to Get Work Done Through Others
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In order to does through other people that you get done through yourself. I’m saying if I were a coach, you still have to get things done to other people. That's the mark of a leader. Well, how much do other people do after your meetings, not just showing up and being really gung ho in your meetings. And so one of the ways that you do that is you start find–catching people doing things right, and letting them know what you respect about them. Because those are the behaviors that you're going to see more and more of. When you acknowledge them, more they come out. Think about this, how many of you have kids? How many of you know of kids? describe buddy, When a kid asks about you, you'd probably all don't remember. When a kid learns how to walk, how do they do at the beginning? It's okay. Well, I’m sure your kid was amazing, but how about all the other kids that are not your kids do? Awful! Like they do all that for and then party it right? They come out and they're like (unclear words follow) What do we do when they screw up? We're like, yay, isn’t he wonderful? So great, okay. Isn’t he great. Isn’t she great? You’re doing so good. What do we do? We don't critique their walking like, ha! you got ways to go kid. And you're already with walking around, that’s–that’s not gonna work. We don't do that. We find doing as much right as possible.
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Respect and Trust interactions
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That table, next table, giving them a visual greeting, a visual greeting. So what sort of greeting would you give somebody if your hands are above your shoulders? A high five? A high five, got the wave, right. A wave, okay. It might be a fist bump. It might just be pointing like, hey, I got you! I got you, right. And you're gonna say words like, “Great to see you” like, not “nice to make your appointments”. Like, “pleasure to meet you.” That's a different zone, that's cool. That's not this morning. What we're gonna do this morning is high-five, “hey, how you doing?” “Great to see you,” big smile. Hands above, hands above your shoulders, meet and greet at least three people in your pure visual zone. Are you ready? Let's try that one more time. Are you ready? That’s it. Right on. Okay, so meet and greet at least three people in your pure visual zone. Go!
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Rapport 1st Influence 2nd
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As the leader, the ultimate goal is to understanding yourself, understanding others’ styles. So you can have any situation you put yourself in, right? So–but in the beginning, when you meet with somebody or when you start a day or start a week, or when you're launching your product, and oftentimes, this guy will first substance second, right? I wanna hear what you have to say, if there’s some more and through that I can follow more, right? People need to know, why is my life gonna get better by me knowing you, alright? So now what with four lays the foundation, let's talk about the Influence. You need to influence others to get to do what they otherwise normally would not have done, right. I remember when I was growing up, I thought I was gonna be a professional baseball player, fireman, astronaut, alright, design, build, landscape installation was not on the list when I was twelve. I dare suggest most PAC was probably not on your list when you were five also. That’s what I thought, right? So you came about that. And in my experience, we’ve coached over a hundred thousand business leaders at this point, and one of the things that when we ask, how did you ever get started in this line of work? And in that story, it’s almost always, somebody believed in me, told me I had an aptitude for this, hone that where I was really good at.
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The Language of Influence Part 2
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They did a study to find out, best friends must have a lot in common, that’s why they’re best friends. So they did this whole study that said, they must have hovered around in values, a lot in common. You know what they found? That friends, when it comes to values, only share about 10%. Do you know why they’re friends, why they’re best friends? Because they do the same things at the same time, alright. Remember when we were kids, when we were growing up, and we went to soccer or football or baseball, who were you friends with? Your friends are the parents you saw every Monday, Wednesday, Friday at the baseball field, right? Then you came on to lacrosse, “Ugh, I need my own set of friends now.” Now a lacrosse mom or dad, you know. How embarrassing! I was so cool. I was a football dad and I’m a lacrosse dad or mom, right. And it’s because we do the same things, the same way.
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The Language of Influence Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Three languages that we are going to talk about today. First language is the language of influence, right? And what I wanna do is I wanna talk about how we generally influence the other person. The first thing we have to work on within that is our body language, right? So, we gave high fives before, the energy level went up, where are we at? 3-9-4,okay, we’ll get up there. Now in order to have influence of any type, we have to build an environment of rapport. Okay? Now we're gonna go through 9 types of influence in a moment, we need them to trust us that’s the goal we need to get to. But first thing we need to do is, we need to build rapport. Now, if I were to ask you what is–how would you define ‘rapport’? What was your working definition of that be? Just shout it out? What do you think rapport is all about?
(Relationship)
Relationship? Great. Relationship of what?
(Trust)
Trust, nice try. You’re right ahead. Go ahead. Confidence? Rapport is the relationship of saying this like this commonality.
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The Personality of a Business will Mirror the Personality of its CEO/Owner
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In business, will mirror the personality, the team will mirror the personality of its leader or its owner. So let's test it out, so you got a really organized owner, what kind of business does he have? Yeah. Don't overthink it, just shout it out - “organized. If you have a schizophrenic owner, what kind of business do you have? Twitter! right!. So that's like the best example ever, like a good example of the personality of a business mirroring its owner and all that. “Oh my gosh, can we find a better example?”. What's the first thing that Jack Dorsey does when he sells the company? He apologizes to all the employees. “Audience, so sorry about what's about to happen to you”. Elon Musk says “Get all of you, you know, soft employees out of here”, right? What is Twitter going to look like a year from now? I don't know but it’s going to be a lot like Tesla. And it's gonna be a lot like Elon. And so I–people ask me all the time like, “Is this a good management tactic? What is he trying to do?” Like, he's just gonna hold the company in his own interest, that what’s he’s going to do. The first CEO did it and the second CEO’s about to do it and you have all done that to your company too.
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Difference Between Growth & Scale
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What's the difference between growth and scale? Okay, so if you identified as a stage one, two or three business, right, you're in the growth side of things, your entrepreneurial managed, right, you can grow, you're not quite there ready for scale yet. You're driven, personality driven. You're the owners goals, the owners, the operator, you need flexibility and creativity in order to grow, right? Then stages four through seven, those are the scale stages, that's when it's your managing on metrics, on processes, okay. It's more about controls and checks and balances and analytics. The owner is now a coach or a mentor or a leader. Alright, so there's a, I mean, I could do a whole bunch on this, but I'll leave it at that for now. You know, so if you want to go from entrepreneurial management to professional management, you don't have to, I just want to draw the distinction, because there's a big difference between growing a business and scaling a business. And the big difference is there's comes a point where you might have to sacrifice both revenue and or profit. You don't have to, but you might have to, in order to get past that hump, and get to scaling.
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You Can Sell a Business That Revolves Around You
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I want to sell my business, but it revolves around me, can you scale and sell a celebrity business? And the answer is yes you can, look at Dale Carnegie's leadership. It was built on the principles of the Dale Carnegie wealth principles. And they created a training franchise around it's a global training company today. Now, it's not more than a Carnegie family, right. But as a training company, it's worth more today than it was then, when it was just about Dale, right. The Blue Man Group started out as three guys who didn't have jobs, and they wanted a weekend gig. Well, they ran into a problem on one of the guys actually got a job. I like well, what the hell are we supposed to do now? The group's gone. So that's when they came up with the idea to put the blue makeup on, and then they could substitute in players. And now I think the company sold for like $60 million to the company that owns Cirque du Soleil, I believe, I forget who owns them, but they sold for big bucks, right? Just three guys, but it was based on their principles, their systems. It very much can be done.
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Build a Legacy Business
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Stage seven is the succession stage. We build a legacy business at this point, and you get to fire employee number one. Guess who that is? That's right. You get to number one, the founder that's right. You get to put a new title next to your name. You're now the chairman of the board, chairwoman of the board, right? And when you insert a new CEO in your place, the value of your company actually rises and you've built yourself a legacy company.
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Saleability
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You may say I don't want to sell, but maybe I want to acquire, maybe I want to be a buyer. Maybe I want to do a roll-up, maybe I want to have a strategic alliance, maybe I want to be the platform firm and I’ll be adding businesses onto mine, maybe I'm going to do an IPO. Those are all exit strategies, folks, right? Exit strategy doesn't mean that you are just selling and walking away. Exit Strategy also means you're just exiting, what kind of business you are now, and you're going into another type of business. We went from an independently owned company to a partnership, partnership to a franchise, and franchise to an ESOP. You name it. You're maximizing your saleability.
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Stage 6 - An Asset is Born
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Boy do we love stages six and seven, thank God for technology. Technology has made it so much easier, so much more approachable, accessible, and feasible for people to sell their businesses merged with others, and stayed six is that stage. At stage six you maximize your saleability right now. My mom, Nancy Gold, is the queen of the garage sales. You want to go to a garage sale, Riverdale, New Jersey, you set your timer, go to my mom's house, she'll run the world's longest, you know, longest tenured garage sale. As a matter of fact, in little old Riverdale, they changed the rules about garage sales because my mom had too many garage sales. Like Nancy, you can't be running a store out of your driveway, right? And so they changed the rules, you have to have a permit now for a garage sale and Riverdale. You're welcome, okay? And so anyone can run a garage sale and you can sell your business and all the aspects of it and the assets in it for pennies on the dollar or you could sell it at a premium, that was stage six is all about. Stage six, we say an asset is born. Stage six is kind of like stage three. Remember all the way down to stage three, you are building your implementation team. Well, at stage six, you're building your management team. In other words, they are going to run the day to day.
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What are You Known For
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What are you or can you be known for, in addition to the utility of your product or service? So for example, in our business, one of the things that we do is we introduce our clients to each other, and most of our clients are working together, right? We'll say, well as soon as they come in, we'll say, you know what, here's who I know needs your service, you don't have to sell yourself believe I'll take care of that. I'll say you take care of them on pricing service because they're in the family, now you're in the family. So we are known as much for that as anything else. You walk through the door, and you've got a handful of clients because we introduce you to everybody else that we work with that could use your services, and vice versa. So they're all working together all the time, right? And you can have other things as well that you're known for, right? Is it your cause? Or is it the people that you help? Are you saving the planet? Are you making sure everyone has a home or no one else has to go into one at a certain age? Like what is–are some of the things that you're known for? What is your how? We're also known for how, we've trained over 7000 business coaches on this methodology are parts of it. Over the last 20 years, we've been behind-the-scenes architects, for many of the coaching systems that you know of today. We've advised most of them at some point or another. I won't point where the architects are behind three of the five largest coaching programs on the planet, right? So what are we known for? We are known for showing coaches how to earn six figures right out of the gate, and we've been doing it since 2002, right? And we also service our clients, we're also managing consultants and coaches, great. I say management consultant and coaching, right? But if I start to talk about the other stuff, like Whoa, that sounds pretty interesting.
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A Franchise is born
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Now, this is probably the most popular of all the stages that by our clients when we first meet them, technology has come in and allowed for stage six and seven to be more reachable for the average business. But stage five is the sustainability stage. And this is when we say a franchise is born. Now it doesn't have to be a literal franchise, when we say a franchise is born because you can now have multiple locations, multiple products, multiple revenue lines, and a lot of our clients like that to say yeah when I open up a new location, or I do want to franchise or I want to license or certify or become a distributor network. Sustainability, you know you're a sustainable business when you are known for something other than the utility of your product or service. Right? So think about what I just said there. Oh, wait a minute, Carl. I'm a mechanic. What else do I need to be known for? Rather than being a mechanic? Well, guess what, 4ocean.com is a bracelet company. Did any of you think of 4ocean.com as a bracelet company until I just said that now you think of them as the dudes who clean up the ocean and the beach right? And they just sell bracelets to do it.
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The Throughput
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You are now documenting, you are now process mapping, you are codifying, you are figuring out and creating the blueprint for what they call your throughput, right from the time you get a lead to the time you get paid and everything in between, how you fulfill the order, how you satisfy your clients. That's called your throughput, you determine and systematize your throughput. I'm a huge fan of scripts and so you want to script out as much as possible. Virtually every business there are very few exceptions. There are very few businesses that are not capable of becoming an assembly line and you want. Essentially in your business, you want to build an assembly line with the most amount of certainties possible, and you want to standardize and create the most consistent results possible in your business. Okay, that's stage four.
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The Grave Yard of Most Small Businesses
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Somebody comes into their business and said, look you can eat off the floor. I'm like, Oh, my God, we got a problem. Systems too early slows down the growth of the business, you want just enough that your synergy team can handle the task at hand. Now, once we've proven this out, we go through this little jagged line, you see that between three and four, we get to go to stage four. Stage four is the system's stage and this is where you decide not only on the systems of your business, but you decide the ecosystem. What kind of business are you going to become? Are you a partnership, a franchise, a license, a certification, a virtual company? What are you and how are you? How do you operate? What is it you're all about? Because that will determine the type of systems you put in, right? And so this stage three to stage four, we call the graveyard of most small businesses. That's where people try to scale. They either had systems too early or they didn't put them in right. They got big, they got poor, they went down to small so they can make some money again.
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Systems to Early Can Slow Down Business Growth
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Have a team that's bought into your mission, vision, values and purpose. They will do whatever it takes to make the job happen, right? The result happened. Now, you'll notice I haven't used the word systems yet. stage one, stage two, stage three, we have minimal systems. Okay, if you put in systems too early, you will slow down the business's growth, alright. What I've learned over the last 32 years and hundreds of 1000s of businesses is that sequence matters. When I meet a client for the first time, they're doing almost everything right like, they'll tell me, I'm like, What are you doing? Like, oh, do this, this this? And I'll say, Wow, that sounds great. You're doing it all right. At the same time, guess what, almost everyone is doing them out of order. When you do the right thing at the wrong time, you put friction into the system. So you put systems into too early. You're trying to put efficiencies into parts of the business that are not designed for efficiency. So for example, everyone loves to automate lead gen. Everyone likes to automate their sales process. It's nearly impossible. You can't throw enough money at your sales and marketing systems in order to fully automate them and make them fully efficient. They're not designed that way. Jeff Bezos gave an interview where he said our client acquisition process right now, which is giving away prime and freemium, and it's not sustainable. At this rate, it's too expensive to acquire a client. We can't do it this way, right? So you either get involved in your sales and marketing systems in the beginning to make it effective and then once it's fully effective, meaning you know what price to charge and who your ideal client is and what gets them to buy for how often and at what frequency, then you put efficiencies into your business development efforts but it's never going to be fully efficient.
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Time to Build a Team.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now it's time to build a team, right? You now–you're so busy, you enter the synergy stage and you need an implementation team, you're so busy at what you're doing. You need other people to work elbow to elbow side by side with you and to do the work together, right? If you're an accountant, you need more accountants, if you're a lawyer, you need more lawyers. If you're a consultant, you need more consultants, whatever it is, you're a brake specialist, you need more brake specialists. This is your implementation team. Okay, now, you need a team that is aligned and totally bought into your mission. You know, the number, the best run event that I've ever been part of was the New York City Marathon. I ran it in 2002. And I ran it again in 2019. And when I ran it in o two, there are 30,000 people that ran the marathon and in 2019, there are 50,000. Most of these staff are volunteers, right? But they are so bought in to the theme, they have a theme at the New York City Marathon is that one of the most transformational experiences you can ever have in your life is to run a marathon and to run it in New York. Now, on TV, it looks like a race. But if you've ever run it or been part of it, it's not that at all, it's a parade. The runners are the floats and there's 2 million people that line the streets in all five boroughs of New York, it's a logistic nightmare. Think about that two over 2 million people, probably 2.1 million people by the time you are done organizing the fire department, the Public Works, the police department, and yet it comes off without a hitch, right? Why? Because the people there are so bought in, it's easy to train them. There's a couple of key things that they need to know. Basically, you keep the runners running, you keep them moving forward.
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What Are The Top Credentials in Your Business?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What is considered to be top credentials or associations in your field? Okay? When I was a contractor, I had my real estate license, I got my insurance license, I got my building inspectors license. These were the things as a builder were important to know, you needed to know the law, you needed to know how it worked behind the scene. There was the stuff you built from the ground up. And then there was the whole other side of it, the paperwork, the legal and the monetary side of it. I wanted to know it all, right? So those were the high credentials in my field when I was a contractor, what are the high ones in yours? I'm an advisor now. So I got the credentials of certain awards and certain certifications and certain associations. What are the ones for you? What are the ones you have and what are the ones you need to pursue?
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You are Now the Specialist
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now you've got a plan and now you build yourself up as the expert, right, your analysis specialist, an authority, a thought leader, an expert, a guru in your space. Here you need to be the smartest person in any room that you walk into as it relates to your subject matter. And there's a practical reason for that, at some point, you're gonna want to grow and scale, that means you're gonna have to put a layer of employees between you and the line worker, who's a manager, right? The manager is a non-revenue-generating employee. So you have to have enough gross margin dollars in order to afford that layer. Right? If you price yourself too low, and you're not thought of as an expert, it's going to be hard to keep employees and to pay for them. So as in the area of specialty, think about what are the top credentials in your space. What are the top people have as credentials? Did they go to a certain school? Do they have a certain degree or diploma? There was–there’s a certificate or was there an exercise that they had to go through in order to you know, a hazing a boot camp or summit or whatever, in order to stand in front of you today? You know, one of our clients is an Olympic medalist when he stands in front of you and says and talks to you about training, and he's wearing a silver medal from the Winter Olympics around his neck. You're listening to what he's got to say.
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The Why?
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It's great because that's your story, that's your cause, that's how you're trying to impact the world, a company that's doing this really well is Bombas socks or four ocean.com, buy my socks, and we'll donate a pair to a homeless person, buy my bracelet, and we'll clean a pound of trash off of our ocean floor and our beaches. Right now, the cause is worth more than the actual product in both cases, right? If you've got a bracelet on your wrist right now, and you bought it at a little concession stand, you probably pay five $10 or you buy one of those for ocean bracelets for 20 bucks. They're dollar to make the cause is worth more than the actual product but they get a premium and you know what? People volunteer to work for those companies so they can learn from them. So what are your employees going to learn from you? What marketable skills or what intellectual property will they benefit from by being around you? Or your culture? Right? What are they going to learn that's going to help advance them? I love what McDonald's is doing with their most recent ad campaign. They are saying that we want to be the world's best–sorry, America's best first job. I mean, you talk about going out to the world and saying not only do we not care if you don't have experience, we're encouraged it. Will they're going right after the market that's never worked before?
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How do I Become Compelling and Inspiring?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So the good news is nobody cares what you do, nobody cares. What is a commodity at this point? All right. I'm a management consultant, great! good for you. I do marketing, tremendous. There's only 30,000 of you in the marketing agencies in the United States, cool. You're a 30,001, nice job. I'm a trainer, I will almost be all good but that's a commodity, right? The better news is, people are gonna decide whether you're compelling and inspiring based on your how, and your why. Let's talk about the how. So a company that's crushing it on the how is Uber. Uber, right? They took decades-old technologies, combined them, put them in the hands of the consumer, and said, You're now a taxi company. They took that same app, put a couple of other features, put it in the hands of the owner of a car, and said now you're a taxi company. So you too taxi. We are consumers or dispatcher. They are their own company and they put a rating system in there to make sure everybody behaves well. Now, how many of you even know what Uber's why is? That was I thought none of you. None of you are saying well, I'm not getting in that car until I know what your why is. What do you all stand for? You don't care but the how is wicked cool.
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What's Compelling About Your Business?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We got to get your ideas out of our heads and onto paper. Now, given the times we're in, people will say all the time, oh my gosh, it's so hard to get good people. I can't keep my people. What do I do to attract good talent? And my answer to that–my first answer to that is, well, because you have a boring business, that's why you're having trouble attracting people. Your plan is not compelling nor is it inspiring, right? If you're just there to say, well, I provide a service and I help my clients. Well, that's cool, then not as that's not a noble and worthwhile mission and vision but it's not compelling or exciting to the outside world. Right? What does my mechanic do for my car, he changes my brakes. That's great. But I don't know how compelling and inspiring his business is. I don't know if he happens to be convenient for me. But he also complains, it's hard to get mechanics because you're a boring business. So it needs to be compelling and inspiring and here's how you know you've done them. Two questions. First question, what is so compelling and inspiring about your business, that your competitor's clients would be willing to leave them and have you as their vendor and pay more? That's question number one. Question number two, what's so compelling and inspiring about your business? That your competitor's employees would be willing to leave their come work to you–for you and earn less.
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Customer Have to Admire You
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
If they don't admire you, now what's the point? Now they don't have admire you in every area of your life, but in the area that you have an expertise, it would be useful that they admire you. You bring something to the table that they don't, remember if you're the specialist, right? If you're the specialist, and you have a piece of knowledge that your client doesn't and buy, you sharing that knowledge or experience that will enrich their life, they can admire that part of you, right? So we always have to be growing ourselves. We also have to be putting ourselves out there, alright? Let's never ask our clients or prospects to do something you are not willing to do it as long as you're willing to do it. You could say Ellison talking to the wrong guy or old lady, I have the ability, right? So I know what that's like. So on some level, they have to admire you.
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What is Rapport
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Somebody to like you and follow you. They have to believe on some level that they are like you. Okay? Does anybody know the definition of rapport? What would you say? What's a working definition of rapport? How would you call? (understanding, it to create a common bond and interest). He's a smarty pants, a common bond. Okay, very good at what else is often you define rapport? Values, connection, comfort, a harmonious relationship, trust, and how can we build trust? rapport is the relationship of sameness, lightness, and commonality, sameness, lightness, commonality, the more that someone feels they are like you, the more they can allow themselves to like you, right? And there's always something you can find in common. And you can build that relationship by performing on that, but we now need to influence them right? On some level, in order for somebody to follow you, to buy from you, to want to be associated with you is that on some level, they have to admire you.
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Move from Potential to Performance
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
It's super important that we move from potential to performance. In other words, these are what the saying is you take notes every time you take a note, you put an action step next to it, and that action step has to happen at least an extra step within the next 24 hours. So some of you are in the VIP lunch, and you take an action no matter what by before lunch tomorrow, when you're done today, take one action towards whatever your nose work today, you have to get into the cycle of performance, right? And so I can tell you all the people that are doing it, they're all the influencers you're following, anyone? If you were to say like, who this is person, I follow this person I like they're just out there doing. You know Gary Vaynerchuk will tell you, he says if you watch my stuff for 30 days in a row, you're gonna hear everything I have to say, ever, on any topic for my whole life. Do any of you follow Gary Vaynerchuk? Does he not say the same thing over and over and over and over and over? I met Gary like 15 years ago, he said the same thing for 15 years, and you know what he's gonna do in 15 more years? He's saying the same thing, right? But that dude executes like nobody I've ever seen, that guy executes. I mean, he's on every platform 15 times a day. He's–and he does exactly what he says.
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Rewarded for Trying
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Or in business history, have you been rewarded for just trying, right? So more than ever, we–we have the opportunity to just get out there and be (unclear follows), right? Not only is it okay that you make a mistake, it's actually rewarded when you do, because you're not perfect, right? Social Media for the most part is the highlight reel is like, you know, when you see somebody at a networking event, how's it going? Good, busy, busy, yeah busy, so the family like everything's pretty good, we're really good, that social media. So somebody's actually authentic enough to say, Hey, I tried this didn't work well that was because what I–I try never to do that again, more and more, they're rewarded for it. So we live in an age where performance is rewarded almost as much as the result. Now you're highly skilled people. I mean, think about it. If you tried something three times, you're likely to get it right. If I gave you five times if I gave you 20 times to get something right. Do you think you'd get it right? I've even told you what it is and you still like, give me 20 I'll get it, right? You're too skilled not to get this stuff, right? So it's not like you're gonna be fumbling your way through social media for the next year. You might get it wrong or not perfect, like two or three times then you're like, alright everybody, hey everybody, check it out. Nail it, right? And you're going to show the result.
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Out There Trying
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Back to the Jurassic age some of you remember it. It was way,way, way back in the 90s, before cell phones and dinosaurs roamed the plains, and there was no Internet, right? A way,way back then the only way anyone could tell if you were good or not, was just simply by the results that you showed. You couldn't advertise, display and talk about the process. But we live in the age of social media. If you're just out there trying, you get rewarded. Some of you are boating enthusiast, right? And I follow these YouTubers that getting their boats and they can take their boat from New York to Florida back and forth. And these are some of the most incompetent and efforts I've ever seen in my life. I want to go where they are take the boat away from them because they don't deserve the captain ship that they have with their videos are brilliant, right? And then I will, I thought it was a good idea to go out until those crashing waves that hit the boat in the front. We're gonna see what happens and I’m like glued to it, right? But they’re out there trying.
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1 Step Ahead
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Who came on a little earlier and sit there with the expert only, they're only in–they were only in business for a few years, right? I forgot, not Nicole who's the a? (health and wellness) health and wellness, right. She's in performance. Okay, call yourself a specialist but guess get out there and just do it. You're an expert or a specialist and you can be a consultant as long as you're one step ahead of your client. Yes, I don't know that I call myself an expert if I've only been in industry for a cup of coffee, right? But I wouldn't be a specialist, you can consult anybody as long as you're one step ahead of them, right? The soon as you figure out the Google search algorithm, your Google that's why Google will never let you catch them, right? They're like the road runner. As long as you don't catch me. I'm still Google. The day you catch me you outrank me, right? Just make sure you can't be caught. But to do that, you must remain in performance.
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Potential vs Performance
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Potential is a wonderful place to be. I got to tell you in potential, you are a legend. It's amazing–I can't believe how good I am. You know, in potential, I can make no mistakes every idea I have is freaking brilliant, right? And my god, I gotta tell you, not only am I charming and handsome, but boy I’m smart in potential, but performance is very messy. Performance is risky. You can get it wrong, or worse, you can get it right and be expected to repeat that over and over again, right? Performance is very, very messy, right? It is very risky, but it's where you are most alive. You will find out what you're all about in performance. You cannot find out what you're all about in potential. You just cannot, right? And the longer you stay in potential, the more full of shit you are.
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JV Around A Like Customer and How it Works
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Joint venturing is one of the quickest ways to accelerate both your business growth, but your partner's business growth, okay? And Sheera who do you sell to? Who's your customer base, mostly? Women of what age? Women 35 to 60, homeowners? Who here provides a service to homeowners? What's your service? Real estate property management services? Do you manufacture clothing? Do you do Property Management Services? No. So they have non competitive businesses. They're complementary, but they're talking to the same people, right? So Debbie can write a letter on behalf of Sheera to all of her clients like hey, listen, I just met this woman. She's fabulous, she's–you want to see the clothing she has surely been guaranteed delivery, right? That was kind of a joke. He didn't like that one was still reeling from that one. Sheera is gonna say, Hey, I've–you know, in my travels with a lot of you, you've mentioned that you have a you have other properties and you might need some property management or real estate services. I just met someone who's fabulous, and I'd like to introduce you to her. And you just cross promote and write letters on behalf of each other. It's non competitive. Oh, and by the way, when you go to Sheera’s website and you go to Debbie's website, you're gonna see some pricing, you're not gonna have to pay that because we've worked out a special deal just as a thank you for being our customer. You're gonna get a special price.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Their safety in numbers, and that's why bundling is so important having that during the winter, okay? Now, if you have each of those three options, you don't have to try to guess where your industry or the economy is at. You offer all three, and based on how they're buying tells you where your customers are, right? So during the pandemic, weren't there some companies that did really well, and they crushed it? They're like, I'll bring on the pandemic, you know, if you're in the restaurant business, not so good. If you are in an online e-commerce business, very good, right. So different industries will respond differently. But what we'll have to correct is all the credit markets in the real estate market, the commercial real estate market never corrected, right? All of these programs (offices)--President Obama forward kind of pushed it out kind of kick the can down the road at some point we got to pay and it looks like it's coming.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That the stock market in the economy can go is, you guys have taken this part way too seriously do with me down there you go. All right, when the economy is going down, which it will do next year, for a period of time, you need to bundle your offerings or offer clubs or a loyalty program, you need to have a bundling strategy. Bundling by the way, folks, in the last 500 years of the study that was done on these patterns, bundling and the creation of clubs was the number one commercial strategy in winter for the last 500 years. That number one, that's why you see bundling going on everywhere, every insurance company, you can bundle, right join our club, or our mastermind group and you get all of these services. Because when the economy's going down, it's thought of as irresponsible to pay retail for a product or service, right? If you're unsure about this, on your way home, and don't tell your significant other, go buy the most expensive dream car you ever thought of 6000 pounds or not. They don't even worry about that part. Just say hi, you know, the twin-turbo Porsche was on sale, put a big screen TV in the backseat and then in any trunk space at all. Go buy some luxury clothes, and then walk in the door and say, ya know, the economy is really going in the tank. I thought we prepare, I wanted to do the purchases now because you never know what it's gonna be like in a few months.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now premium doesn't necessarily mean just dollars free. It could also be risk-free. Put a dollar on your card, you know, don't charge after 30 days of use. If you don't get what you want, you can send it back within that time. Okay? Because when going sideways, buyers are paralyzed. Imagine, have any of you ever experienced an earthquake? Or a severe tremor, right? I was in LA once in a building off the cold. What was that? And like, they're like, You east coasters? Come on. It's not that big a deal. And I was like, you sure? And the whole building was rattling back and forth. And they're like, oh, please come on drama King, and we all went outside. But now think about it. If the economy starts shaking side by side are you like, huh, I owed a brace for this, we ought to start making some purchases. Just so you know, when that earthquake hit, I didn't run to the vending machine. Like we're going to be outside for a while. Anyone need water? No. I was like, get me the hell out of here, I’m not doing anything. So during a sideways market, people wait. So they're paralyzed. You have to give them a reason to take an action and make a purchase. So you have to have a free offer.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Here's what we're looking for, the economy, like the stock market, goes in three directions, right? And only three directions. The first direction is, say it with me up, you guys catch on quick, good, up, that's our first strategy, our up market strategy. When the economy is on the way up, consumer preferences go towards higher fees, and the velocity, the economy speeds up. We feel we want to get back what we feel we lost, which is our time, so I'll pay more. I will pay your premium in an up market. Okay. The second direction the economy or the stock market goes is which way sideways. Linear who–who got technical on me? Way to go. Thank you, sir, alright. In a sideways market, which is what we are in right now. By the way, we are in right now. You need a premium model. Now premium doesn't necessarily mean just dollars free. It could also be risk-free.
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A Day With Carl
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I invite you all to do it, go to Carl gould.com. And look up a day with Carl, all of you put this on your website, immediately. Copy and paste, I don't mind, change my name of yours, of course. And then fill in your number. I started out a day with Carl in the 90s. It was $2500 with 2500 bucks. And then everyone's like, well, how valuable could it be? If I can buy your time for $2500? Really good point. So I made it five, and then it was 7500. And then it was 10,000 then it was 12,000. It's currently at 20 grand, okay? But what does that say about the value of my time if you wanted to buy a day of my time? You see what I mean? So we've done this a number of times and I tried to tell this to him. I told him why didn't try it. I told him to one of my clients. He's an attorney down in Atlanta, and he had a real estate training program. So I told him about this and he's like, call this the dumbest thing you've ever said to me in the years of we've known each other. I'm not doing that. I said, Ben, take my word for it. Just put it up there. What do you care? It's Listen, who's your web–does do–I'll give them the text. All they do is copy and paste. So he's like fine, go ahead. A couple of weeks later, I get a frantic call. It's Ben. I'm like everything alright? He said, ahh that thing–that–you know that stupid thing you made me do two weeks ago that day with Ben, he's–someone bought it.
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Service-Based Business - I favor Premium Pricing
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now in service-based businesses, I do favor premium pricing, okay? Because of pricing, there's a perceived value that comes with your pricing. If you are high priced, the perception of your quality is that it's what. If your mid-priced perception of your quality is, If you're low, with one exception, if it's super low, what's the perception? Maybe, actually, if you're among the highest priced and among the lowest priced you thought of as an expert, right? What you want people to say about your pricing is, how do they pull that off? Now I know what we pay here in New Jersey, but for those of you outside of New Jersey, what do you pay for a Google search? Like you go on, type in something, hit search, it's free. It's free outside New Jersey? No shit. You're kidding. How is Google able to bring us the world's library millions of answers per in a second, for free? How are they able to do that? What's their algorithm? They do ads, but what's their algorithm? It's a really good one. Exactly. I don't know what it is either. That's why they're Google. They're smarter than us when it comes to that. That's why they're Google. That's why they have all of the–they have 80% of the search worldwide.
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Make Sure Your Pricing Speaks Your Language
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You choose or whichever model you choose, and make sure that your pricing speaks your language. Now, here's what I will tell you. If you have clients that are a million and above 2 million, 5 million 10 million above, they will pay your fee. They will pay it, right? They value your service, you don't have to give them a lot of free stuff, they will pay you. Your clients under a million will overpay for your service–overpay for your service, they will pay an ultra-premium because of how much they need you and how much they want to emulate the achievers they want to become, okay? I can tell you where all the emulators sit at any concert or any ballgame and its first-row upper deck. Why do they sit in the first row, upper deck? So they can say their first row and they leave off the upper deck part. I agree seats first row. Why is your nose bleeding? Don't worry about it, right? First-row upper deck because they want to say their first row like their counterparts but I can't afford those seats behind home plate or on the 50-yard line or at the mid-court can't afford them. There are 1000 bucks. This is 80 but I'm front row, so I'll overpay for the front row, upper deck, right? Rather than I can't pay the 1000 down there for the mastermind group you're thinking of, put that $100 a month that's a $500 a month program. They'll pay 750 because they're emulators.
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Who are we for? Who are we not?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Your pricing is like I said, it is a language now. So the first thing it tells you is who you are. More importantly, it tells your clients who they are by working with you. Right? If you are a high-priced or a premium service, what are you telling all the clients that are paying that premium service that they are what also, they are premium also, right? Now, premium isn't better than mid and is not better than economy, people identify a certain way and you want to make sure that you're talking the language of your audience, right? In the 2000s there was a– and if you ever wear Timberland boots– hey with Timberland boots at one point, they got really popular in urban settings, and their core audience didn't like it and stopped buying them, right? Because they didn't want to be associated with the other demographic for whatever reason and so timberland had to get a new boot, same boot, new name, and put that out there for the urban market, and then their core audience came back.
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Stage 2 - The Specialty Stage - Time to Talk Pricing
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Stage 2, the specialty stage. Alright, here's where you–if you thought stage one was uncomfortable, we might have a little bit of an issue because that stage one, you've only shared the plan with yourself. You even–haven't actually told anybody yet. Stage two is where you really need to position yourself in the marketplace, alright? And pricing, your pricing is the largest, loudest language you speak of all the things that you do. Pricing is your language. A couple of things happen when you announce your pricing. Number one first thing you do is you tell the world who you are. Hi there, I'm Rolex, that's right. 90% of you can leave now. Thank you, whoever's left, alright. Let's have a look at those shitty watches you're wearing. And let's upgrade. Okay, let's get started, alright? There's a reality that you will be attractive to a certain type of company, and you will be unattractive to another type of company or client and that's alright.
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Ways to Win - No Competition for #1
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Of your intellectual property that you've attached yourself to. That's what a good start. The other thing you can do is some of you are doing it by writing books. We're building the identity of your team. What are you personally about? What is your team about? What causes do you take up? Who do you focus on specifically? Why should they care? This is where you must get uncomfortable and the easiest position in the market to go for is number one. It's the least amount of competition. There's almost no competition for number one. There's a ton of competition for where you're at right now. Like, yeah, but there's other– yeah there's nobody– if you're doing it differently, there's nobody there. There's almost no competition for number one. That's what I've learned. It's not the easiest path, but it's the most straightforward path.
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Uber is winning on the How.
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I'll give you an example of a company that's winning on the “How”. Uber–Uber is winning on the “How”. How they get you from point A to point B is pretty cool, right? They've made you a dispatch company, they've made the taxi. They've made the taxi driver, a taxi company, they've totally obliterated the middle person. And all they did was aggregate what was already existing technology, dispatch technology has been around forever. Google Maps has been around rating systems and credit card processing. That's it but the how’s pretty cool. Now I love Simon Sinek and I love to start with why. Do you care about the why of Uber when you get in the car with your driver? A guy wanna know what your guiding principles are before I decided to go with you to the airport. Probably not you don't care you don't care you get in because the how’s pretty cool.
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The How Question of Stage 1
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Stage one is all about getting the great ideas out of your head and onto paper. Here are two questions that you need to be able to answer in your business in order to differentiate yourself. Number one, question number one is, what is so inspiring or compelling about my business? That my competitors, clients would leave them and come purchase my services and pay a premium, they'd pay more, they'd leave where they are, they'd come to me, pay more. What is so inspiring or compelling about my business? In the beginning for me, I was a Tony Robbins coach. I was a Dale Carnegie leadership coach. I was a Franklin Covey coach, I attached myself to the top intellectual property of the time, you've done the same, why should somebody come and work with you? Well, you have Profit First professionals, you have the Pumpkin Plan, you have clockwork or whatever other methodologies that you're using. That's your “How”.
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Airlines Getting it Right - part 4
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And they showed how other airlines try to mimic this process. And what happened was because they didn't make a full commitment, because they took full service employees and put them in a value service segment of the airline, it didn't work out, because the full paradigm shift wasn't there. They didn't make the full commitment as a company, it was just a department. And as we learned, all of those airlines were willing to sacrifice that department meaning if it didn't work out, it didn't work out, and they would try something new. But they would let that segment of the company fail, and it showed that in Southwest Airlines, their commitment is an obnoxious offer. And they are the leader, undisputed leader in that segment. And the other companies didn't make that full commitment. Most of them if not all of them are gone. Okay. Now, the one exception might be JetBlue, which is a former executives from Southwest Airlines helped start JetBlue. They have made a good commitment there. They have survived that well. And there are others but all the other full service airlines that tried to have their version didn't work out. They didn't fully commit to obnoxious and that is critical when it comes to how your ideal client will respond to you.
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Airlines Getting it Right - part 3
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If you've ever been on one of their airline–airplanes, and you heard the safety briefing, they allow the flight attendants to rap or sing or get creative in how they give the safety briefing. There's a legendary story about one of the passengers wrote a letter to Southwest Airlines saying that they didn't like that. And if they continued that this lady would no longer be a customer of Southwest Airlines. They wrote back very respectfully but essentially said, We'll miss you. We're not going to change. We've made a full commitment to this process, which is in favor by our ideal client avatar. This lady may not have been their target client, but they wanted to please their target clients so much so that they back the employee because the employee was executing the obnoxious offer. So it's very, very important that everybody does that. By the way, in the book they talked about Southwest Airlines had the longest streak without any layoffs, that they have the most employees per loaded mile, and highest labor rate per loaded mile of any airline, and yet they were the most successful.
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Airlines Getting it Right - part 2
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They got us on the plane and they do certain things to meet this promise. Like you don't get seating, you know that they have a staged way that they bring you onto the plane now, but you don't get to pick your seat you just get on a little earlier okay, they made a commitment as a company that they only go into the airports where they can get preferential gate placements, meaning the closest to the runway because they learned how much money they lose per minute. When the wheels the rubber of the wheels are touching the ground versus how much money they make per minute when the wheels are in the air touching air, not rubber. Okay, so it's all about wheels up because the quicker they can get two wheels up and the longer they can stay wheels up. They become the lowest cost air carrier in every market they serve. Okay, so they made a full commitment all the way through.
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Airlines Getting it Right - part 1
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How many of you would like to go out into an airport and start telling the passengers to get online and stay online earlier? Or go get your food now or go get your book or snack so you can get back and stay online longer? You want to be the person who does that? Right? You go out there, and you tell them that because hey, why don't have to get online earlier, we get online earlier, so we could turn the planes around faster and that message will be reinforced throughout anyone you speak with on Southwest Airlines. I remember one time we went to Southwest, we were flying to Las Vegas and our daughter was a toddler at the time and she was in a stroller and we thought wow, everybody's being so nice. They're coming out, they’re helping us with our bags in the stroller and it was like an express right to get on the plane. Well wouldn't you know, as it turns out, we had not flown southwest before we learned about this whole idea of the quick turnaround. As a matter of fact, we rushed to the gate because we thought we were late. We saw a whole line of people who said oh my god, we missed the flight. They said oh no, there's another flight that's gonna go before you out of this gate. And I said really? We're only 30 minutes away. They said, Oh, yeah, we're gonna get this. This plane is gonna go, we're gonna bring another one and turn it around. Oh, we're done.
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Don't Get Eaten Up!
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What if you don't perform or you don't try to fulfill as advertised? They're going to eat you up, okay? Because they're going to expose you even further. As somebody who didn't tell the truth, okay? You didn't even try to fulfill your performance, your promise. So the idea is you don't have to be fully successful. But you do have to try. You got to give it everything you've got. And the clients got to see you doing that. Okay. There's a great book on the airlines called the Southwest Airlines way. And it was a book that was a research study on economy-based airlines, right? And why did Southwest Airlines become so successful? And why did the other airlines not become successful, even though many of them tried to have their version of Southwest Airlines remembered ted from United, they just took the t-e-d out of the name and made it shortened it because that was going to be their express service, continental light at the time. And so Southwest Airlines has this entire book where they are fully committed to one statement and that is being the lowest cost air carrier in every market that they fulfill. Okay, in order to do that they have to make a commitment in such a way that other business habits. When was the last time you were on an airline and a pilot helped your board?
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Potential
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Right now you're listening to this audio or watching the video or reading the book, okay, and you're gathering this idea about the obnoxious offer, you are in potential meaning you haven't tried it yet. You're getting the education, and you're thinking about something you might know or do already. You're saying, wait a minute, I think we already do some of this. Okay, so you're intellectually, emotionally, you're batting it around. Okay, how is this going to work for me? How do I apply it? How do I take this concept and adapt it to my specific situation, alright, but at some point, you're going to have to go live. And that's when you switch from potential to performance. And there's a lot of risks here. Okay, you're going to stand out. The whole point of an obnoxious offer is that you will stand out from your competitors, you're not just going to be different, you're going to be better and you're going to be making a bigger and bolder promise. Okay? You stand out, you're fully exposed. Okay? If you perform, or at least you kill yourself trying to perform, you are unfairly rewarded. It's awesome. Okay, you are unfairly rewarded because your clientele will reward you by paying your premium and buying your product or service over and over and over again.
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Sales People Have Emotions & Fears - Part 2
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People don't always carry the image that they have, they can talk on behalf of the company. And that's why it's so important for everybody to be rallying around the message. So the salesperson feels comfortable that they can put forth the obnoxious offer. And they feel like the rest of the company has their back because I promise you, it's going to come back and bite the salesperson if the company doesn't follow through. The company will suffer. But it's the salesperson's name and image that's out there, they cannot hide. So we really have to have their back, right? Now every company has the fear of failure, every company, every person has to have that. Okay, all right, because what we're asking as a company salespeople first, but everyone who interacts with the client is that you have to put yourself out there you have to be vulnerable. You have to put your money where your mouth is, and you have to do something that we call going from potential to performance.
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Sales People Have Emotions & Fears - Part 1
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Salespeople are very emotional beings just like you are. They're your representatives. And they're the ones out there that are taking all the hits for the business, certainly in the beginning, and you know, they have some of the same fears as public speakers do. You know, there's an interesting parallel because when a salesperson goes out, they're making a pitch, they're making a presentation, they're putting forward an idea. So let's look at the parallel, right? They fear being judged just like a speaker would, they fear the humiliation of possibly not working out or being called out, or being wrong. Okay. You know, they don't think of themselves as this hotshot salesperson or they don't think of themselves as the fulfillment person or as the president, making this bold promise. You know, in many cases, there's an expression in sales that most salespeople can't afford the thing that they sell. You know, people who sell houses can always buy the houses that they sell. People who sell cars can always buy the car that they are selling.
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Can You Deliver? Part 2
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And the way it works, the customer thinks all people in a business, they think of you monolithic. They think the salesperson is the same as the operations, the same as customer service. That same position. But you're all representative of the business. If I go through a drive-thru, and I say, Hey, I would like this sandwich. And I took that I gave that order to one person. And then I got to the window, and they gave me the wrong sandwich. And they charged me the wrong price. I might say, Hey, I just gave you the order. And they say, Oh, well, you didn't give it to me. You gave it to my colleague. Yeah. But you're still the same, you know, you're the place, I think of you the same, right? They're going to take the company as monolithic as everyone equals everyone. They're not going to say Oh, well, the salesperson said so but I don't expect you to follow through. They're going to say think that one person, each person, one person or each person talks for the whole company. And that's why everybody has to be on the same page. So sales producers they will fold under the weight of the objections that they receive. If they don't believe you can deliver, they won't sell as vigorously.
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Can You Deliver? Part 2
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And the way it works, the customer thinks all people in a business, they think of you monolithic. They think the salesperson is the same as the operations, the same as customer service. That same in position. But you're all representative of the business. If I go through a drive thru, and I say, Hey, I would like this sandwich. And I took that I gave that order to one person. And then I got to the window, and they gave me the wrong sandwich. And they charged me the wrong price. I might say, Hey, I just gave you the order. And they say, Oh, well, you didn't give it to me. You gave it to my colleague. Yeah. But you're still the same, you know, you're the place, I think of you the same, right? They're going to take the company as monolithic as everyone equals everyone. They're not going to say Oh, well, the salesperson said so but I don't expect you to follow through. They're going to say think that one person, each person, one person or each person talks for the whole company. And that's why everybody has to be on the same page. So sales producers they will fold under the weight of the objections that they receive. If they don't believe you can deliver, they won't sell as vigorously.
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Can You Deliver? Part 1
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So when you ask them, Can you really get it here by next week? I mean, really I’ll pay the extra, but can you really get it to me? And they're like, Oh, well, yeah, you know, I kind of think we can maybe like, you know, we always have in the past, if they give a half answer like that, then you know, the person on the other end of the phone or the live chat or the, you know, the room is going to say, I'm not feeling it, I don't think you really believe you can get it to me in this timeframe. Right, the sales producers will fold and there's an old expression that somebody who can't handle an objection folds like a suitcase, right? But think about–imagine you, you know, these poor courageous people that are out there as the frontline of your business. They are out there making a promise that they have nothing to do with its delivery, they have to hand it over to the fulfillment team, the customer service, the operations team, the concierge, right, the bell Captain, you know, the fulfillment squad, and they have to hope that they pull through because here's what happens all the time since the salesperson spent so much time with them. If the fulfillment doesn't come through, the client is likely to call the salesperson back and say, Hey, you gave me your word, and your company didn't follow through.
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Culture Matters
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This is very much something that needs to be ingrained in your culture. And it is a cultural paradigm shift. Everybody in the business has to be toeing the line, because as I mentioned earlier, any chink in the armor and the client is going to see this, and they're gonna see that you're giving lip service to something, but you're not fully committed to it. And they'll expose you for that because they will feel very much jilted or betrayed because they really were excited, they were thinking, Oh, you could be the one, you could be that company that can really service me at the highest level. And then when you turn out not to be that, then you're like everyone else, and it's just a marketing ploy. Okay, but here's the front line of where this is going to happen. Your marketing team will have no problem putting out the bold offer in the brush tagline and really cool straplines and logos and graphics and videos. They're not talking directly to the client. However, the sales team is, the sales team is gonna have to go out, look your client right in the eyeballs and say, here's what we sell. Here's what we promise. Here's what we charge for it. And they're going to get objections. They're going to have to listen to issues. There's going to be information gathering, and a salesperson, a persuader promoter type salesperson who's really out there they are your representative. There you are your frontline.
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Paradigm Shift
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Folks, this is very much a paradigm shift. You've got to go from the convenience side of business, to fully committed and doing what is called for and called upon by your clients. In other words, what they're saying to you is, we will reward you, we love the idea of what you're doing. If you can give us these following items. We will love you, we will support you over and over again, we will overpay for you. Okay, so once we know who our client is, once we know what is really important to them, then we can buy into fully servicing them. You know, one of the things that I like to do when we build an ideal client avatar is at the end of it–when we guess what the age is when we think we know where we've targeted what the age is of the Avatar, we'll say what is this person's name? And let's give them an adjective that we think describes them. Are they brilliant Bob or amazing Amy, and we really want to fall in love with what is that person all about? What would make them super happy? What are they most fearful of? And how can we heal any or all of those wounds? Okay.
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You Better be Ready to Deliver!
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You don't go live with your obnoxious offer until you feel you can fully deliver on its promise. That means everybody and I mean everybody, operations, finance, customer service, marketing, sales, the management has to be behind this because when you get any pushback when you get people who say I'm not so sure I believe it, you've got to be very congruent in making this promise to them and convincing them that yes, you are going to follow through. This is life without a net. There is no net. You are fully vulnerable with your clients and you're saying to them, I'm going to be better than everyone I promise you, or I'm going to die trying. We are going to kill ourselves as a group in order to make sure that you are fully satisfied. That's what this is all about.
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You Must be Bought In!
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In this chapter, we're going to talk about buying into the idea of being obnoxious as a business buying into the idea of having an obnoxious offer. And folks, you know, in this entire methodology and this entire approach, you have to be clear that there is no middle ground here, you can't be kind of in this and kind of out of this, you must be fully bought in to obnoxious in order to sell obnoxious to your clientele because if you're not fully bought in, your clients are going to see right through it, they're going to notice that you're not fully committed, and it takes a full commitment. And now when I first started talking to people about the obnoxious offer, they think it's purely a sales gimmick or a marketing or positioning statement. And while it has aspects of that its foundation is rooted in your ability to fulfill. It has so many ramifications if you cannot fulfill and meet your brand promise, your obnoxious offer is your promise. It's your promise to your clientele. It's your unwavering commitment to them to say we're going to make sure this works out. We're going to get you there the first time or it's guaranteed.
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We Run our Clients Business - Part 3
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Our offers more obnoxious, we have another product that is a three-year coaching program, where we mutually agree upon the goals in the beginning of the process. And if you follow our system for three years, and you don't hit the agreed upon goal, we give you all your money back for the three years. And that's a risk. We needed to work out. We can't let you fall behind. You have things you've got to do. What was the last college you went through? Where you've did everything they said you didn't get the grade or they couldn't place you in a job. So you got all your tuition back? Right? It's probably been a while. Yeah, that's not normally the way it works. And so we've got to figure out a way to embrace who your client is, fall in love with that client, and then give them the things that would make your offer obnoxious in value to them. My offer isn't obnoxious in value to people who don't care about my service, but it's obnoxious in value, and those clients will be willing to overpay if they are my target. And that's why we have to figure out who your target is.
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We Run our Clients Business - Guarantee - Part 2
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For people that could run your business tomorrow to give you some additional horsepower and cover you in areas that you couldn't cover who they like that. Okay, so the next one is you have no skin in the game. So we said fine with every client, we give them a traditional retainer arrangement, which is what is an industry standard. And we also give a success fee engagement option, where we take the risk right alongside them, if they're not growing, we're losing money. How do you like that for skin in the game? Most advisors don't do that. Okay, yes, there's contingency attorneys. And there are people that will do a success fee like a commission based on that sort of thing. That's great. We love that. But most don't then so we distinguish ourselves very, very quickly. It's matter of fact, we give a five to one guarantee in some of our products, which means if we can't show you how to make her say five times the amount of our fee, the whole thing is free. How many advisors have you hired, I've given you at least a five to one guarantee? Okay, so if we were to bid on your work, and we were giving a five to one guarantee, and no one else was, who are we competing with?
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We Run our Clients Business - Part 1
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Well, that'd be great, Carl, you come in and run that part of the business. So I can focus on these growth initiatives. So guess what we started doing, we started running all our parts of our clients business, we have that benefit. Okay, this was a huge step, because we've demonstrated to our clients that we could accelerate their company's business plan by stepping into a quasi-management role. You've heard a fractional C suite, you've heard of interim managers that the client doesn't currently have filled. And then what we'll do is we'll work with their team, and we'll help them promote from within or hire from outside, and then we'll fire our way off of the organizational chart. The next problem is they say, well, that's great. You keep talking about these areas of the business. I don't know anything about what's going to happen to my business, you help me sell more, I don't understand finance. So we said, Okay, how about this, we're going to carve your business into four quadrants: strategy, business development, operations, and finance. And we're going to assign an expert in every one of those areas. So when we build the opposite side, we'll also show you how to sell it. We show you how to sell more. We're going to show you how that affects your finance and all of that. We're going to show you how that impacts your strategy or how the strategy would impact that and going in different directions. Oh, that's great. So not only do we give you one interim C suite or manager, we bolt on an entire C suite.
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Why Do We Love Features?
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Why do we fall in love with features? As I started this discussion, this chapter we start, we talked about the fact that you came up through the ranks as almost always a technician, some of you who are a persuader or promoters get that, but most of you came up as a technician, you were the coder or the accountant or the financial analyst, or the lawyer, or the painter or the carpenter or the electrician, or the plumber, or the auto mechanic. All right. Now, hear me on this, you have to get your head out of your assets, and find out what the client really cares about. Okay, so as a little case study, I'll make myself the guinea pig. All right, as a consultant and a business coach, what are some of the complaints? Well, you guys have no skin in the game, you just tell me something I already know. Okay, you know, you're just gonna give me a list, a checklist, and then ask me how I feel about it. So we dug into what was important to our clients, and you know what they needed when they want to grow their business. They kept telling us over and over again, that they keep saying, I don't have time. I can't get to these things you keep telling me about. I don't have time to do it.
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Features vs Benefits - Part 3
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This place hung their entire marketing plan, how they built out their staff, their real estate, their office space, virtually the entire business had their arms wrapped around this one stop shop concept. Whereas once we dug into who their ideal client avatar is, that person wanted a certain result and would have been willing to overpay or be inconvenienced in order to get it. So they were selling something that their clients weren't buying. We need to fall back in love with the client and find out what would that client wants. And here's what we did: we guarantee your smile from life. We guarantee your smile and every procedure that goes into that for life. If you come to us, we will do whatever it takes. And there's a whole host of other features that go or features and advantages that go in with that. But they guaranteed it best in class smile for life. How about that big difference? We're a one stop shop. Okay, that's fine, or we're going to give you the best result guaranteed.
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Features vs Benefits - Part 2
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If that corporate executive had the choice between going to multidisciplinary everything under one roof saving me a lot of time practice, and their appearance came out their smile, their cosmetic surgery came out, okay, good, not great, but good. Or they came out with a guaranteed best in class smile, cosmetic feature changes, surgery, you name it, guaranteed best in class, but they had to go to various locations to do it. They had to go to 10 different locations. But the end benefit was you're going to look the best you ever would. Which one? Do you think that person is going to take the convenience of one-stop shop, but a lesser result in an area that's very important to them? Or they'd be willing to be a little inconvenient but get the best-guaranteed result? No matter what. Which one do you think they're choosing? I agree with you, I think they're choosing the best-guaranteed result. Which means how important is the one-stop shop feature of your business? Well, it's pretty good. But is it as important as you keep selling it? And the answer's no.
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Features vs Benefits - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Just because you're a one-stop shop, what advantage does that give you? So what competitive advantage does the feature give you? We're a one-stop shop. That means you can have a more collaborative approach to your medical care and you can have subject matter experts talking about your medical care at the same time with you in a more collaborative approach, okay? And so that can help you have a more comprehensive conversation about your medical care, okay? So, that's the advantage. So if I had to go to 10 different medical practices, because they did not have all those specialties under one roof, I would have to manage all those conversations. It's not as comprehensive not as collaborative, you all see that as an advantage, okay? What's the benefit of that? Well, in this particular case, it was a dental practice, okay? So now why would I care that you have everything under one roof? And they said, well, it's gonna save your time? Ah, that's a benefit, that's good. Will it save me money? Well, sometimes because you won't have to have repetitive services. Okay. I like that. I said, Now, hang on a minute. Tell me about your ideal client avatar. And in this particular case, they dealt mostly with corporate executives in this particular practices. And these were people that were on the fast track and they were on a growth track in their careers, you know, and their appearance. This was a cosmetic medical practice, and their appearance, they felt was very important to their career advancement. I said, Oh, okay, got it. So let me ask you a question, folks. If you answer this for yourself as you're reading and as you're listening.
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Why Should I Shop with You?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Why should I buy from you versus anyone else on the planet? Why would I meet you? Should I stop shopping for other vendors? Because I've met the one, right? You hear men and women safe when it was love at first sight, they met the one, and they didn't spend the rest of that day shopping for other mates. When you met the one you stop shopping. It's the same thing here. So when you meet the one, you stop shopping, you know, for a vendor because that vendor meets your deepest needs, okay? So let me explain the difference between a feature an advantage and a benefit because I think this is something that not everyone really fully grasped. So I asked the medical practice, why do people come to you? And they said because we're a one-stop shop. I said, What does that mean? Well, we're multidisciplinary or multi-specialty under one roof. I said, Okay, well, that's a feature of your practice. You're a one-stop shop. That's not a benefit. It's a feature. So a feature is simply an ingredient. If you buy a product, look on the side it tells you what all the ingredients are. Those are the features. What are all the ingredients that make up your product or service?
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Why Should I Shop with You?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Why should I buy from you versus anyone else on the planet? Why would I meet you? Should I stop shopping for other vendors? Because I've met the one, right? You hear men and women safe when it was love at first sight, they met the one, and they didn't spend the rest of that day shopping for other mates. When you met the one you stop shopping. It's the same thing here. So when you meet the one, you stop shopping, you know, for a vendor because that vendor meets your deepest needs, okay? So let me explain the difference between a feature an advantage and a benefit because I think this is something that not everyone really fully grasped. So I asked the medical practice, why do people come to you? And they said because we're a one-stop shop. I said, What does that mean? Well, we're multidisciplinary or multi-specialty under one roof. I said, Okay, well, that's a feature of your practice. You're a one-stop shop. That's not a benefit. It's a feature. So a feature is simply an ingredient. If you buy a product, look on the side it tells you what all the ingredients are. Those are the features. What are all the ingredients that make up your product or service?
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Vegan Burgers Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
All right, meeting with the customer is not always efficient guys, sometimes it needs to be effective, which means it's not efficient. However, you keep the client that way and don't give me this. Oh, well, you know, some clients are worth losing because you can't make as much money. I'm talking about taking 10 steps out of your way and running food out to a car. Don't tell me that's killing your profit margin. And that you know, it's addition by subtraction because you got rid of us pain in the ass clients who customers who pulled up to the curb and wanted you to walk 10 paces, don't give me that crap, because that's all it would be, all right? Okay, so you lost– they lost that crowd. So here when you were too with you lose sight of the client because you're so engrossed in your product features. That's a big mistake that customers will make. Alright, now, I've run a process when we're doing the obnoxious offer process and we're helping you build your obnoxious offer. I'm going to ask you, what are your features? What are your advantages? What are your benefits?
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Vegan Burgers Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
All right, meeting with the customer is not always efficient guys, sometimes it needs to be effective, which means it's not efficient. However, you keep the client that way and don't give me this. Oh, well, you know, some clients are worth losing because you can't make as much money. I'm talking about taking 10 steps out of your way and running food out to a car. Don't tell me that's killing your profit margin. And that you know, it's addition by subtraction because you got rid of us pain in the ass clients who customers who pulled up to the curb and wanted you to walk 10 paces, don't give me that crap, because that's all it would be, all right? Okay, so you lost– they lost that crowd. So here when you were too with you lose sight of the client because you're so engrossed in your product features. That's a big mistake that customers will make. Alright, now, I've run a process when we're doing the obnoxious offer process and we're helping you build your obnoxious offer. I'm going to ask you, what are your features? What are your advantages? What are your benefits?
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Vegan Burgers Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So during the pandemic that was really popular, they were one of the more popular restaurants in town, simply because they walked the food out and took your payment. You didn't have to park and then walk across the parking lot and go inside and wait in line. None of that, you called ahead. They knew you were coming. You ordered from them directly. They bought it right out for you. It was a great little indulgence, and they came right out to your car. It's pretty cool. It was pretty cool. Well, when the restrictions lessened, as the curve of the pandemic went down, one of the things that happened was they allowed restaurants to now have people come in. So guess what this restaurant did? They got rid of meeting you at the curb. Well, guess what also went away, the line at the curb. Not because people were parking in the parking lot, but because of that they took away a very novel service that people in the area really appreciated. And it was nice too they would come out and we'd say hi how you doing hang in there. We even would give them an extra tip. They went back to convenience and they lost the crowd.
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Vegan Burgers Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So during the pandemic that was really popular, they were one of the more popular restaurants in town, simply because they walked the food out and took your payment. You didn't have to park and then walk across the parking lot and go inside and wait in line. None of that, you called ahead. They knew you were coming. You ordered from them directly. They bought it right out for you. It was a great little indulgence, and they came right out to your car. It's pretty cool. It was pretty cool. Well, when the restrictions lessened, as the curve of the pandemic went down, one of the things that happened was they allowed restaurants to now have people come in. So guess what this restaurant did? They got rid of meeting you at the curb. Well, guess what also went away, the line at the curb. Not because people were parking in the parking lot, but because of that they took away a very novel service that people in the area really appreciated. And it was nice too they would come out and we'd say hi how you doing hang in there. We even would give them an extra tip. They went back to convenience and they lost the crowd.
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Vegan Burgers Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
During some very volatile times, there was a restaurant of ours, we didn't go to all that much, but they have my favorite veggie burger. Now, as a vegan for decades now, I'm always looking for what's the best veggie burger. And for me, these guys had the best veggie burger. Now, it's not the only place you can get one. But they do such a great job of cooking it. But during some really difficult times, they started offering curbside delivery. It was fantastic, right? When not only can you pull up to the curbside, but they would come out, bring you the food, take your payment, and then go inside and come back out with the receipt and signed for it. You're good to go. And sometimes you could even pay them right over the phone. It was awesome. Not only–and listen, we are in the age of app-based food delivery services, totally get that I use them all the time, right? This restaurant happened to be on a main road and a main traffic area. And you would pass by there a lot and so it became a bit of a tradition. Whenever we went down to the shore. Sorry, I'm from New Jersey, down the shore. Whenever we went down the shore, not down to the shore, to take away my jersey card down the shore. We would pass by this restaurant. As we drove by. You could see if there was a line and I'm like wow, there's a line. Something's happening, something's going on.
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Vegan Burgers Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
During some very volatile times, there was a restaurant of ours, we didn't go to all that much, but they have my favorite veggie burger. Now, as a vegan for decades now, I'm always looking for what's the best veggie burger. And for me, these guys had the best veggie burger. Now, it's not the only place you can get one. But they do such a great job of cooking it. But during some really difficult times, they started offering curbside delivery. It was fantastic, right? When not only can you pull up to the curbside, but they would come out, bring you the food, take your payment, and then go inside and come back out with the receipt and signed for it. You're good to go. And sometimes you could even pay them right over the phone. It was awesome. Not only–and listen, we are in the age of app-based food delivery services, totally get that I use them all the time, right? This restaurant happened to be on a main road and a main traffic area. And you would pass by there a lot and so it became a bit of a tradition. Whenever we went down to the shore. Sorry, I'm from New Jersey, down the shore. Whenever we went down the shore, not down to the shore, to take away my jersey card down the shore. We would pass by this restaurant. As we drove by. You could see if there was a line and I'm like wow, there's a line. Something's happening, something's going on.
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Features Lead to Overpaying
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
There's an example of a company that's a manufacturer and one part of their manufacturing process, they use a metal type spring. And there are trace levels of titanium in those springs, trace level–trace level of titanium. Now their competitors will advertise, hey, there's titanium in our springs, one of the strong metals, one of the strongest components in the world, and we have them in our springs. Well, this other manufacturer buys their springs from the same exact place but doesn't want to say that there's titanium in them. I said, why? You know, because there's trace levels like they really put them in, it's not really a proprietary blend. We buy our stuff from the same place there, we have the same level of titanium. I said, yes. But your customer would appreciate hearing that because there's an implication of quality craftsmanship. And he says, Yeah, but I don't like I don't like that. So he's chosen not to talk about it, even though it's in there, even though it'd be something that his clients would place a high value on. It would be another ingredient. Another feature. Okay, another feature that would lead to somebody possibly overpaying for their product or service, he's chosen not to do that.
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Features Lead to Overpaying
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
There's an example of a company that's a manufacturer and one part of their manufacturing process, they use a metal type spring. And there are trace levels of titanium in those springs, trace level–trace level of titanium. Now their competitors will advertise, hey, there's titanium in our springs, one of the strong metals, one of the strongest components in the world, and we have them in our springs. Well, this other manufacturer buys their springs from the same exact place but doesn't want to say that there's titanium in them. I said, why? You know, because there's trace levels like they really put them in, it's not really a proprietary blend. We buy our stuff from the same place there, we have the same level of titanium. I said, yes. But your customer would appreciate hearing that because there's an implication of quality craftsmanship. And he says, Yeah, but I don't like I don't like that. So he's chosen not to talk about it, even though it's in there, even though it'd be something that his clients would place a high value on. It would be another ingredient. Another feature. Okay, another feature that would lead to somebody possibly overpaying for their product or service, he's chosen not to do that.
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The Obnoxious Offer
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You cannot stay convenient and do the obnoxious offer, you cannot. The whole point of the effectiveness of the obnoxious offer is that you're doing what your clients call for and you're leaving behind all your competitors that are staying convenient and folks, most people stay in the trap of convenience. They stay in that zone, they get caught there, and they may never come out. And it doesn't mean they don't have a good business, they might have a successful business. I have trained certified, accredited, franchises, you know, in one-way shape, or form over 7,000 coaches in all around the world in more than 35 countries at this point. I teach them all at some point, a portion or all of the obnoxious offer where I talked about giving them up to a five-to-one ROI on their services.
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The Obnoxious Offer
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You cannot stay convenient and do the obnoxious offer, you cannot. The whole point of the effectiveness of the obnoxious offer is that you're doing what your clients call for and you're leaving behind all your competitors that are staying convenient and folks, most people stay in the trap of convenience. They stay in that zone, they get caught there, and they may never come out. And it doesn't mean they don't have a good business, they might have a successful business. I have trained certified, accredited, franchises, you know, in one-way shape, or form over 7,000 coaches in all around the world in more than 35 countries at this point. I teach them all at some point, a portion or all of the obnoxious offer where I talked about giving them up to a five-to-one ROI on their services.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Once you get above a million, the next threshold is 10 million, you can't hustle your way to 10 million, you have to have systems, you have to go beyond your comfort zone, you have to not only prove out your concept, but you have to start saying no to things you said yes to before. You have to focus your business, understand your pricing, know who your client is, in order for you to get and sustain that level of sales. So my question for you is are you doing what's convenient? Are you doing what's called for? I bet you're still in the convenience trap. And you're not necessarily stepping forward and doing what's called for, okay? Because that's when you're going to have to raise your pricing. That's when you're going to have to stand out a little bit more in the marketplace. That's when you might have to change your guarantee or your brand promise. That's when you might have to open up that second location that's near a competitor. Where now that competitor is going to notice you, now you're on the radar, you matter now, but it's necessary for the business. Are you willing to go there?
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Once you get above a million, the next threshold is 10 million, you can't hustle your way to 10 million, you have to have systems, you have to go beyond your comfort zone, you have to not only prove out your concept, but you have to start saying no to things you said yes to before. You have to focus your business, understand your pricing, know who your client is, in order for you to get and sustain that level of sales. So my question for you is are you doing what's convenient? Are you doing what's called for? I bet you're still in the convenience trap. And you're not necessarily stepping forward and doing what's called for, okay? Because that's when you're going to have to raise your pricing. That's when you're going to have to stand out a little bit more in the marketplace. That's when you might have to change your guarantee or your brand promise. That's when you might have to open up that second location that's near a competitor. Where now that competitor is going to notice you, now you're on the radar, you matter now, but it's necessary for the business. Are you willing to go there?
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Where are Your Growth Barriers?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Most business owners that I deal with that come to me that talked to me about growing their business, I can tell where their barrier to growth is going to be because as soon as I can gauge where their comfort zone ends, and when the business calls for them to step up and step beyond, that's where they're going to have to decide if they're going to make that next step, I can tell that's where it's going to be an inflection point and a really difficult part of the growth for that business. And not every business owner makes that commitment to go forward and do what's called for, they will often back down to convenience, I see it all the time. It happens all the time. You know, there's a couple of thresholds in business from zero to 1 million, okay? When you get from zero, anything below a million, only 4% of businesses will get above a million, up to that you have to make a certain commitment and you have to have a certain level of hustle to get to that point, okay? While it's an arbitrary number, what I've noticed is it is a more than just a number. It is a commitment, of hustle of testing of you know building systems and looking at the big picture, thinking bigger than just being an owner and operator.
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Are you Only Doing what's Convenient?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Falling in love with your clients, that's a big jump, right? Because the client is often going to ask you for things that you don't want to do. Right? You mostly have been setting up your business to this point to what's convenient for you. I can tell you right now your guarantee, we're going to slice and dice guarantees later, but your guarantee is convenient to you, oh, if you don't like it, we'll give you your money back. Or if you don't like it, we'll comp your meal or give you another hotel room or we'll just keep working until we get it right, that's convenient to you. So, my question for you is, are you doing what's convenient in your business? Or what's called for in your business, right? You're the decision–I'm talking directly to the decision maker here. I'm talking to you business owner, are you doing what's convenient? Or are you doing what's called for in your business? Well, I can't give that guarantee. I can't take credit cards. All people will do is charge it back or want their money back. If that's your fear, you're not fully bought into how well your services or your relationship with your clientele.
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Vacation of a Lifetime - Worth it?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
When we overpay for something, we not only pay, but then we brag about it. How many people have you known who have gone on the vacation of their lifetime, and they upgraded to the suite and they took out the jet skis and they went on the excursions, and they came back and they said, Oh, you know, well–we so totally paid more than we thought we were going to, but it was worth it was awesome. Yeah, upgrade to the suite because the views are unbelievable. Go on the excursion. Make sure you sit in the front, that's the best seat, it's more money, but you got to go for that. Right? How many of you have we've all done it, right? And it was worth it? Wasn't it? How many people you know, bought a luxury watch and then complain about the price? Have you any idea what they charged for these things? Now the diamond on this watch must be an extra grand. They want $1,000 per diamond? Is that what they say? Or do they say I'm so proud of this thing? Yeah, put that diamond in there, has got special significance for me. Yeah, it was $1,000 but I've been saving up for this my whole life. It was a one-time piece. I wanted to make sure I got it right. They brag about it. That's what you want. Your offer will be obnoxious enough if somebody overpays and then bribes about it.
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Overpaying Why do We do it?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Years ago, I took my daughter to a concert. She was so excited and she was just happy to get in the door and I remember calling up and getting the tickets and they said, Where do you want to sit? And I said, get me in the building. I don't care where we are. It's not gonna matter, just get me in the building. I wasn't all that hyped up, I was to hear the music and that turned out to be a great show. But I was in the nosebleed seats way in the back next to the other moms and dads who just got in the building there too, right? However, then a couple years later, we go to a concert we all want it to really go to and we got the best seats we could and you know what? I gotta tell you something from the nosebleed seats, or the front row. You can hear the music just the same. Same concert, same people, same performers, the same stage, everything. It's the same concert, but we overpaid because it was something we wanted to be out. We've all done it. And why did we overpay because the things that are most important to us, whether it's the performance or the product or the service, provides it. You overpaid for your mortgage because they know peace of mind is number one or very close in your mind.
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What are You Looking For? Needs or Wants? Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
You don't need the heat in your car, you want the heat in your car. In other words, you have overpaid beyond the utility of the product. Look at your phone, are you telling me you need every feature on that phone? Are you telling me you can even–without adding another thing today, folks, you can go to your device and you can utilize 100% of all the features on that device? Now you bought, you overbought that device knowing you're never going to use the storage, all of it, you're never going to use all the features, not all of them. Think about it, we overpay, how many of you have a fixed mortgage like a 30-year fixed rate mortgage, right? Why do you have that one traditionally your adjustable rate mortgages if you look at periods of time throughout history are actually cheaper. Why do you pay, overpay for your mortgage because most of you do the peace of mind, right? The peace of mind to know that your payment each and every month is going to be the same. You don't have to think about it, you can kind of set your monthly, not your monthly expenses and you can work around that–that safety, that certainty.
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What are You Looking For? Needs or Wants? Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
You're not looking for people to pay for your service or product, that's not what the obnoxious offer is all about. The obnoxious offer is all about finding the people who are willing to overpay for your product or service. You heard me ethically and morally overpay for your product or service. Why would they overpay? Well, we all do it. We have all had those times in our life when we overpaid for something that we really liked. I'll give you a perfect example. You probably were in this product in the last 24 hours in your car, think about all the features in your car that you don't really need. Do you really need that twin-turbo really, really need the twin turbo? Really need the leather seats, heated seats? You need all eight of those speakers. You really need the air conditioning while it's hot here. I know it's hot here. My first couple of cars they didn't have AC, they didn't have air conditioning. I live in a hot muggy place and you know what? I was sweating in my car or my truck until the windows are rolled down and we're going down the road fast enough that we got a breeze. You don't need air conditioning, you want air conditioning.
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Does Accuracy Count? Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Now, it's a dashboard, it's a guide and that's what they found out the hard way is that people weren't as concerned about accuracy and they put all this money and all this time into the accuracy. Here's a better one. Let me ask you about your Blackberry, how's your phone, you liked that BlackBerry phone? You're using it a lot? You've got all of its features going, you have probably not wanted to know why? Because RIM Research In Motion, who makes the BlackBerry phone, the BlackBerry phone at one point was the phone, the phone, and Apple came out with apps, there's an app for that, remember? RIM says where the most secure system there is people are very concerned about security and so they did not embrace the app culture and the rest of the phones just pass them right by. Might there be another day for RIM and the Blackberry, maybe if they fall back in love with their clientele, maybe. There may come a day when that lockdown security feature that they have in their phone becomes top, you know of mind again, and if that's the case, then maybe they'll have a place in the phone market. But as far as where it is right now. They're a nonplayer in the marketplace. They became irrelevant in the mobile phone market because they fell in love with a feature and not that many people really cared about.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
I remember sitting in on a lecture by one of the first licensees for the Apple Watch and they did the heart monitor, number of steps heart monitor, what was your stress level, and they said, the second version of the app, which they thought was going to be groundbreaking, because they worked so hard on making it accurate, it was a bit of a flop and what they found was, it certainly did not perform nearly what they thought. And what they found was that people weren't as interested in the accuracy and you think, wait a minute, how could they not be interested in the accuracy? Well, think about it and we all wear a watch of some sort where some sort of monitor or our phone tracks our sleep or our steps. Are you going to be severely disappointed if it says you did 13,127 steps instead of the more accurate 13,128? Or are you going to say, hit my step goal, look at his baby 13,000 plus 128, 129, 130, right? As long as it's close, are you going to be terribly disappointed if your temperature is 98.7 instead of 98.6? Or that your stress levels on the third red bar instead of the second red bar.
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Fall in Love with Your Client - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You felt a certain passion for a type of product or service. You want it to change the world or heal the world, or serve the world through your product or service and that's very admirable. We love that all of the initials you have after your name, all that alphabet soup, because you've spent every waking day perfecting your widget. Brilliant, all right, we're not suggesting that you go away from that but what I am suggesting is–is that we now start taking what the client's preferences are even if they're not our preferences. Don't try to impose your core values on the client. That's a big mistake, the chances that you know exactly what they're thinking is almost nil to the chances that your core values will overlap so much with theirs is almost nil, also. We've got to know what they want, we've got to hear from them.
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Fall in Love with Your Client - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You say you are, but you're not, right? I said when's the best time to be open, is that we turned the sign on, we opened the door people come in, who is the best client? Anyone with a checkbook? Who's your ideal avatar? Women 29 to 64. There is no way on this planet that your message to a 29-year-old woman is the same as your message to a 64-year-old woman. Same thing if you were to appeal to men, you're a product that appeals to men. Well, from seven to 70, no chance, is it the same message. There might be different applications for your product, but you've got to know what's important to them. We need to fall in love with the client all over again, okay? And that's not where you come from. You didn't start your business because you're a client-focused people person, and you just want to do whatever it takes for the customer. That's not the way you got into the business. You were either a coder and that's your passion or you're a gardener and that's your passion or you're a painter or a mechanic or a contractor or an electrician or a plumber, an attorney and accountant a financial analyst, you get the idea.
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Fall in Love with Your Client - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Let's talk about one of the most important topics that we need to really discuss. And that is, you need to fall in love once again with your client, yes you heard me. You've got to fall in love again with your client, not with your product or service with your client because what we're going to find out and as we go through the obnoxious offer process, you're going to learn that there are things that you are selling to your customer that they just don't care about, or it's not as big a benefit as you think just because you spend all day thinking about your product, your service, it doesn't mean they do and you might be selling things that are important to you to them, and it's not as important to them. In other words, you might be selling to yourself with other people in the room. And an obnoxious offer is not only obnoxious in price, which we'll get to that point, but it must be obnoxious in value. And again, that's my tongue in cheek way of saying it must be of the utmost value to your clients, but you're not thinking about them.
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What's Your Scheme?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So that was my scheme. What's yours? Okay, now, I strongly suggest on another note that you script it out. I'm a big fan of Scripts, fast forward to the, you know, a decade later, one of my favorite musical bands, Led Zeppelin was coming together to do a reunion tour to honor their former manager, Armin Ertegun, and they were going to play in a very small venue in London. And when Led Zeppelin announced that they were going to do this concert, the company was overrun with requests for tickets, they had a right to request for 20 million tickets. 20 million tickets for an arena that held about 5,000 people. So they moved it to the O two arena, which was a much larger venue. But even still, they still had 20 million requests. Well, Led Zeppelin was there to play Led Zeppelin music, which they wrote years ago that made them famous and do you know, they rehearsed for two and a half weeks straight in order to get ready for this concert. In other words, they created a script, they practiced it even though the tickets were sold, and they were playing their own music, they even could have showed up and stunk at it. Right? But that wasn't their standard. They had their scheme. They scripted it out, and by all accounts, knocked it out of the park and justified why 20 million people would write in and request for those tickets. Okay, so what is your scheme?
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Obnoxious Makes you Stand Out - Part 8
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The pricing of this wasn't obnoxious. The timeframe wasn't obnoxious. The idea that you would work with a business mentor wasn't obnoxious. It was certainly early on in the business coaching and mentoring industry, but it wasn't a brand-new concept. But what was obnoxious was the wording. I stood out unbelievably. So I said, keep the script the same. I didn't change the script. I wanted to tell you the pointers to stay the same keep scheme and it keeps chatting it, keeps UK based telemarketers calling on my behalf. That was the best scheme of them all. I had my differentiator. So think about it, after all how many other business advisors in the United States had a UK based telemarketing–telemarketing center, the British accents that came with it. Were calling business owners so I could chat with them about a scheme. It was brilliant and I ended up closing 12 of my first 14 appointments.
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Obnoxious Makes you Stand Out - Part 7
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So we had a bit of a laugh about it. I talked about the institute, talked about why I was there. I asked them the first question in the script that says, so mister business owner, how did you ever happen to get started in your business? And so he's going along, going along, and wouldn't you know, I went through the entire appointment and the word scheme was in it multiple places. The word chat was in multiple places and I'm thinking ah, we don't scheme here and we don't chat, right? But here I am scheming and chatting and at the end of the meeting, wouldn't you know I got the engagement. I got it. So you're supposed to sell a 12-month consulting engagement called the Business Support Scheme and you're supposed to get a two-month deposit right there on the spot, one call close. And so I remember I walked out of there, I had a deposit check and I was supposed to call my mentor, I called Eric and I said, don't change a thing. Keep the same appointments. I want British telemarketers. I don't want them to change a word.
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Obnoxious Makes you Stand Out - Part 6
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Our script was nine pages long and I had to explain who I was, who the institute was, and what qualified me to be an Executive Associate. Just as I get started, he slammed his hand on the desk and he said, That's right. You're the scheme guy and I said what he said, right? You're the scheme guy. Didn't I get a call from your call center? Your office? They're British, right? Yeah, yeah all they talked about was chatting and that we were going to talk about the business support scheme. I couldn't wait to meet the person who had the guts to show up here and talk to me about a business scheme. So, young man, what's your scheme? And I thought, oh, no, not again, not again, another obnoxious lecture in my life. Well, sure enough, I made a joke about it. And I said well, you know, it's a British company. I'm accredited, I was starting to tell you about the Institute. The Institute for independent business is a research training and accreditation body and in order for one to carry the accreditation, they had to have spent X amount of time in industry X amount of time in management and leadership, and to show those credentials in order to even qualify to sit in this meeting with you here today and yes, they're from England and they use the word scheme.
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Obnoxious Makes you Stand Out - Part 6
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Our script was nine pages long and I had to explain who I was, who the institute was, and what qualified me to be an Executive Associate. Just as I get started, he slammed his hand on the desk and he said, That's right. You're the scheme guy and I said what he said, right? You're the scheme guy. Didn't I get a call from your call center? Your office? They're British, right? Yeah, yeah all they talked about was chatting and that we were going to talk about the business support scheme. I couldn't wait to meet the person who had the guts to show up here and talk to me about a business scheme. So, young man, what's your scheme? And I thought, oh, no, not again, not again, another obnoxious lecture in my life. Well, sure enough, I made a joke about it. And I said well, you know, it's a British company. I'm accredited, I was starting to tell you about the Institute. The Institute for independent business is a research training and accreditation body and in order for one to carry the accreditation, they had to have spent X amount of time in industry X amount of time in management and leadership, and to show those credentials in order to even qualify to sit in this meeting with you here today and yes, they're from England and they use the word scheme.
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Obnoxious Makes you Stand Out - Part 5
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Look, if you start making changes too quickly, then you will never know if this will work for you. I said, fair enough. You're absolutely right. I came to your accreditation course. You told me this is the script. You said it's successful. You say go out and try 60 times and if nothing else, to prove you wrong, to make sure that this is the right way to go. Okay, so fast forward another week or so I head home. I'm a newly minted Executive Associate of the Institute for independent business and I go on my first telemarketing set appointment that was confirmed by their call center. Their call center, by the way, was in England, they were British callers with British accents, calling on American business owners. And so I remember going on my first appointment, I walked in there and the owner was really excited to see me and I thought, wow, this is great. You know, a business owner, they seem really excited about meeting with this business mentor that I've now accredited to be.
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Obnoxious Makes you Stand Out - Part 5
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Look, if you start making changes too quickly, then you will never know if this will work for you. I said, fair enough. You're absolutely right. I came to your accreditation course. You told me this is the script. You said it's successful. You say go out and try 60 times and if nothing else, to prove you wrong, to make sure that this is the right way to go. Okay, so fast forward another week or so I head home. I'm a newly minted Executive Associate of the Institute for independent business and I go on my first telemarketing set appointment that was confirmed by their call center. Their call center, by the way, was in England, they were British callers with British accents, calling on American business owners. And so I remember going on my first appointment, I walked in there and the owner was really excited to see me and I thought, wow, this is great. You know, a business owner, they seem really excited about meeting with this business mentor that I've now accredited to be.
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Obnoxious Makes you Stand Out - Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Why would you try to change something that works for so many associates already? And I said because I'm Associate number eight in the United States, and you haven't been selling a scheme in the United States for very long. That's why I'm raising my hand. Are you sure we want to have something called a scheme? And then he explained to me, said listen, we've done some research on this and we have found that in a business like this, once you have a product offering, you want to go out and you want to have enough empirical data to find out if it works for you or not and that empirical data for us is 60. 60 appointments is the critical mass before we would suggest you change any part of the script. So you go for the next six months, we suggest you go on 10 appointments, with business owners who are looking to grow their business, and you talk to them about the business support scheme and then if after 60 of these appointments, it's not working out for you, then you are okay to change it. And I thought, oh my goodness gracious. I'm going to go out for six months and I was thinking I was going to waste the next six months of my life and I had another question for him. I questioned his math, I questioned his approach and he said, Listen, how long have you been doing this work? And I said, well, not long at all. That's why I'm here. He said, precisely. You're here to learn from somebody who's done it well before is that right? And I said, Yes, that's right. He said we'll try it. You've invested a lot of money, and a lot of time in this accreditation, follow the script.
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Obnoxious Makes you Stand Out - Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Why would you try to change something that works for so many associates already? And I said because I'm Associate number eight in the United States, and you haven't been selling a scheme in the United States for very long. That's why I'm raising my hand. Are you sure we want to have something called a scheme? And then he explained to me, said listen, we've done some research on this and we have found that in a business like this, once you have a product offering, you want to go out and you want to have enough empirical data to find out if it works for you or not and that empirical data for us is 60. 60 appointments is the critical mass before we would suggest you change any part of the script. So you go for the next six months, we suggest you go on 10 appointments, with business owners who are looking to grow their business, and you talk to them about the business support scheme and then if after 60 of these appointments, it's not working out for you, then you are okay to change it. And I thought, oh my goodness gracious. I'm going to go out for six months and I was thinking I was going to waste the next six months of my life and I had another question for him. I questioned his math, I questioned his approach and he said, Listen, how long have you been doing this work? And I said, well, not long at all. That's why I'm here. He said, precisely. You're here to learn from somebody who's done it well before is that right? And I said, Yes, that's right. He said we'll try it. You've invested a lot of money, and a lot of time in this accreditation, follow the script.
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Obnoxious Makes you Stand Out - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So we're being traded on the consultant product that we were intended to sell and we then we heard the name, I couldn't believe it when I heard it. I had to do a double take the–Paul, our lead trainer says, you my friends are going to sell the business support scheme. I thought I heard it wrong. I turned to Rick and I said Rick, did he say scheme? Oh, Carl, I think I heard scheme to no no no. Couldn't be a scheme. Yeah, Carl, I think it was. And so my hands shot up so fast like I was a school-aged boy who waited way too long to ask permission to go to the bathroom and now realize it's really urgent if you've ever remembered a day like that and then I said, Paul, did you say scheme? He said, yeah, Carl that's it's the Business Support Scheme. It's been that since the very beginning, since inception, and I said, oh well, I don't know if you knew this. But the scheme has a very negative connotation in America. And unless you're referring to a color scheme, which clearly you are not, then the word scheme essentially means that we're a scam or we're not to be trusted, or we're flat out trying to attempt to steal from the business owner.
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Obnoxious Makes you Stand Out - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So we're being traded on the consultant product that we were intended to sell and we then we heard the name, I couldn't believe it when I heard it. I had to do a double take the–Paul, our lead trainer says, you my friends are going to sell the business support scheme. I thought I heard it wrong. I turned to Rick and I said Rick, did he say scheme? Oh, Carl, I think I heard scheme to no no no. Couldn't be a scheme. Yeah, Carl, I think it was. And so my hands shot up so fast like I was a school-aged boy who waited way too long to ask permission to go to the bathroom and now realize it's really urgent if you've ever remembered a day like that and then I said, Paul, did you say scheme? He said, yeah, Carl that's it's the Business Support Scheme. It's been that since the very beginning, since inception, and I said, oh well, I don't know if you knew this. But the scheme has a very negative connotation in America. And unless you're referring to a color scheme, which clearly you are not, then the word scheme essentially means that we're a scam or we're not to be trusted, or we're flat out trying to attempt to steal from the business owner.
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Obnoxious Makes you Stand Out - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So there I was, I was at the Watford Hilton taking the residential business school for the Institute for independent business. I was in a class of 35. There were five Americans and 30 delegates. They're from Europe in my cohort and we're being accredited as an Executive Associate and you can read into that business mentor, generalist business advisor for the institute. It was a week-long course and we're halfway into the course and they introduced the consulting product that we were supposed to sell. And I'm sitting next to one of my American colleagues, Rick was sitting next to me and during the day the trainer kept referring to the B S S. Today we're going to talk about the B S S, you're going to sell the B S S, that's our consulting engagement. It's a one-year product, one-year relationship with the client and you're going to be trained on how to sell this product, okay.
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Obnoxious Makes you Stand Out - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So there I was, I was at the Watford Hilton taking the residential business school for the Institute for independent business. I was in a class of 35. There were five Americans and 30 delegates. They're from Europe in my cohort and we're being accredited as an Executive Associate and you can read into that business mentor, generalist business advisor for the institute. It was a week-long course and we're halfway into the course and they introduced the consulting product that we were supposed to sell. And I'm sitting next to one of my American colleagues, Rick was sitting next to me and during the day the trainer kept referring to the B S S. Today we're going to talk about the B S S, you're going to sell the B S S, that's our consulting engagement. It's a one-year product, one-year relationship with the client and you're going to be trained on how to sell this product, okay.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So there I was, I was at the Watford Hilton taking the residential business school for the Institute for independent business. I was in a class of 35. There were five Americans and 30 delegates. They're from Europe in my cohort and we're being accredited as Executive Associates and you can read into that business mentor, generalist business advisor for the institute. It was a week-long course and we were halfway into the course and they introduced the consulting product that we were supposed to sell. And I'm sitting next to one of my American colleagues, Rick was sitting next to me and during the day the trainer kept referring to the B S S. Today we're going to talk about the B S S, you're going to sell the B S S, that's our consulting engagement. It's a one-year product, one-year relationship with the client and you're going to be trained on how to sell this product, okay?
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So there I was, I was at the Watford Hilton taking the residential business school for the Institute for independent business. I was in a class of 35. There were five Americans and 30 delegates. They're from Europe in my cohort and we're being accredited as Executive Associates and you can read into that business mentor, generalist business advisor for the institute. It was a week-long course and we were halfway into the course and they introduced the consulting product that we were supposed to sell. And I'm sitting next to one of my American colleagues, Rick was sitting next to me and during the day the trainer kept referring to the B S S. Today we're going to talk about the B S S, you're going to sell the B S S, that's our consulting engagement. It's a one-year product, one-year relationship with the client and you're going to be trained on how to sell this product, okay?
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Obnoxious Makes you Stand Out - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
By making it obnoxious it stands out to the buyer. Our goal here is to address the complaints that the buyer has in order to stand out and then price it appropriately so they believe that it's a good exchange of value. I’ll be it even if a little expensive. Okay, so fast forward a few years and I'm being accredited by the Institute for independent business at their residential business school and I was so excited. I never left the country for any significant period of time before, didn't have a passport, and I had to go get my passport for this accreditation. Somebody told me, you're going to London for this accreditation and I thought, wow, I'm going to London. I told my friends where I was going. I told them the exact town I was going to and most of them said, Oh, well, that sounds great. And then I talked to somebody who actually knows England, and I said, I'm going to Watford and they said Carl, you're not going to London. Watford is not London. As it turns out, it was a suburb of London. It was very charming, and I enjoyed it, but it wasn't what I thought I was told London. I ended up in Watford.
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- Obnoxious Makes you Stand Out - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
By making it obnoxious it stands out to the buyer. Our goal here is to address the complaints that the buyer has in order to stand out and then price it appropriately so they believe that it's a good exchange of value. I’ll be it even if a little expensive. Okay, so fast forward a few years and I'm being accredited by the Institute for independent business at their residential business school and I was so excited. I never left the country for any significant period of time before, didn't have a passport, and I had to go get my passport for this accreditation. Somebody told me, you're going to London for this accreditation and I thought, wow, I'm going to London. I told my friends where I was going. I told them the exact town I was going to and most of them said, Oh, well, that sounds great. And then I talked to somebody who actually knows England, and I said, I'm going to Watford and they said Carl, you're not going to London. Watford is not London. As it turns out, it was a suburb of London. It was very charming, and I enjoyed it, but it wasn't what I thought I was told London. I ended up in Watford.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
My scheme in landscaping was I had the standard proposal and the guarantee proposal. Those were my products, are part of my sales process and as I learned when being accredited by a British company, later on, my sales process was really what they would call a scheme. I'm going to tell the scheme story here because you've heard my scheme as a design-build landscape firm. Now, what was yours? What's the one that you came up with? Well, our objective here is that your product, your service, and your process must be a unique experience to the customer by making it obnoxious, it will stand out to the buyer. That's what we want to have to happen. We want the buyer to say, well, there's you Carl, and then there's everyone else, we want there to be a clear differentiator. So they understand that once they meet you, they really can stop shopping, right? Because they have found their resource and assuming that they qualify and that it's a good match, price-wise, time-wise and the other factors they'll hire you.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
My scheme in landscaping was I had the standard proposal and the guarantee proposal. Those were my products, are part of my sales process and as I learned when being accredited by a British company, later on, my sales process was really what they would call a scheme. I'm going to tell the scheme story here because you've heard my scheme as a design-build landscape firm. Now, what was yours? What's the one that you came up with? Well, our objective here is that your product, your service, and your process must be a unique experience to the customer by making it obnoxious, it will stand out to the buyer. That's what we want to have to happen. We want the buyer to say, well, there's you Carl, and then there's everyone else, we want there to be a clear differentiator. So they understand that once they meet you, they really can stop shopping, right? Because they have found their resource and assuming that they qualify and that it's a good match, price-wise, time-wise and the other factors they'll hire you.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- The Premium Option - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I started to notice that and then I started to do more and more research on the topic, and found out that there was an awful lot of science behind this dynamic. And that by understanding what the top five complaints were, by rolling that into my business model and having an option for my clients and prospects to choose from, I was elevating the client experience to a level of partnership. When I offered the standard, I was more of a second-rate, person and project in their life. But when they chose the guarantee and went down the premium option, we were peers. Now all of a sudden, I was in their inner circle trusted advisor, providing them a premium experience that they were bragging to their friends about. All of a sudden their friends and colleagues needed to meet me so we could talk about this premium experience they were having and that's why they hired the obnoxious guy.
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- The Premium Option - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I started to notice that and then I started to do more and more research on the topic, and found out that there was an awful lot of science behind this dynamic. And that by understanding what the top five complaints were, by rolling that into my business model and having an option for my clients and prospects to choose from, I was elevating the client experience to a level of partnership. When I offered the standard, I was more of a second-rate, person and project in their life. But when they chose the guarantee and went down the premium option, we were peers. Now all of a sudden, I was in their inner circle trusted advisor, providing them a premium experience that they were bragging to their friends about. All of a sudden their friends and colleagues needed to meet me so we could talk about this premium experience they were having and that's why they hired the obnoxious guy.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
How many of you know somebody or you may have done it yourself, where you purchased a premium anything? A luxury vehicle, luxury vacation, luxury car, and then they complain about the price or do you find most people make a luxury purchase, pay extra and then brag about the price they paid? Which one do you experience more in your life? I find when people pay for a luxury item, and they pay more for it, they tend to brag about either the price they paid or the options that were important to them or the experience they're having. And they tend to think that it was worth every dime, worth every penny I put out there, worth every dollar. Yes, it was a lot of money, but I'm getting exactly what I want and when my expectations are met, I think it's a good value.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
How many of you know somebody or you may have done it yourself, where you purchased a premium anything? A luxury vehicle, luxury vacation, luxury car, and then they complain about the price or do you find most people make a luxury purchase, pay extra and then brag about the price they paid? Which one do you experience more in your life? I find when people pay for a luxury item, and they pay more for it, they tend to brag about either the price they paid or the options that were important to them or the experience they're having. And they tend to think that it was worth every dime, worth every penny I put out there, worth every dollar. Yes, it was a lot of money, but I'm getting exactly what I want and when my expectations are met, I think it's a good value.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
If one of us made a problem, made a mistake, we had a problem together. And it was a great synergistic relationship because they were invested in my success and I was vested in getting done because I wanted that premium, okay? Now a couple of other things happened. The psychology of the buyer got in there too because they were buying my best offering. So you know, who I started to attract? Buyers who fancy themselves as somebody who always bought the best. They were a premium buyer, and they liked it because I started to notice this because they started telling me stories about how they bought the best car? How they got the best seats at the ballgame? How they got the best seats at the Broadway play? How they chose the best option when they traveled? How they got the best Express tickets, so they didn't wait online, how they bought the best version of you know, some apparel or clothing or a watch. And I started to realize, wait a minute, I'm part of a larger plan that they have, where they like to buy the best.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
If one of us made a problem, made a mistake, we had a problem together. And it was a great synergistic relationship because they were invested in my success and I was vested in getting done because I wanted that premium, okay? Now a couple of other things happened. The psychology of the buyer got in there too because they were buying my best offering. So you know, who I started to attract? Buyers who fancy themselves as somebody who always bought the best. They were a premium buyer, and they liked it because I started to notice this because they started telling me stories about how they bought the best car? How they got the best seats at the ballgame? How they got the best seats at the Broadway play? How they chose the best option when they traveled? How they got the best Express tickets, so they didn't wait online, how they bought the best version of you know, some apparel or clothing or a watch. And I started to realize, wait a minute, I'm part of a larger plan that they have, where they like to buy the best.
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- Why Hire the Obnoxious Guy? Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Do you know when my business started the guarantee out sold the standard two to one and other than basic advertising at the time, I was not an advertising or marketing machine. I was not some lead generation you know, expert. I just made a promise that nobody else in my niche had the guts to make.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Why Hire the Obnoxious Guy? Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Do you know when my business started the guarantee out sold the standard two to one and other than basic advertising at the time, I was not an advertising or marketing machine. I was not some lead generation you know, expert. I just made a promise that nobody else in my niche had the guts to make.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Why Hire the Obnoxious Guy? Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Think about this for a moment, can you imagine that being your clientele, they're willing to pay you your premium, they're willing to do the aspects of the job as from a client standpoint, that they're supposed to make sure this job goes, well, they are going to have no delays on their side, they're going to make all of their decisions in advance, so they don't change the project on you midway. And they're willing to get out of your way and let you do your work and they're not going to delay you for any reason because otherwise, they're not eligible for their refund. Wouldn't it be great to have that clientele, they're passionate about your work, willing to pay your premium, willing to do, and willing to be a good client. Think about that, big difference uh? Well, that was my clientele at the time. I had clientele who were willing to spend more on the project and didn't want me to do the project with them necessarily. They wanted me to do it for them, which meant they were willing to do their part as the customer, make the design decisions, do approvals, make the payments, and make sure everything was out of the way so we could do our work and then they let us do our work. Wouldn't it be nice to have a whole bunch of clientele that did that? Of course, you would.
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- Why Hire the Obnoxious Guy? Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Think about this for a moment, can you imagine that being your clientele, they're willing to pay you your premium, they're willing to do the aspects of the job as from a client standpoint, that they're supposed to make sure this job goes, well, they are going to have no delays on their side, they're going to make all of their decisions in advance, so they don't change the project on you midway. And they're willing to get out of your way and let you do your work and they're not going to delay you for any reason because otherwise, they're not eligible for their refund. Wouldn't it be great to have that clientele, they're passionate about your work, willing to pay your premium, willing to do, and willing to be a good client. Think about that, big difference uh? Well, that was my clientele at the time. I had clientele who were willing to spend more on the project and didn't want me to do the project with them necessarily. They wanted me to do it for them, which meant they were willing to do their part as the customer, make the design decisions, do approvals, make the payments, and make sure everything was out of the way so we could do our work and then they let us do our work. Wouldn't it be nice to have a whole bunch of clientele that did that? Of course, you would.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Why Hire the Obnoxious Guy? Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What is indicative of that buyer? Okay, what's going on with them, that makes hiring the obnoxious guy the must? Number one is there's probably distress in some way, shape or form. There's a deadline they have to meet. Here's what I learned. People would be hiring me for a project because they had a commercial building that had to close, meaning that to complete the project and get their certificate of occupancy and as the landscaper, I was one of the last contractors on the job site, we used to work side by side with the paving contractor who used to lay the asphalt and the sidewalks in the outside. There would be some interior work being done but on the outside, it was the landscaping and it was the paving contractor, right? So they were getting to the end of the project and they were under some sort of deadline, right? Or they were having an event in their backyard or at their property. Maybe it was a wedding or a family reunion and it needed to be or big party or graduation and it needed to be done by a certain day.
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- Why Hire the Obnoxious Guy? Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
What is indicative of that buyer? Okay, what's going on with them, that makes hiring the obnoxious guy the must? Number one is there's probably distress in some way, shape or form. There's a deadline they have to meet. Here's what I learned. People would be hiring me for a project because they had a commercial building that had to close, meaning that to complete the project and get their certificate of occupancy and as the landscaper, I was one of the last contractors on the job site, we used to work side by side with the paving contractor who used to lay the asphalt and the sidewalks in the outside. There would be some interior work being done but on the outside, it was the landscaping and it was the paving contractor, right? So they were getting to the end of the project and they were under some sort of deadline, right? Or they were having an event in their backyard or at their property. Maybe it was a wedding or a family reunion and it needed to be or big party or graduation and it needed to be done by a certain day.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Why Hire the Obnoxious Guy? Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Why hire the obnoxious guy? So why would somebody hire the obnoxious guy or the obnoxious gal? What is it that you're tapping into that makes the buyer the prospect choose that option? Right? It's clearly a lot more money, they're getting the same basic product or project or service, right? There's a few intangibles in there for sure but essentially, it's still the same thing. So why hire the obnoxious guy? What are you tapping into that makes them choose that option. So going back to my early landscaping days, I guaranteed the start date guaranteed the finish date, a guaranteed max price for the scope of work, guaranteed the quality of the work a year later and add experienced project managers on every site. What was I tapping into? What was going on in their life or business or project that makes hiring the obnoxious guy a must?
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Why Hire the Obnoxious Guy? Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Why hire the obnoxious guy? So why would somebody hire the obnoxious guy or the obnoxious gal? What is it that you're tapping into that makes the buyer the prospect choose that option? Right? It's clearly a lot more money, they're getting the same basic product or project or service, right? There's a few intangibles in there for sure but essentially, it's still the same thing. So why hire the obnoxious guy? What are you tapping into that makes them choose that option. So going back to my early landscaping days, I guaranteed the start date guaranteed the finish date, a guaranteed max price for the scope of work, guaranteed the quality of the work a year later and add experienced project managers on every site. What was I tapping into? What was going on in their life or business or project that makes hiring the obnoxious guy a must?
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- A Winning Business Model
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That moment in time, I remember, like it was yesterday, it hit me, I said, I've got a winning business model that will help me out during this launch time in my business. And as I later learned and helped me double my business every year until I sold it and then I've used this model on every business that I've ever owned and every business I advise my clients on, we go through the obnoxious order offer and how can we be even more obnoxious? How can we push the level of obnoxiousness, not only in price, because you can't just offer a high price, you have to offer the corresponding value. As a matter of fact, you have to add so much value in that, that price seems like a good value, even though it's high relative to its benefits, it has to seem like a good value. And I remember on that day, I remember when it hit me that weekend, when I went through it in my head, I realized, holy cow, I've got it. I've got it. And it was the foundation of the relationships that I created with my clients for the rest of my entrepreneurial career.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- A Winning Business Model
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That moment in time, I remember, like it was yesterday, it hit me, I said, I've got a winning business model that will help me out during this launch time in my business. And as I later learned and helped me double my business every year until I sold it and then I've used this model on every business that I've ever owned and every business I advise my clients on, we go through the obnoxious order offer and how can we be even more obnoxious? How can we push the level of obnoxiousness, not only in price, because you can't just offer a high price, you have to offer the corresponding value. As a matter of fact, you have to add so much value in that, that price seems like a good value, even though it's high relative to its benefits, it has to seem like a good value. And I remember on that day, I remember when it hit me that weekend, when I went through it in my head, I realized, holy cow, I've got it. I've got it. And it was the foundation of the relationships that I created with my clients for the rest of my entrepreneurial career.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Over-deliver On Your Promise - Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
He walks out of the room, he goes don't go anywhere I'll be right back and I'm thinking, Oh, no, I live in New Jersey, folks, when somebody says don't move, I'll be right back and they're upset with you. You're thinking you're gonna, you know, like an old mafia movie, you're gonna get whacked too, they're gonna take you back to the woodshed. You know, I'm having this feeling that this is about to happen to me, you know, and it seemed like he was gone forever. Although it was likely just a couple of minutes. He walks back into the room with the contract in one hand, and a check in the other hand, and he points at me with the check in his hand, and he says, Now, you can start on Tuesday, right? The agreement says you can start this coming Tuesday, and you guarantee you will start on Tuesday, is that right? And the first thing that flashed in my head was, start what? Right? It didn't hit me that I was being hired, right? I thought I was about to be thrown out of the place. I was being hired. Then he holds up his other hand, he says right here in the agreement, you can start on Tuesday on this date, and you will be done by this date. Is that still the case? And I said well, yeah, I said, you know, you told me you had a time crunch, and that you needed to have it start by a certain date. So you can collect a progressive payment on your construction project, and you needed to finish on a certain date, so you can get your certificate of occupancy. I said those dates are still good to me. He says I'm going to hold you to it. So he kind of forced didn't quite throw it at me but kind of forced the paper and the check towards me, puts it in my hand and he's like, Alright, now get out of here. I'll see you Tuesday.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Over-deliver On Your Promise - Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
He walks out of the room, he goes don't go anywhere I'll be right back and I'm thinking, Oh, no, I live in New Jersey, folks, when somebody says don't move, I'll be right back and they're upset with you. You're thinking you're gonna, you know, like an old mafia movie, you're gonna get whacked too, they're gonna take you back to the woodshed. You know, I'm having this feeling that this is about to happen to me, you know, and it seemed like he was gone forever. Although it was likely just a couple of minutes. He walks back into the room with the contract in one hand, and a check in the other hand, and he points at me with the check in his hand, and he says, Now, you can start on Tuesday, right? The agreement says you can start this coming Tuesday, and you guarantee you will start on Tuesday, is that right? And the first thing that flashed in my head was, start what? Right? It didn't hit me that I was being hired, right? I thought I was about to be thrown out of the place. I was being hired. Then he holds up his other hand, he says right here in the agreement, you can start on Tuesday on this date, and you will be done by this date. Is that still the case? And I said well, yeah, I said, you know, you told me you had a time crunch, and that you needed to have it start by a certain date. So you can collect a progressive payment on your construction project, and you needed to finish on a certain date, so you can get your certificate of occupancy. I said those dates are still good to me. He says I'm going to hold you to it. So he kind of forced didn't quite throw it at me but kind of forced the paper and the check towards me, puts it in my hand and he's like, Alright, now get out of here. I'll see you Tuesday.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Over-deliver On Your Promise - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now, this is the second time in my life, I'm being called obnoxious, right? I had a flashback to earlier in my life when I was being reprimanded. I'm like, oh, no, what did I do wrong this time, right? Here I have another authority figure, another–what I felt was a superior, a guy in his 50s, you know, 35 years, my senior, and I'm a teenager here and I'm, you know, listening to this guy lecture me, he was a respected businessman in the area and here he was giving me a hard time. And he said to me, your pricing is obnoxious, you can't be this high. When you price, you've got to understand what your competitors are doing and he ripped into me for a good 20 minutes and I thought to myself, well, this isn't going very well, this, you know, let me just survive this meeting. Get the hell out of here, apologize on my way out, tuck my tail between my legs and just get out of here and because clearly, I seem to have offended this person who I've given a proposal to, and I probably am going to hear how I offended my client because this guy is not happy with my proposal. So the guy leaves the room.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Over-deliver On Your Promise - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now, this is the second time in my life, I'm being called obnoxious, right? I had a flashback to earlier in my life when I was being reprimanded. I'm like, oh, no, what did I do wrong this time, right? Here I have another authority figure, another–what I felt was a superior, a guy in his 50s, you know, 35 years, my senior, and I'm a teenager here and I'm, you know, listening to this guy lecture me, he was a respected businessman in the area and here he was giving me a hard time. And he said to me, your pricing is obnoxious, you can't be this high. When you price, you've got to understand what your competitors are doing and he ripped into me for a good 20 minutes and I thought to myself, well, this isn't going very well, this, you know, let me just survive this meeting. Get the hell out of here, apologize on my way out, tuck my tail between my legs and just get out of here and because clearly, I seem to have offended this person who I've given a proposal to, and I probably am going to hear how I offended my client because this guy is not happy with my proposal. So the guy leaves the room.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Over-deliver On Your Promise - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I was highly recommended. They said, Oh, you did a great job for me, you'll–he'll do a great job for you, you should go meet this guy. And I broke one of my own cardinal rules because they were friends, I thought they had the same buying habits. I thought that they probably talked budget, or what I charged the one guy, he told the other guy, probably an expectation there. And the fact that he was even taking the meeting with me, he was probably expecting me to price it out the way I did for his friend, and that his friend would be okay. All right, fine. So I thought, great. I've got all the specifications and the request. I will send my proposal, email it to him in advance of the meeting. So I sent it to him before the meeting. Well, I show up at the meeting, I've got my two copies printed out, figuring this is gonna be very easy. He's having the meeting. So he's going to just sign the paperwork, and we are going to be on our way. I just bought an extra copy for him, just in case, he didn't have the copy that I sent in advance. So I walked in, and the owner of this property, this owner of his building, and the development project he was doing, he wasn't happy. He wasn't happy at all. And he wasn't happy with me. I sat down and he says, Carl, you know, you're a young kid, you came highly recommended by a friend of mine. So I gotta be honest with you, I gave you the benefit of the doubt a little bit here, but I'm not very happy. He goes, you know you're new in business. So let me tell you a few things. You can't do business this way, your prices are high. They are off the reservation high, that's what he said to me. Your prices are off the reservation high. That's how high they are. As a matter of fact Carl, your pricing is obnoxious.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Over-deliver On Your Promise - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I was highly recommended. They said, Oh, you did a great job for me, you'll–he'll do a great job for you, you should go meet this guy. And I broke one of my own cardinal rules because they were friends, I thought they had the same buying habits. I thought that they probably talked budget, or what I charged the one guy, he told the other guy, probably an expectation there. And the fact that he was even taking the meeting with me, he was probably expecting me to price it out the way I did for his friend, and that his friend would be okay. All right, fine. So I thought, great. I've got all the specifications and the request. I will send my proposal, email it to him in advance of the meeting. So I sent it to him before the meeting. Well, I show up at the meeting, I've got my two copies printed out, figuring this is gonna be very easy. He's having the meeting. So he's going to just sign the paperwork, and we are going to be on our way. I just bought an extra copy for him, just in case, he didn't have the copy that I sent in advance. So I walked in, and the owner of this property, this owner of his building, and the development project he was doing, he wasn't happy. He wasn't happy at all. And he wasn't happy with me. I sat down and he says, Carl, you know, you're a young kid, you came highly recommended by a friend of mine. So I gotta be honest with you, I gave you the benefit of the doubt a little bit here, but I'm not very happy. He goes, you know you're new in business. So let me tell you a few things. You can't do business this way, your prices are high. They are off the reservation high, that's what he said to me. Your prices are off the reservation high. That's how high they are. As a matter of fact Carl, your pricing is obnoxious.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Over-deliver On Your Promise - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The people that I'm meeting are so passionate about their project, I've got to deliver on a much higher level, I have to raise the expectations, I have to be better than the competitors and I've got to over-deliver on my over-promise. That's where I've got to be. This has to be, you know, such a high valued interaction that I have to deem it. I have to give it a name. I have to deem it something it's got to be obnoxiously good. Now is the best word I could come up with. Okay. It had to be obnoxiously good, okay? Now, I took the word obnoxious from an interaction that I had in my second year in business. So let's fast forward a little bit. Alright, so my first year, I learned contractors don't call back and so that was my advertisement that I reflected. Later on that year, I added in the guarantee, and I went on a proposal meeting. I was referred by a client to a friend of his, to answer a request for a proposal or RFP for a landscaping project.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Over-deliver On Your Promise - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The people that I'm meeting are so passionate about their project, I've got to deliver on a much higher level, I have to raise the expectations, I have to be better than the competitors and I've got to over-deliver on my over-promise. That's where I've got to be. This has to be, you know, such a high valued interaction that I have to deem it. I have to give it a name. I have to deem it something it's got to be obnoxiously good. Now is the best word I could come up with. Okay. It had to be obnoxiously good, okay? Now, I took the word obnoxious from an interaction that I had in my second year in business. So let's fast forward a little bit. Alright, so my first year, I learned contractors don't call back and so that was my advertisement that I reflected. Later on that year, I added in the guarantee, and I went on a proposal meeting. I was referred by a client to a friend of his, to answer a request for a proposal or RFP for a landscaping project.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Negative Thoughts & Car Services -Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Right? That's where your head went? Or did your head go to the positive? Oh, great, I haven't been there in a while. So nice to visit an old friend. As a matter of fact, I'll have all this time to myself because there's no WiFi there. And I get to spend the whole day because they never seem to honor an appointment. So I'll have this hugely positive experience of sitting in a waiting room on a cardboard box with other equally frustrated customers. And I'll sit there waiting all day only to be given a bill that's a lot higher than the one that was my estimate. Where did your head go? It went to the negative, didn't it? Right? That's by far and away the feedback that I've gotten over the years from prospects unless you're selling a dream item or bucket list item, everybody goes to the positives. And even if you do sell a bucket list item, or a dream list item, if you don't produce an equal experience to you know the excitement and desire that they have about that transaction, you're going to end up leaving disappointed.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.
- Negative Thoughts & Car Services -Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I'm going to throw out a situation, you tell me what goes through your mind first, okay? So, there you are driving your car going down the road, you put your feet on the brakes, you press down on the brake pedal, and all of a sudden you hear a squeak, a squeal, a grinding noise. And you know what that means? That means, oh, I've got to get my brakes fixed. I've got to get those brakes repaired. Think about it for a moment. After you realize you have to have your brakes fixed. What is your mind travel to as it relates to the relationship with the body shop or the repairs are in the service center? Think about it. Oh, it's going to be inconvenient. I don't know what they're going to charge me. I'm going to go in for breaks. And I'm going to come out with brakes plus windshield wipers plus a four-wheel alignment plus new tires plus the tune-up because I'm going to–you know the mechanic is going to scare the jeans off me, you know because I have something on the car that is not up to their standard, right? It's going to be much more expensive than I thought.
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- Bucket list Construction - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Regular contracting project, they would just say, well, where ponchos you're gonna get wet today, I guess, clean the mud on off your boots before you go inside. Totally different experience when I was building your dream long home, right? It was a very positive relationship when I was building your regular residence. I was just another jerky contractor. Right? But here's the distinction. If you are not selling a bucket list item, product or service, then the first place your buyers go to your prospects go to is the negatives of dealing with you.
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- Bucket list Construction - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And one of the best lessons I had later on in my career, I had the opportunity to run what I called a bucket list item business. A bucket list item business is when you get to provide for your clients a product or service that is on their dream list, their life list, their bucket list, okay? And they've been dreaming of this the whole time. And whenever I was working on that business, I used to build log homes for a period of time. This was the dream home of my customers. And so when I was building the home, it was, you know, the majority of the time, mostly very positive. People enjoyed the design process. They look forward to the building process. As a matter of fact, I heard this very often, if I were to say to them, Hey, it's raining. You know, just be careful. When you come up to the job site. It might be muddy, there might be a problem. They say, You know what, Carl? Don't rush, we want to get it right. I never heard that when I was a regular contractor. But when I was building somebody's dream project, don't rush. I want it right. We've waited a long time.
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- Are you Crazy?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When I told people about this, at first, they thought, you're crazy. You've lost your mind. We were in the middle of a recession at the time, the interest rates on mortgages were in the double digits and it was just not a very good time for home improvement and I launched a home improvement company during that time, but I made a guarantee that was so obnoxious in value, that it was to match how obnoxious it was in price and therefore my clients thought it was a good value, meaning they didn't like paying the 35% extra that was obnoxious. That was an obnoxious price. However, I matched the price with perceived value. Those five complaints were the top five complaints in the industry of my clientele. These were the top five things that when they thought about working with a contractor went through their mind as negatives like oh, these people they're not going to start on time. They're not going to finish on time. They're going to change the order for me to death. It'll be a total bait and switch. That's going to be no experience workers aren't going to have to manage them and they're not going to guarantee their work through. These are Fly By Night companies that will be gone a year later.
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- Standard and Premium - What's the Difference?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In the standard. I just answered your question, here's what you asked for. Here's my reply and here's my estimated production schedule. Here's the payment schedule, here's what you can expect from me based on industry standards. But then right next to it was the guarantee. The guarantee says, if you pay the premium for the guarantee, which I put a 35% premium on the guarantee option, I would start the job on time on the date we agree upon no matter what if it's pouring rain that day, I start if there's an earthquake that day, I start by that day, if there's a thunderstorm I'll be out there and that deck number one, start on time number two, it will finish on or before the date we agree upon, no matter what the weather between start time and finish time, I will have it done no matter what happens. Okay, the third thing was change orders. I said in the guarantee option there are no contractor driven change orders. What that means is if the agreed upon initial scope of work, meaning what you wanted me to do the initial agreement, you didn't make any changes at all. If there are no changes in scope of work, I will make no changes at all in the price.
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- Making a Promise - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In complaints about contractors in my niche, where you don't start on time, you don't finish on time, you're going to change order the project way beyond its budget, meaning, you know, tell me when price it's going to be higher later, you had inexperienced workers on the job site and you don't guarantee your work. You don't stand behind your work. I have no way to know, you know, a year from now if I'm ever going to see you again if I need you. So what I did was I created. I went to a dual pricing system, okay. The dual pricing system said, every time you asked me for something, I'm gonna give you two options going forward. I had what was called the standard and something called the guarantee. The standard was the standard proposal based on your scope of work. What did you want me to do? Here was my standard response. Then I offered another option. The other option was the guarantee. Now the guarantee said that I was going to handle those five complaints. The top five things that you told me were the complaints. I took care of that.
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- Making a Promise - Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In complaints about contractors in my niche, where you don't start on time, you don't finish on time, you're going to change order the project way beyond its budget, meaning, you know, tell me when price it's going to be higher later, you had inexperienced workers on the job site and you don't guarantee your work. You don't stand behind your work. I have no way to know, you know, a year from now if I'm ever going to see you again if I need you. So what I did was I created. I went to a dual pricing system, okay. The dual pricing system said, every time you asked me for something, I'm gonna give you two options going forward. I had what was called the standard and something called the guarantee. The standard was the standard proposal based on your scope of work. What did you want me to do? Here was my standard response. Then I offered another option. The other option was the guarantee. Now the guarantee said that I was going to handle those five complaints. The top five things that you told me were the complaints. I took care of that.
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- Making a Promise - Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And my ad just said, name of company, phone number, and then all phone calls returned. And I remember that ad came out the next spring and I was inundated with leads because I was making a promise based on what was one of the top complaints in the industry and I didn't fully get it yet how just the power of this, that's going to come a little later. But what I realized was when I answered a complaint, it revolutionized the relationship when I promised some great thing about my services, if they kind of took it in stride, like uh yeah, everyone says that. However, when I answered a complaint, it was a whole new game, a whole new ballgame and so I learned from there. Now I said, Okay, well this is working really great. How can I take this to the next level? Well, what I found was, that I was getting a series of complaints. While you heard about, you know, people don't call back.
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- Making a Promise - Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In July and August of that first year, and all the way through to November, December when the season ended. I heard that over and over and over and over again. And you know, there was an ad salesman, who when I first registered, my business must have gotten the list of new businesses registered and called me up and wanted me to take out ads in his directory. And I said, no, no, I don't think so. No, it's not time. I'm not going to do it and I remember after hearing all of those complaints for that year, I called him back. His nickname was the kid. So I called them up. I said, kid, I'm ready. And it was a guy who's funny because a guy in his 50s and he goes, Oh, everyone refers to me as the kid. I never figured that out. But he was a young soul. And so I said to him, I'm ready and he said, what, you know, what are we going to do for an ad and I remember the next year, I took a quarter page ad out in the directory, I put the name of my company, I put the phone number and then right below that, I put one of the promises, which was one of the top complaints that I heard the entire year, which was nobody calls anyone back. So I said, I want my ad to read all phone calls returned. And he was like, that's it–that's it? That's all we need. And he's like, Well, you're in the landscape directory. You want a graphic? I'm like, I don't think I need it. But sure, what are you thinking? He said, How about a tree? Good. Put a tree in.
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- Showing up
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This illusion that entrepreneurs and business people were these, you know, Uber educated, brilliant group, and I was entering that group. And I felt like I had done something to kind of earn my stripes a little bit and while I really did well, I've learned later in my career that, you know, showing up is a huge part of the game. At that point, it just–it didn't hit me as a victory, you know, but remarkably, what I learned was that showing up was a lot more powerful than I thought, when I showed up, you know, I would get the attention of the prospect, they were really excited about the project. But more importantly, as I learned later, I also heard complaints from all the prospects about the other contractors and how they performed or didn't perform. And this is what started to shape, how I would build my business model going forward in the future. Here's what they told me, Carl, the other contractors didn't call me back. They didn't deliver the proposal as they promised. They didn't start on time. The last contractor we had didn't finish on time. You know, they told us one price and it ended up being another price, because they executed what was called a change order, meaning they started out and said, hey, it's going to cost you this much and we're going to do this kind of work.
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- Carl's launch into business Part 8
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And my subsequent setback was not going to define my downfall. There was no way. There was no way at all. I was going to let this define me, right? So I had to pull myself back up, I had to create a plan to move forward, right? So what was my plan? I had to figure out how I could make money. I needed a job or business or something. And I wasn't really thinking business, I was actually thinking more job. But I knew how to do a couple of things. I grew up in the construction industry on both sides of the family. My uncle Joe had a construction company, my brother Dan had a contracting company, and my uncle Nate was a contractor as well. So I had examples on both sides of the family about that. But I also did landscaping work, which I really enjoyed during my high school summers. And I had gone out on proposals, I ran the crews at times, so I was pretty confident I knew what to do. So I worked for a design build firm during high school, and I decided that's what I was going to do. Right. So you know, what was funny was that a tipping point that made me think that I could actually do it was right before I went to college, my boss used to send me out on proposals. And he would say to me, Hey, take this proposal down there and see that third house done that yeah, that's Mrs. Smith. She's expecting somebody to drop off the proposal just asked her which part of the proposal you know she wants to get started on when the start date is and she's got a deposit check for you.
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- Carl's launch into business Part 7
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
I was the guy driving us down and I said, Listen, I gotta get my leg out of this cast in order for me to be able to drive the car because I couldn't drive it. It sat there for three months, the only thing I did was service it well enough, and don't tell my friends. But since we were not gonna have enough room for all of the luggage, I took the spare tire out of the car, so we could fit all of our luggage in when we drove down to Delaware, and then ultimately to Fort Lauderdale. But anyway, that's for another day. So when we come back from Fort Lauderdale, and I'm now starting formal physical therapy, and I've been through a few things that have been painful before, but I've never been through something that has been so painful. As matter of fact, the lady who did my physical therapy, it said to me, so your mom has 10 Kids huh. And I'm one of 10. I said, Yeah, I'm one of 10 children. She goes, this is what labor feels like. She says to me with this evil grin, and she starts to bend my leg and all you hear is pop and snap and crack. As my leg was straight. It was zero degree bend, and then she was able to bend it five degrees, 10 degrees, 20 degrees, 45 degrees, 90 degrees, three months of this guy's three months, three days a week. And so I went all the way into July before I could even contemplate what my next move would be.
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- Carl's launch into business Part 6
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
Here I am working at the Hess station. it's wintertime, we're getting snow. I'm hoofing it up the mountain, limping with this cast. And what was funny was the only pants that could fit over the top of my cast or sweatpants. But you were given a uniform working at Hess, and the pants actually fit over the cast. So talk about my fall from grace here. Not only am I wearing my gas pumping, uniform pants to work, I'm wearing them everywhere, because it's the only thing that'll fit so Oh, it's terrible. So anyway, fast forward, we're getting into March and we're getting towards the end of March. And the doctor says, Well, we'll see how you're progressing. And if things go, well, we'll get that cast off. And I said, No, no, no, we're taking that cast off. I don't care whatever it takes. I am going on that spring break. I was in basically in quarantine for three months. You know, doing my little leg exercise. My leg atrophy to nothing. I felt like my life was slipping away. I'm going on spring break. I don't care what it took. Right. And I spent every dollar I had made on my 1978 Dodge Omni hatchback that was going to drive me and three of our friends to Fort Lauderdale for the week.
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- Carl's launch into business Part 5
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
That cast off as soon as humanly possible. But it was going to be on for at least three months. You know, I was in an immobilizer from December 22 through the month of March, you know, over three and a half months I was in that, you know, and what adds insult to injury all through the wintertime, my friends and I from the University of Delaware, our dorm mates, we had all planned the spring break trip to Fort Lauderdale, you know, we were gonna go to Fort Lauderdale, and I saw that slipping away as well. And so you know, we're drawing nearer. So there I was, with my leg in a cast. I wasn't feeling all that great about how things were going, go through January, go through February. The interesting thing was though, after about a month and a half, I could actually put pressure on my foot, you know, walking was, you know, it'd be a stretch to call it walking but I can kind of limp my way around. And while I wanted that cast-off, I knew that wasn't going to happen, but I was able to walk right and so I got a job pumping gas at a local service station company's gone at this point, but it was a Hess gas station.
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- Carl's launch into business Part 4
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Out of control for the first time in my life, you know, I was always able to earn and work my way through life. You know, I got my first job when I was nine years old. Nine years old, I was sweeping the floor of a pallet factory. My brother John got me the job and I would go in there in the summers, and I'd spend a couple hours and I'd sweep up the pallet factory, and I was earning a year and a half later, I had my first paper route. So you know, by 11 years old, I mean, I was a worker, you know, so here I am, I'm 19 years old, and I was laid up, I was broke and a broken leg. And you know, one of the funny things that comes out of situations like this was, the part that really got me was I couldn't put my socks on. I remember one day I was getting ready to go out and I was like, Holy crap, I can't reach my toes. I can't put my own socks on. And while that doesn't sound like you know, some major tragedy in life, just the thought that I was not able to dress myself, you know, and I couldn't reach my toes.
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- Carl's launch into business Part 3
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I get home, I can't put any pressure on my leg at all, you know, and I can't even go upstairs to go to bed. I realized at that moment, I'm not going back to school anytime soon, I was paying my own way. I got student loans and grants as part of my student grant, they gave me a job at the cafeteria. I had to get up at six o'clock in the morning and serve breakfast at one of the cafeterias on campus, and man, it did not feel really good at that point. I couldn't sleep in my own bed. So I slept on the couch downstairs and then my brothers moved a cot downstairs so I can put my legs up and I can sleep downstairs. So there I was, you know, not far after the holidays, talking to my friends saying, You know what? Not looking good. I'm not coming back to school. They said, well, when do you think? And I said, well, the prospects don't look very good because you know, I have no prospects for earning any money and I didn't have enough money to make it through the rest of the year without earning.
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- Carl's Launch into Business Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Go to the hospital that night, go to the emergency room and I haven't checked out, a doctor takes about three or four vials of blood and just nasty fluid off of my knee and, you know, told me and put me in a true immobilizer. And I told him I had crutches, he said, Good, because you're gonna need him. He wasn't kidding. I needed them and what do you know, the next day is the day I'm going to drive home for the end of the semester, you know, things aren't really looking good. I learned that night I can no longer bend my leg. And I had a little dodge Omni, you know, for speed manual at the time, but it had a clutch I couldn't operate. So my friend Jim agrees to drive me home the next day, he was learning how to drive a stick at that time. But you know what he did pretty well. We go home in time, and I go and set an appointment with an orthopedic surgeon. And he was like, you know, he was upset. And he looked at my leg and he said, what happened? How did this happen? Why are you not in a cast now? And I said, Well, this is what they told me and he drew a few more vials of blood and fluids from my knee. And at that moment, you could tell he felt there was some real urgency to it right then and there put my leg in a full-length cast from my ankle to my hip straight.
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We all have a story, mountains we had to climb and bridges we had to cross to get to where we are now in life. Here is Part 1 of Carl’s Story
- Carl's launch into business Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
For me, obnoxious started by accident, well, literally by injury and this is the need to get obnoxious. So, there was, it was December of 1985. I was studying accounting and finance at the University of Delaware and my buddies come by in the dorm and say, let's have a pickup tackle football game, which we had done many times, and this would be the last day before the end of this semester in our sophomore year. And he walked over to the infirmary lawn, where we could play football. Teams are chosen, you know, I'm on one side, and now I'm playing defense. And so it was a little cold out. The ground was a little muddy, I'm playing defense and I backpedal. I planted my foot, I turned left and I felt a pop in my knee. And at first, I know, I bend my knee a little bit and I was like, I felt really weird. The odd thing was it didn't hurt right but there was definitely a pop, it popped out, it popped in, didn't feel much about it. The adrenaline of the day was going through me as I'm playing football. And so you know, at the end of that play nothing much I go back to the huddle, get ready for the next play and play a few plays on defense. Now we get the ball.
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Can a word that is bad actually be good or a word that is good actually be bad? Listen to what Carl has to say about it.
Being Obnoxious, Good? or Bad? Part 2
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And that, you know, remember, I'm in seventh grade. I'm 11 years old, and I just got called what I now think is a swear word. So that whole night I remember it sitting with me and I was thinking, you know, what was she implying? Was she saying I was disgustingly objectionable? I was highly offensive. And I remember that night. I gotta tell you, I was pissed off at first, but then I went through a range of emotions. When I read this definition, mostly I was angry, right? If I was so out of bounds at that point, Shouldn't she have taken me aside and explained to me what she was observing, or offer guidance or coaching or teaching, you know, wasn't that a teachable moment that I was enrolled in this school to receive if it was so bad if I was disgustingly objectionable, right? I was a little bit more like that definition really sat with me that night, and when the full weight of the entire situation finally hit me, I gotta tell you, I was not very, very happy.
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- Being Obnoxious, Good? or Bad? Part 1
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
They don't make obnoxious like they used to. I remember the first time I was called obnoxious. I was in the seventh grade. And I was joking in class with some of my friends. We were probably just being louder than we should have been, probably more inappropriate manner than we were in class. But I must have said something that my teacher overheard, you know, and she didn't like it because she came up to me and she said to me, Carll you’re being obnoxious. And I could tell that she wasn't happy with me or what I said, but I didn't know what the word obnoxious meant. I don't know what I may have said that upset her. And I certainly didn't see anything wrong with what was going on, right? But all my friends and I, we were just laughing and having a good time. So in the beginning, funny enough, I took it as a compliment. I thought obnoxious was a compliment. So talking about ignorance being bliss, I was out of my mind happy. So at first, I could tell she wasn't happy. So I felt like I did something wrong, but I didn't really think I did anything wrong. So that night, I didn't say anything at the time. That night I go home, and I look up the word obnoxious. And you know what I found? I found that it meant odiously or disgustingly objectionable and highly offensive.
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Exit Strategy
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You've created your exit strategy, you now know what's next. You've done that for yourself. That will be part of your power tools, making sure you have refined, defined and at least created your exit strategy. You want to avoid that blind spot, you want to know what's next for you must figure out what's next for you. And continuing on with your power tools you want to do your succession planning that will entail in some way shape or form. Going back to your advisory board, leaning on your experts to create your will, update your will, your estate, your trusts. This is the time to start thinking about tax protection, asset protection, and at the same time in the process of asking yourself what's next, you may have come up with the answer. You may have decided to get into a new venture, spin off a division, create a new product, take up the hobby you always wished you could do.
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What to do with a Legacy Business
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What can you do with this legacy type business? You can pass it along to another generation, you can donate the business, you can will that business to somebody else, you can sell it, you can keep it as a cash producing annuity or a cash producing asset, even hiring or putting in place a CEO or executor or trustee to manage it as it runs on its own to support your causes for future generations. Which leads us to your final hire and your final firing. You know, you are a stage seven business regardless of your exit strategy. The moment you fire yourself from the position of CEO and you hire and put somebody in that place and the business runs every bit as good if not better in your absence in perpetuity.
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Difference between Rolling Stones & The Beatles
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And let's revisit our friends, The Rolling Stones, and Elton John, for example. These are incredibly successful musicians in mortals in the Hall of Fame and yet when they stop sodas, their music, sodas the popularity and their sales, whereas the Beatles are still among the highest grossing bands in the new millennium, and they have not recorded an album together in over 30 years. Elvis Presley still remains a very robust selling musician, and he's been gone for over 30 years as well. So a stage seven business actually increases in value as it goes. And it is because you put strong leadership behind you, and you have strong products with a strong direction, robust sales, consistent systems and high quality. You've created a culture of iCube of intelligent, incremental improvements to quality you now get to reap the rewards of a legacy type business.
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Not Stage 7 Businesses?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So what are some examples of businesses that you might think are stage seven businesses, but are not really there? They are very, very successful in some cases incredibly successful businesses yet are not stage seven businesses and frankly may never have the goal to be 7 Stage businesses. Here would be an example just as Microsoft is a stage seven business. Apple is not, Apple computer is not a stage seven business now, why? They rely on the creativity and vision of Steven Jobs. Whenever he has exited the business, so too has its value. It's still very reliant on him and again, they may never have the goal to be a stage seven business. Chrysler Motors has sought out strategic alliances for the last 30 years. And for the last 30 years, those strategic alliances have not worked out in the manner they had hoped. Chrysler motors still relies on the strategic alliances it has with others rather than creating its unique business identity.
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Licensing your Name
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.
There are other organizations where the owner has branded their names so well, that the name has become the symbol for certain levels of quality. These are organizations that even if the person is alive, they can sell their name. An example of that would be the Trump Organization. Donald Trump has licensed his name to many projects, there are buildings all around the world that use his name, even though he is not the developer of that building. His name has become the gold standard in the construction industry and that's by no small accident. He has created a stage seven business because he has very purposefully and very strategically positioned himself and created his business identity. Remember that back from the early stages, remember that back in stage two, his business identity, and he's become the gold standard in construction. And as a result, he's the highest paid in his field, and he has the ability to sell his name, license his name and create affiliations and joint ventures.
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Can a family-owned company beat a giant chain rival? Yes! Listen to how.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
There is another shop in the area where I grew up in. This is one of my favorites in the age of the big box store. This is the kind of store that normally would be eliminated the moment a big box store came into town and this is a little hardware store. And it actually sits on the road that you drive to in between the two big box stores. And when the big box stores came in the big do it yourself home warehouses, it was feared that this store would go out of business, the owners had no fear whatsoever, because they had been very clear from the beginning what they deliver that no one else can and they are a small business. And yet they're the biggest business of their kind around. Because you go in there and everyone knows your name, knows why you were there the last time they will do the things that in from a service perspective, then no one else will and while it has the name of the family, that first started it years ago, it still remains an icon in the area.
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How did an 80 year old farm in the suburbs become a Stage 7 business?
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In a prior life, I did construction and landscaping work and there is this garden center that has been around now for about 80 years. It's been passed along for about five generations to well known has a great name. They have about 20 employees, they do a very, very good business and they call themselves a farm in the middle of a very suburban area where there are no more farms, they have to literally grow crops on a certain percentage of their land in order to be considered a farm. So they grow fruits and vegetables, they deliver a significant experience they've grown with the times, they've added on products, they're the same size as they ever were. And here's the example of wanting to know what the value of your businesses is, they sit on eight acres of some of the most valuable land in the area without fail regardless of the economy. Invariably, somebody they will offer to overpay for the land for them to sell because the land isn't that valuable.
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A Stage 7 business with just 3 employees? Here’s why it’s possible!
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Sitting on the tailgate of your car, eating your ice cream at this place, watching the cars go by is part of the fun. It is a significant and consistent experience that people have enjoyed for years, they know exactly what they're going to get, they're going to come back every time, this building can never be a big business. And it's not a franchise, it can never be a big business because the building is so darn small. You can only fit two or three people in there. And they're bumping into each other as it is. And there's only two lines you can form because there's only enough room in front of the building for two people to stand side by side. And yet there’s stage seven business, it's already gone three generations it will go to the fourth or it could be sold to somebody else and without a hitch. We'll be making money every single month, and it has sustained the lives in incomes of four generations. Let me tell you about a media–small size business that was a micro visit. Let me tell you about a small business.
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A Stage 7 business with just 3 employees? Here’s why it’s possible!
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Sitting on the tailgate of your car, eating your ice cream at this place, watching the cars go by is part of the fun. It is a significant and consistent experience that people have enjoyed for years, they know exactly what they're going to get, they're going to come back every time, this building can never be a big business. And it's not a franchise, it can never be a big business because the building is so darn small. You can only fit two or three people in there. And they're bumping into each other as it is. And there's only two lines you can form because there's only enough room in front of the building for two people to stand side by side. And yet there’s stage seven business, it's already gone three generations it will go to the fourth or it could be sold to somebody else and without a hitch. We'll be making money every single month, and it has sustained the lives in incomes of four generations. Let me tell you about a media–small size business that was a micro visit. Let me tell you about a small business.
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From Microsoft to a family-owned ice cream shop. Size doesn’t determine success!
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Let me give you the example of a micro business of a medium sized business and a larger business. In my part of the world, there is this tiny little ice cream shop that has been owned by the same family for three generations. When I was a kid, I actually applied for a job there, they turned me down, turn me down, because I would have taken the job from one of their kids. That ice cream shop is still there today. And I can't tell you the name of the owner anymore. The sign says it's still family owned for the last 50 years. I don't know the people, that place has developed its own personality, is the place that people go nine months out of the year, whether it's raining, whether it's sunny, to all go get that soft cone they make so well. People line up it's amazing. We don't like to stand in lines anymore and the experience of going to this ice cream shop is so significant. That waiting online is part of the fun.
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The Beatles are a Stage 7 business. Carl explains why…
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So what is your outcome? For stage seven? Your outcome is to create and answer the question now what? What's next? What is next for me in my life? What is next for me in my business? What is your focus your focus is reconnect to that vision, that direction that MVP planning, put a stake in the ground and start to lead your industry, others will follow you because you are well known and dominant in your market. Your widgets, your people, your processes, and the quality have matured and are delivering consistent results. So what are the examples of some stage seven businesses? We talked about microsoft, microsoft is a stage seven business. The Beatles and Elvis Presley are stage seven businesses. Why? Did you know the Beatles don't even own the Beatles. Elvis Presley doesn't even own Elvis Presley. The Elvis Presley estate has been sold. The name itself is something that can be passed along. It has outlived the people who started it.
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You don’t have to be BIG to be a Stage 7 company.
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Your vision is realized. Remember, you have been firing yourself upward for every quarter for the last three years, and you have one more to go. You have one more hire to make and one more area to fire yourself from. We'll talk about that in a minute. Not there quite yet. What's your blind spot? Your blind spot in this area is having no exit strategy, you must have an exit strategy. Whether you plan to exit or not, you must have an exit strategy. Another blind spot is not knowing what's next. What's next for you in your business? What's next for you in your life? Remember when Bill Gates fired himself as CEO, then made himself the Chief Technology Officer and then he fired himself again, so he can focus on his foundation. Now you don't need to be a large company or a Microsoft to be a stage seven company. You can be as small as you can be a micro business and be a stage seven company.
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The highest marker of success isn’t profit; it’s legacy.
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Stage seven, the succession stage, a legacy is born. Congratulations, it's been 36 months, you are now in a position to succeed your business. This is the ultimate success in business. As a matter of fact, many people believe the reason to start a business is to pass it along to sell it, to donate it, to reap the ongoing residual passive income that comes from it. So what is the personality of stage seven? You and your business are all things to all people. That's your personality, you have strong direction, and you'll notice there's a return to direction. In stage seven, you have a strong direction. You have robust sales, you have consistent systems, you have quality products and controls. You are an MVP business, you are an MVP organization, you're firing on all cylinders, you're giving people a level 10 experience in direction, income and interaction. Your systems and your controls, your internal customers, your employees, and their culture is a fulfilling experience for them. It aligns with their behaviors, with their values, and with their attributes.
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What keeps clients coming back over and over again?
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Stage Five, the sustainability stage, a franchise is born, whether formal or informal, you have created the type of business that has a 90% chance of success at this point. The business has cut the umbilical cord from the owner, expansion is now possible you have duplicated and replicated yourself and your systems they are running on their own at a high level. And it is because of the systems that you have developed, that your clients come back over and over and over again, as we mentioned, you can take a simple idea or product and refine it to the point that you create lifetime loyalty in your customers of the 20 working days in a month, and the 20 opportunities that the average Starbucks patron has to go to their store, they go 18 out of 20 times that is an incredible rate of loyalty and it's because of the significant experience that people have when they go to Starbucks. And the foundation of that is the certainty that they give. I'm going to get my latte frock a mappa cappuccino the same way every time and I'm going to have that significant consistent experience and that is what a franchise is all about. And that is what makes a business sustainable and can live beyond the owner.
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Remember working hard for little profit? Now you can expect the opposite!
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When you are in stage six, you are unfairly and positively rewarded for your past efforts. What that means is people will overpay for your service way back when if you can even remember back to stage one and two and three. Sometimes you are working hard and being paid less. And you wonder, Oh, will this ever change? Will I ever get the reward for my business? Now you can't believe how much you're getting paid for how little you're doing. And this is the reward for managing stage three, stage four, stage five and sticking with it. You're at the saleability stage. You're in stage six, your A Star Is Born, you are about to go to stage seven. This is unchartered territory for 99% of the businesses out there. You've grown and developed a leadership team that will contribute to the value of the business.
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You know your business is salable when others want to buy it! Be prepared!
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It's interesting that even if you do not have the goal to sell your business, when you're running, this good of a business and this profitable of a business people will offer to buy you. I remember back in my construction days, when we were building homes, we were building custom homes. And invariably during the course of construction, people would drive up even though the house was not for sale, and we were building it on contract for somebody else. People would come up and hand us their business card with a price on the back. And that price was an offer to buy the home. And when I told the prospective buyer that I was not the owner, they would ask me to pass that offer on to the owner to see if they would sell many times that offer was higher than what the business was worth. Sometimes it was lower. So you want to be aware of what your business is worth. Because when you grow this type of business, you will court buyers whether you do it actively or not.
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If you don’t put a price tag on your business, someone else will.
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Let's find out what this business is worth, we are going to revisit our benchmarking. So let's compare the two, are we getting the value? Are we industry leaders? What is our business worth? And what do we need to tweak in small areas in order to make this the most saleable business? Some of the strategies and tactics you might use in selling your business should you choose to do that you might be on the verge of taking your business public. So you want to surround yourself with the experts that can bring you to an–an initial public offering, or IPO, you might merge with another company or acquire another company, you may sell this on your own. At this point, as we discussed earlier, we talked about a tangible analysis of your business, the assessments, the benchmarking, the attributes, indices that we talked about earlier. This is the time to do a full asset analysis of your business, a total asset analysis of your business to make sure that no stone is uncovered and that you are aware of the value of everything in your inventory. Tangible and intangible because there is somebody right now whether you're doing it or not, is placing a price tag on every aspect of your business and you want to be ready.
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Functional and dysfunctional problems should both be avoided.
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Complacency and cruise control can happen here. It is a blind spot. It is a functional problem, but you need to get back to it right away. If you're having cash flow problems, if you're having net profit problems at this point, that's very dysfunctional. This is almost like a second honeymoon for the business. Strong systems, strong controls, cosmetic enhancements, puts you back in the forefront in your market, sales should increase simply by making that change. If you go back to the team that you built earlier on, we talked about having somebody who's an expert in business evaluations. What is a business worth? Here is where one of your power tools will be doing an evaluation of the business. This is an add on and a logical progression to the benchmarking that you've done.
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Time to assess your leadership team. Here’s what to look for in Stage Six…
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Here is where you want to, especially in the later stage of six in the later trimester of stage six is to focus on your executives, your leadership team, your key employees, making sure they are not only in alignment, that they are building their core competency. This is an area to revisit your milestones planning. Have you achieved what you thought you would achieve to this point? Very key. You're in the homestretch, you have a business that's profitable, cash flow should be high, very functional at this stage, profit should be high, very functional at this stage. It is the systems and controls that are still driving the business. So it is very functional. If there are times when you feel you get away from your vision. You want to get back as quickly as possible, but it is a symptom of this stage.
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Achieving saleability is about cosmetic enhancements, not major overhauls!
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Our focus has returned to sales. We want our sales to be boosted upward. We want to make these books very shiny. We want our financials looking great. We want to build a credit worthy investor friendly business, the kind that's attractive to financial institutions, private investors, anyone with cash, because in the saleability stage, our star is born. This is not the time to overhaul the business. As we said before in our cosmetic enhancements, the ladies will tell you it's lipstick and Rouge and you're on your way. The men will tell you, put on a baseball cap. Check your underarms, little deodorant, you're on your way. Cosmetic enhancements, this is not a time for an overhaul of the business. And when you pursue selling the business, you want to make sure you've left highly trained talent behind. It's your goal to sell the business or not. Part of what will make you valuable is the fact that the business is not reliant on your efforts and energy.
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As a business expands, it can lose its vision. How to avoid that in this episode of #70secondCEO.
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Other blind spots to be aware of and to be careful of letting sales dip at this point, there any sales dip at this point is a dysfunctional problem and a crisis point. Be careful of a loss of direction or a disconnect from your MVP planning, your mission, your vision and your planning. Remember, you're expanding now, your mission statement must be accepted by everyone in the group. So the mission statement that is on the wall in the CEO’s office, every person in the organization must know it by heart, on demand, spontaneously know it, and believe it that's how you'll know that your programs and your enhancements have gone all the way down and trickles down to the entire organization. So what is our outcome? Our outcome of the business at this point is cosmetic enhancements. We're still staying focused on our planning. We have our eye on our sales goals or milestones planning. Now we want to build and upgrade the products, the look and feel of the image. That's part of our focus as well.
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Your business is expanding. Your systems are self-sustaining. What could possibly go wrong??
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Stage six, the saleability stage, A star is born. At this stage, we now have three of the four dimensions running very highly. We've instilled a culture of i cubed, we've created the systems, they're sustainable, we've expanded our business, we have multiple locations, or a franchise or a sequel or an affiliate program we bought on new projects, we must be careful of our blind spot. And our blind spot in stage six is cruise control, or complacency. We think we've won the game and it is over yet. We've put everything in place, now we can just kick back and enjoy it. Not quite. You'll notice on the graph that D is still very low. It is the systems and the controls that are driving the business. sales have increased exponentially. This is a time that many people will party and think that they're done. You still have some work to do.
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Licensing, franchising, affiliate programs, joint ventures… Here’s what comes after Stage 5.
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Strategic end of building your business. Now is the time to look into licensing, franchising, expansion, affiliate programs, joint ventures, other types of networking. If you have a product, create a sequel, now's the time. Stage five is the foundation and will lead you into stage six and seven in a way where the business is running itself. You know, you're in stage five, when you can leave your business for two months or more and return back to that business running as good if not better while you were gone. That's when you know you have a stage five business. It's immortal. It can live beyond you and it has developed its own personality.
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Do you have your finger on the pulse of the industry standard?
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So now that your systems are working in the business, how do you work on the business? Here are your power tools. Now is the time to revisit all of your benchmarking. How are you compared to the industry standard? How are you compared to your standard of becoming tops in your field, you're now about to expand. So you want to make sure that you're following very closely and have your finger on the pulse of the industry standards because it is what you will need to live up to in order to expand so internally with your employees, now is the time for performance based incentives, non monetary bonuses and recognition. Employee of the month other programs on and on getting your employees involved in charitable causes, sponsoring events, company picnic that also is attached to some worthy cause.
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Think you won’t have blindspots by Stage 5? Think again!
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Now, what are some blind spots for stage five? And it's a bit of a paradox, because there really should be no blind spots at stage five. So let me discuss a bit of why franchises fail, whether you bought one or you built it to this point, the number one reason why franchises fail is the owners deviate from the system. They don't follow through in the system. They refuse to let go of micromanaging their employees who they have trained and empowered and help design the systems with. These are the areas you need to be very, very careful of because the personality and your disk graph for stage five, you'll notice that D part has come down a bit, you as the owner do not need to be driving everything you can let go. That will free up the systems to create incremental improvement in all areas.
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Want to expand and duplicate your business? #70secondCEO
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Your outcome here in stage five is strategic expansion. How am I going to build this business? How am I going to expand it? How am I going to grow it? How am I going to duplicate it, or as part of your expansion plan here, you might be considering your exit. So one of the tools will be–that we'll talk about later is an exit strategy and making sure you have one in place for at least you are beginning to formulate that exit strategy. Your focus is going to create a culture of iCube, intelligent, incremental improvements to quality. How do you do that? You're going to do a debrief and feedback of virtually every process on a regular basis. You're going to provide feedback to your co-workers. You're going to coach them, what are three things I saw that you did great? What are three things I think you can do to take your performance and your results to the next level? And then offer support and resources in those areas.
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You’re in Stage 5 when your customers can expect a consistent experience.
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The personality for stage five, your disk for stage five, is that you are incredibly strong in the area of systems and you have high quality, very high quality, so the business can now outlive the owner. The business has cut the umbilical cord from the owner, it spread its wings, it can fly on its own sales begin to grow exponentially here, because you're getting a lot of reward from a lot of different areas. You have repeatable processes. That means a more significant and consistent experience and you get a connection at a deeper level than you had before. Customers will now come to your place of business or patronize your service or your widget because of the expectations that you have established, because of the consistent and significant experience you give them.
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When does a business become sustainable? When it can outlast the owner!
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Stage five, the sustainability stage. In stage five, you are sustainable because your systems are running the business, your business can now outlast the owner. A Star Is Born, your systems become the rockstars, the business has actually cut the umbilical cord from the owner, your business has now developed its own personality, and it is more than likely different than yours. The business will reflect your vision, yet it might go about it in a slightly different style than you may have. Now that your systems are up and running and running well, the systems work in the business you can now work on the business.
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Want better results with little or no additional resources? #70secondCEO
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Now let's move into the later part of the stage. We want to improve our quality. You're getting into the part of the stage just like teaching your child to walk or to ride a bicycle. They've been doing it pretty well so far. You don't need to stand right behind them. You're in the same room of course keeping an eye on them, but you don't have to walk right behind them and keep your hand on the car seat or by the seat of their pants. They can walk on their own now so our power tool for Stage Four and what will lead us to stage five is our iCube or intelligent incremental improvements to quality. We accomplish that through automation computerization process refinements, the little tweaks, the 1% improvements like we said incremental think smart, be intelligent, incremental means increased results, little or no additional resources.
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Achieve intelligent, incremental improvements in every area of your business.
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This will be an uncomfortable stage systems are what you probably avoided in your last job or your last enterprise and this is what you need to embrace right now. 1% improvement or what we call intelligent, incremental improvements to quality make it 1% better in all areas judged by results, I promise you it will be uncomfortable at times. If you're getting your result do more of it. If you're not then change it. Do not judge by how it feels because there's a good chance it will feel uncomfortable.
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Stage 4 is when you start to reap the rewards!
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Certainty sets the foundation for a significant experience for your employees and their customers give them both the certainty and a significant experience, they can create a connection that was not possible early. Stage four is when you really start to reap the rewards of your early effort, part of our focus and what will lead us into our power tools for stage four is measuring and monitoring all of those systems measuring and monitor part of our focus, which leads us into our power tools for stage four is measuring and monitoring all of our systems incremental improvement in all areas, meaning just take every one area of your business and seek to make it 1% better, how can I make it slightly better today, you're in the middle part of the stage, you're improving your systems, you're measuring and you're monitoring and here's how you measure your systems. You judge your systems and you measure your systems by the results you achieve not by the level of discomfort you feel while implementing those systems.
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Predictability breeds certainty. Certainty attracts clients. Discover the benefits of consistency.
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So the bookkeeper's job has to develop its own personality and that means consistency predictability, not you coming in the office early one day to write the checks as fast as you can, and then coming home late that night and trying to staple the receipts as fast as you can, because you have to get out to your son's ballgame or date night with your wife, or your husband, or running into the office very early on a Saturday morning, before you head out to the family barbecue to get some book work done. No, no, no consistency, every day, slow pace, come in, look at our tasks for the day, execute those tasks. So you can set your watch by what the people in your office are doing. Walk in, you see somebody doing a certain task must be Monday must be Tuesday afternoon must be Friday. You need to get predictable in your office. That predictability breeds certainty. Certainty breeds action out of your customers.
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The Systems Stage often begins with a sales dip. Don’t panic! #70secondCEO every week day.
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In the early part of the stage, you may notice that your sales will dip a little bit, that's your blind spot, your blind spot is that your sales may dip a little bit especially early. And that's a functional problem. It's okay. Why? Because early on in the stage, you are going to turn your focus internally to your employees. Just like when you're teaching your child to ride a bicycle, you run right behind them, you have your eyes on them the whole time. You have your hands close by so they don't fall and hurt themselves and you're running alongside of them as a redundant safety measure just to make sure that they have the confidence to do it on their own and as you create and you manage these systems, your sales are about to turn and head upward exponentially. The major focus of this stage is systems, structure, systems, structure. Your outcome is to implement these systems and have them work on their own and develop their own personality.
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Systems are predictable, consistent and reliable. But are you ready to let them work?
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That's a system when you have an activity or a group of activities that you can remove yourself from. Now, you remember way back when we're talking about the discovery process, and we said, Every job has a personality. Every industry has a personality. Well, in your business, each job is going to start to assume its own personality. Systems, by their very nature, are predictable, they're consistent, they're reliable, they're scheduled, and they're very structured. What comes with that is a slower pace. The pace will slow a bit, just as you were being patient with yourself in stage three, it's now time to be patient with others, meaning your staff. You need to stay the course.
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In the Systems Stage your business begins running itself.
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You actually have a business, you had a job to this point, you now have a true business. Why? Because you're ready for systems you have been preparing. In stage three, you even wrote the policies and procedures manual. That's like teaching your son or your daughter how to ride a bicycle, you put the training wheels on or you're teaching them how to walk, you're going to implement those systems, where you're going to be right behind them all the way with your feet with your I'm sorry, with your hand on the seat of their pants, or on the seat of their bicycle, just to make sure they don't fall and really hurt themselves all the while allowing them to learn how to ride on their own. This is one of the most rewarding stages from a personal standpoint, you will go through in your business because this is where all of the little birds grow their wings and start to fly. So what is a system? Our practical definition of a system is any activity or any group of activities that you can remove yourself from and it will still run on its own.
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Congratulations! Only 10% of businesses reach the Systems Stage. Here’s what comes next…
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Stage four, the system stage. You've made it, you're 18 months into the journey. You've planned out your vision, you've done your MVP planning, you become a specialist, you're an expert in the field, you went through the synergy stage, you survived the sandbox, you know how to play nice with others, you were working harder than you ever thought you would ever have to work in your life for what seemed to be less reward than you ever thought you would get possible. Now the tables turn, you made it through the miracle 1% you have reached where only 10% of businesses will ever see and that is you are at stage four. Congratulations, you made it, implement the power tools at stage four and you will be unfairly and positively rewarded for the effort you put forth in stages one, two, and three and you will watch how quickly and efficiently you rise to stage from stage four all the way through stage seven. This is the system's stage. Welcome because a true business is born.
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What’s the biggest problem of the Planning Stage? Cash! #70SecondCEO
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What are some of the functional problems this time? What are some of the functional problems at this stage? Cash, you have very few of any sales, cash flow will be a problem, profits will be a problem, or money, all things money may be an issue here. You haven't even gotten your loan yet. You're not even capitalized. At the same time, you need to prove to a lending institution that you're worthy of it. So cash will be an issue, money will be an issue and one of the power tools that we're going to focus on. Well, there are numerous and they're all surrounding the planning, or the MVP planning most valuable player if you will, mission, vision and values and purpose planning in stage one, as well as using assessments and working with a strategic partner.
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Sell your idea before you create it! Here’s how…#70secondCEO
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Stage one, the strategic planning stage. If you look down at the graph, you'll see in front of you what is the personality of this particular stage? Well, your major focus is going to be drive, your other major focus is going to be income and interaction because remember, we have to persuade the marketplace that we have a good idea and we have to sell it first, before we create it. Now that's high risk, because you have to live up to what you said after the fact you have to deliver on what you've promised. So this is all about making the promise delivering the promise you will need to have a quality product because as you as you get to the latter part of the stage you want to develop you're about to sell your product so that doesn't need to come into play. your blind spot here and it'll be non a virtually non existent is systems, you will create a little bit of structure, your systems will be virtually non existent. You're going to do whatever it takes to get yourself to that first customer. Your focus for this particular stage is to design your future. It's both your focus and your outcome really.
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Problems are part of the Speciality Stage. Don’t sweat them. Use them!
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Stage two, the specialty stage. If you look on your page, you'll see a graph that's indicative of the personality of this stage. What is the driver? We drive on direction, that's our major focus. We also drive on quality, building our core competence. That's also a major focus. What's a minor focus? Income, we can't ignore that we need to have sales, cash keeps us in the game. By virtue of driving forward, putting in quality and focusing on sales, we will develop some systems that will happen as a byproduct, what we'll do, if anything in that S or systems column is build some structure, what will be your blind spots in stage two? Stage two will be in stage two, the blind spot will be systems, there will be many times where you will be frustrated because you don't have an effective system or your total structure is not in place. That is a functional problem of stage two, it will happen expect it and when it does, it's just part of the stage should you choose to solve that that will require you to go to stage three, if you're okay with that and you understand that that's a dynamic of your business. That will be part of stage two.
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Before you can expand, you need to strengthen your core. Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
By assessing the people and benchmarking the positions, what you're doing is you're growing your organization from the inside out, you are strengthening your core competency. And remember, that's a major focus of stage two is building that core competency. That's why we call it the specialty stage, you are a specialist, you need to be the best to be the best. You strengthen from the core. You strengthen your numbers, you strengthen your people, you strengthen your teams, you strengthen your organization from the core. To do that, you need to know how the people think and how the numbers think and what it takes to become tops in your industry.
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Use benchmarking to gain a competitive advantage.
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You also benchmark and assess, you assess the teams as a functional unit, and you benchmark the entire company. On the intangible side, click the link on the page below to see how this works. This gets into a little bit more detail. And there's a technology that will drive that. To understand where you go as a unit as a business. You need to understand not only how your employees work as individuals, you must also maximize them as a team. There is a way to do that and in the seven stage methodology, we provide a technology that you can understand not only the individuals, you get to understand those individuals collectively as a team.
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How do you measure performance? Check out this episode of #70secondCEO.
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While there will be similarities in these positions from company to company, your business is unique, therefore every position will be unique and the top performer will have a unique description in your business. So you benchmark every individual position in your business and you compare those to the assessments that you and your employees have taken in stage one. You remember you did those assessments, you assess the people, you benchmark the positions, that's the way it works. And then you grow those people and you coach those people up to the levels of the benchmark for your position, want to be the best, create the prototype and then work towards it. Here is one more nuance and a part of the seven stage process that will give you a competitive advantage over your competition.
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Becoming #1 in your field requires a measurable target. That’s where benchmarking comes in…
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The tangibles are the numbers. That's the 28% of the value of your business, that's based on the numbers. What you do when you benchmark is to find out what are the industry averages in each of the areas of your financial statements and you're going to find out how you compare to everyone else in the industry because it gives you something to shoot for now, it gives you a target, you will know what it takes to become number one in your industry, whether that's your goal or not. You need to know who you're up against, what is the competition and how you can eliminate that competition, you need to understand it first before you can eliminate it. Now you have the intangibles or the people's side. Now you don't benchmark people, you benchmark the positions, you benchmark their jobs. What that means is you create the prototype for each position. So you go back to your discovery organizational chart, and you have your sales and your marketing and your assistants and your secretaries and your accountants and your bookkeepers and your receptionist and you benchmark what is the ideal for that particular position in your business.
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Optimize the performance of each person in your team.
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Business into what brings it in, what keeps it in putting in all the tasks, and the descriptions of those tasks and then the names of the people next to those tasks. You want to make sure you're creating your brand, your branding strategy, how are you going to become unique, and a leader in your industry. Now you've created–now that you've done this, you've created a number of targets and objectives. You now need to find out how you relate your work so far relates to the optimum in your field, and the optimum performance of each of the individuals and the teams within your business. What does that all mean? That means you're going to go through an exercise called benchmarking. You're going to benchmark the tangibles and the intangibles of a business.
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Have you created an advisory board yet? Find out why you need to, #70secondCEO.
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The power tools for stage two. First, you want to make sure you're creating your advisory board, who are the other professionals and the other experts that you want to surround yourself with. At a minimum, you should have an attorney or legal adviser, you should have an accountant or tax advisor. Now, these advisors might be the same person, your attorney and your legal adviser might be the same person or they may not, there is a difference. The accountant might do your taxes. The tax advisor is a more strategic partner. It might be the same person and it might not, you'll need to decide that. At a minimum, you want these people on your side, the accountant, the attorney, the Legal Adviser, the tax advisor, you want someone who understands business valuation, and that might be a business broker. That might be a financial benchmarking expert.
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How do you reach top pay in your field? Build your credentials!
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The challenge that you have here is that most of the time the business runs the owner in stage two, this is an area of concern. Part of your focus needs to be implementing your MVP planning, working with your strategic partner, your advisor, building those credentials and maximizing this stage by making sure you're among the highest compensated in your field, because in stage two, there is a limit to what you can earn. There is a limit, because there's only so many hours in a day, and there's only so many people you can reach. So if you are a tradesman, if you're a doctor, if you're a financial planner, if you're an accountant, if you're an attorney, there are only so many hours in the day and there are only so many clients who can service. So part of the equation is making sure that you are among the top paid in your field and to do that you need to build your credentials to become the highest certified or the highest acclaim in your field.
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What's the top certification in your field? Use it to build your brand!
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So who are some experts in their field? Well, Elvis Presley, The Beatles, the tops in their field, they didn't invent music, they are the tops in their field. If you're a surgeon, become board certified. If you're a mechanic, what is the top level credential you can get? What's the top certification you can get in your field? Early in the stage, you want to build the quality of the product and your quality, meaning continuously develop those credentials because as you move to the middle part of the stage, it is your brand and it is your credentials, which will begin to gain momentum in your sales. You're going to build those testimonials, you're going to hone the quality of your product and the quality of your offering. That's going to be your focus, most businesses live in this stage for the majority of the time.
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Here’s a great asset you already have… and how you should use it.
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There is no one else in the world that's like you already by definition, that's the good news and what are you best at by definition, because you are unique, and you have a unique set of significant attributes, you are the best in the world at being you. There are no others like you, what are you the best that embrace who you are at your core, and who you are, when at your best? That is your core strength and you focus on developing your core competency coming from your core strengths. And you'll notice in our personal discovery wheel, how you can design from the inside out from the core outward, so you can build on your strengths.
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Stand out from the crowd! Carl discusses nurturing a unique business identity.
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Stage 2, the specialty stage. Remember, you've done your planning, you've created your vision, you're on your way to be an MVP organization. Then somebody actually purchases your product or service, your widget. Your idea, a job is now born. Congratulations, someone bought your idea. Here you want to–your outcome is to become an expert in your field to build your core competence. Develop your brand and your image. How are people going to know you? One of the first things we're going to focus on is creating your business identity. What is unique about you? Why should someone hire you over everyone else in your marketplace? And what are you the best in the world app?
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How do you hold yourself accountable to the commitments you’ve made?
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Take your behavior assessment, your DISC assessment, as we've discussed your values assessment, which is your motivators, and your attributes, assessment, where you understand your strengths and your blind spots. So you'll have your behaviors, your values, and your attributes. And finally, you want to make sure you work at this point. You want to work with a strategic partner, a coach, a mentor, an advisor, somebody that will ask you the questions you are not asking yourself, someone that will hold you accountable to the commitments that you have made. Someone who is emotionally invested only in the result, they're casually indifferent to your problems. They are emotionally invested in you as a person and you achieving your outcome nothing more. That's when you know you've got the right strategic partner, and they will have a skill in the area of helping you attain your goals.
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What does success mean to you?
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What is it going to mean to you when you succeed? Who are you going to become in the process? How will you grow? How will you evolve as a person and as a company? And who else will benefit from your success when you have reached the level of success you have designed? And why is it important to you that that person be positively impacted by that? So as you've heard, we've done a variety of planning here and as you've created all of these different plans, focusing on designing your future, you find that you're more clearly defining where it is you're going, and even more specifically, where are you right now?
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Favoring achievement over activity will help you eliminate the competition.
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So we want to make sure that we're focusing on milestones, because milestones and favoring achievement over activity will help you eliminate the competition. Let the other quote, unquote busy companies compete against each other, be among the achievement minded businesses, focus on your milestones on your achievements in advance, and you'll be among the top percentage companies. And lastly, and certainly not least, is your purpose statement. The questions we ask here to develop our purpose statement are why is this business a top priority? Why is having our service important to us? What's going to keep us up late at night and get us out of bed early? Why is it important and urgent for us to be a success in this business? Why are you doing it? What's in it for you?
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How is reaching a milestone different from reaching a goal?
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Next we'll do our milestones planning. What are our anticipated achievements along the path of pursuing our goals? Here's a fun exercise where you get to pat yourself on the back before you ever get started and here's a note on milestones planning. Goal setting is a commitment to activity and articulating your target objective milestones is that commitment to the achievement regardless of the amount of activity required, meaning in the world of milestones, your focus is totally on results and achievement. This is a key distinction because you do not receive any extra credit for activity in a business, you receive extra credit for results. So the difference between a life cycle and a success cycle is in this key distinction. A life cycle only applies that there is activity, not necessarily that there is achievement.
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What are you committed to achieving in the next 24 hours? How about the next 24 months? Carl explains goal setting in this episode of #70secondCEO
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Now let's do our goal setting. Very simply, what do we hope to achieve as a business? And as an employee or individual within that business in the following timeframes? In the next 24 hours, what do I hope to achieve? What am I committed to achieving? How about next week? What do I want to achieve in the next 30 days in the next quarter, in the next one year, in the next three years, in the next 5 years, in the next 10 years, in the next 20 years? What objectives are we committed to achieving as a business? It is vital and this is a very important note on goal setting. It is vital that each time you engage in a goal setting exercise, that you write out your short term goals as well as your long term goals. Why? By writing both short and long term goals, you maximize the efficiency of your daily activities, because your daily activities support your long term objectives. This exercise makes an individual as well as an organization both effective in the short term and efficient in the long term. In other words, you are working smarter rather than harder.
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If you can answer these questions, your sales plan will be a success.
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Then we'll do our sales plan. How much income do we need to generate on a regular basis in order to survive and cover our monthly overheads? How much income do we need to generate on a regular basis in order to thrive as a business? What are our sales policies and procedures? What methodology will we use in order to sell ourselves to our marketplace? Who are our salespeople? How will we handle new sales? How will we handle existing customers? What are our processes for creating new sales from prospective customers? And what are our processes for creating additional sales from our existing customers? What do we anticipate will be our cost of sales? How will we compensate our sales force? What are our sales goals as a team and what are our sales goals as individuals within the team.
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How do you want to be perceived in the marketplace? Carl asks some tough questions. Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Next, you'll do your marketing plan. What means of advertisement will we use to launch our product? What means of promotion? Will we use to build our product name? Who is our ideal customer? What is our message? What is our brand? What is our image? And how do we want to be perceived by the marketplace? What businesses or brand will we align ourselves with strategically in order to build our market recognition? What is our budget for marketing? What media will we use to promote ourselves? How many prospective customers do we want to generate? How many prospective customers do we need to generate in order to meet our sales goals? What are our follow up policies and procedures? What specific activities will we list on our marketing calendar in order to make sure that the proper follow up policies and procedures will be implemented.
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A successful plan starts with asking the right questions. #70secondCEO
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Next, the business plan. Who are we? What is our product? Or service or idea? Who are our customers? What is our market? Who is our competition? Where will we operate? How will we advertise? How will we market ourselves? What is our unique selling proposition? What is our business identity? What size will our company be? And what size will our company eventually become? How long do we plan to stay in business? How much money do we intend to make? Will we operate on a fiscal year or a calendar year? What is our corporate structure? What industry will we operate in? What are the strategies that will govern our overall operations? What are the tactics we will use to implement our strategy? What work needs to be done? And by whom? and by when? Who is on our advisory board? How will we build our executive team? These are some questions that you'll ask as you formulate your business plan.
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Where do you want your business to be in a year? How about 10? Here’s why those questions are important…
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The vision statement, where will we be in five years? 10 years, 20 years from now? Where will we be in one year? Where will we be in three years? What does the future look like for the business in our mind's eye? When we close our eyes and think about our business? What do we see? I know what do you see. Next, our values statement, what do we hope our business will be remembered? As, what are we here to contribute? Who are we here to educate? What experience will people come away from? How will we empower our clients? How will we make our customers feel better about themselves and their lives and their businesses, if that's appropriate, by being part of our organization, whether they be an employee or a customer. What are we going to stand for? What are our priorities for our business?
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Why does your business exist? Who does it serve? What’s its unique idea? Carl helps you through these questions and more…
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We talked about our outcome, what is our outcome for stage one? Our outcome is to design our future and we're going to do this using our seven stage power tools, designing our mission, vision and values. Our purpose statement, we're going to do our business plans, our marketing plans, our sales plans, our milestones, planning, in order to give ourselves the best chance of success. So how do we do, how do we design a mission statement? Well, our mission statement, essentially we ask, why does this business exist? What are we here to do? Who are we here to serve? What is our product, our service or our unique ideas? answer those questions.
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Some of the world’s most successful companies spun familiar products into industries of their own. Carl explains the Creative Plane.
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Your business can operate on one of two planes, the competitive plane where you are literally fighting with all the same people for the same dollar, or the creative plane where you create something new or you perfect something that is existing to the point where people seek you out. So, Apple Computer is very innovative, the iPod, the iPhone, for example, and there'll be more. And Starbucks, for example, took a bean and made it into the industry it is today. They took something that's existing coffee, been around forever. They made it into an industry of its own, and they eliminated their competition, they created an industry in which they now lead.
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Formulate your vision. Design your success. Carl explains Stage 1.
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Stage one, the strategic planning stage. Whether you are a new business, a startup business or an existing business that is seeking to launch a new product, a new division, or bring in a new brand to your product offerings, you need to either visit or revisit the strategic planning stage. This is an opportunity for you to formulate and create your vision and design your success because as we said before, at this stage, a dream is born, you are designing here, you're going to set the direction for your business or your product or your service then you are going to sell it and then create it later. We talked about the personal seat licenses where stadiums pre sell their seats before the stadium has ever built. Apple Computer, pre-sold the iPhone very successfully. Ray Kroc and now franchisors around the world, sell business concepts and business systems prior to them even being built.
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One reason to start a business is to sell it. Carl explains the succession stage.
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If you choose to go through to stage seven, whether you choose to sell your business or not, it is still part of the success cycle to position your company that it is sellable. Because in the end, the business is its own person, and they need to be a positive cash producing asset and that's what makes it sellable. Stage seven, the succession stage. This is when a legacy is born, you're firing on all cylinders. You are an MVP business and an MVP organization. You have strong direction, robust sales, consistent systems, you have quality products and controls, you can now pass this business along you can donate it, you can will it or sell it to somebody or you can keep it as a cash producing annuity or asset and that success cycle from stage one to stage seven can be a 36 month journey, follow the methodology and in 36 months you can go from startup to seven figures and be in a position to succeed your business or sell it in 36 months or less.
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Stage 6 is the saleability stage: When new products sell themselves and you can expand into new locations.
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When you bring your business to the sustainability stage, you can now expand open up new locations, introduce new products, because your business is now sustainable and that leads you to stage six. Stage six is the saleability stage. A star is born. Why do people start a business? Well, one of the many reasons to start a business is to sell it. When you begin at stage one with stage seven in mind. When you design a stage one, you're thinking of stage seven, where am I going to be in five years? That's revision, you might be starting the business with the succession or the sale in mind. You're now a credit worthy and investor friendly business. At this point, your focus turns back to sales. The work you are doing is rewarding you in spades. You make the books look fantastic and this is not a time for overhauling the business.
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The stage of exponential growth is almost unfairly rewarding! Here’s why…
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The average Starbucks patron, given a 20 day work month, goes to Starbucks 18, out of those 20 days, most of those people will pass multiple vendors that sell the same product for a fraction of the cost. Yet people will pass by local vendors, local stores, local delis, local diners, where they can get a cup of coffee for under a dollar on their way to buying a $3 to $4 cup of coffee at Starbucks, why? And they'll do it 18 out of 20 days that they have the opportunity to do so, because the systems are the star. They no longer are attached to the personality of the owner and your sales continue to grow exponentially they explode. You are unfairly rewarded at this level. You are unfairly rewarded on the positive side at this level. All of the work you've put into this point you are now rewarded for in spades and over and over and over again and at this stage, this is the first time you can start to think about expansion.
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When a business becomes a franchise, you’ve reached the sustainability stage.
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Stage Five is called sustainability stage. A franchise is born, a franchise is born, whether it's informal or formally called a franchise. You are at the point now where the systems of your business become the Rockstar. The systems work in the business, you work on the business, the systems run the business, and you just oversee them. Intelligent incremental improvements, the quality that becomes the culture. Look at Starbucks, look at McDonald's, look at the types of companies that you go to on a regular basis. Southwest Airlines. These are among the most profitable leaders in their industry and their culture is about small yet incremental, very intelligent improvements to their quality. They have it down to a science and because they give you that level of certainty, and because you get a significant experience every time you go there, you're connected to that company.
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Here’s when improvements begin to pay off!
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As you move through the mid to late part of this particular stage, sales will start to grow exponentially, because in the mid part, you're improving the systems and this is where we talked about our intelligent, incremental improvements to quality. As you improve each one of these little systems and the people in it start to improve and exponentially sales begin to grow and in the latter parts in the late part of the stage, your overall quality begins to improve and that's what will lead to the increased rise in sales as you get to the late part of the stage, which moves us into stage five. As you begin this culture of intelligent, incremental improvements to quality you’ve soon moved into the realm of becoming a stage five business.
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You know you're in Stage 4 when things happen without you. Here’s what to expect…
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Every job starts to develop its own personality. That's how you know you're in stage four, where things happen without you, the pace of your business will actually slow a little bit, you'll come into the office and it'll seem calm, things are running smoothly, you may not be used to this, this is not the fast pace, go, go, go, go go of stage one and two, it has slowed down a little bit. Things have calmed a bit. It doesn't mean you're moving slower as a business. It means internally, you're running much more efficiently. So early in stage four, you're going to have a very internal focus, because you're building and you're creating these systems. And it's much like when you teach your kids to walk or you learn how to ride a bike, you have your hand by the seat of their pants, and by the seat of the bicycle, just in case they falter a little bit. So early on, there's a very much of an internal focus. Your sales might actually dip just a bit there, because you're going to spend time on your internal client which is your employees.
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Structure and flexibility: Both are needed to make stage 4. Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Hear what I'm saying now, because we're saying that there are no systems yet we do not want systems, it's too early. But we want a structure. And we need to be flexible. And we need to place trust in others, even when we watch and they are making mistakes. This is hard for an entrepreneur to do, especially when they're so technically savvy in their business. So self management becomes very, very important in this area. So we go on to stage four. If you make it through stage three, you go to stage four, stage four is the system's stage, a true business is born, you're going to create and manage systems with the people in the sandbox, you know you're in stage four, when you lay out the job descriptions and the tasks and the processes and the people that are already in your structure. Do them on their own.
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Most businesses FAIL in Stage 3. Here’s how to make the miracle 1%. Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You are your toughest client. And stage three is the graveyard for most businesses, most businesses will fail in stage three, it is the toughest 1% of growth in your business. And we say that if you make it through this, you have made it through the miracle 1% of growth in your business, you are among the minority of businesses that will ever make it out 10%, 1 out of 10 businesses will be ultimately successful. You are among that one, because you made it through the miracle 1%. The reason why it's a graveyard for small business owners is that it requires you to not only manage yourself, also it requires you to start to put structure in place. This is the same structure that you moved away from earlier in your career or neglected in your last business or enterprise.
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Stage three is the synergy stage.
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Because as you move into late stage two, you want to be an expert in your field, you want to be among the highest paid in your area, you want to have the highest acclaim or credentials in your particular field. You want to be known as the master in that particular area as you move into late stage two, stage three. Stage three is the synergy stage. And a sandbox is born. How do you know you're in stage three? You're in stage three, because you just hired somebody else. Why is a sandbox born because you need to play nice with others in the sandbox. No throwing sand, no kicking dirt, no biting, no punching, no scratching. You need to play nice with others. You're going to focus on delegating, building that structure that we talked about, that organizational chart, you're going to train other people you're going to, you need to look and play nice with others. You need to be patient with yourself here. Very, very important.
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The quality of your product determines your expertise in a field. #70SecondCEO podcast
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And you also want to build the quality of your product and your service, build your credentials and you're gonna have a minor focus on sales, you need to keep that cash coming in early on especially. So you want the quality to go up, you want to build your core competency, and you can stay here forever. Every stage, by the way, has three trimesters. There's an early part of the stage, a mid part of the stage and a late part of the stage. And I bring that up here because stage two is where most businesses reside. The Rolling Stones are in late stage two, very mature part of the stage, early part of the stage, you're going to focus on the quality of your product. If you just launched a pizzeria or a deli, you need to make sure you have the best food. So word gets around and people come back how much you might discount or charge for that is less important than making a really quality product. Then as you move into the mid part of the stage, you want to build your brand, your credentials, gather testimonials, continue to hone the quality of your product, your skills, your education, your credentials.
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How do you know when your business has left stage 1?
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If your goal is to have at least one paying customer, then you have the minimum goal of getting to stage two. And remember, we said that I'm not here to tell you what stage is the right stage for you and unless you're in this for the exercise, you will automatically go to stage two, the moment anyone purchased your product, service or idea, your widget. So if your goal is to have at least one paying customer, that means you have the goal to get to at least stage two, you can stay at any stage forever. As soon as someone pays you though, you will leave stage one so you can maximize stage one by doing your planning. Once that planning is done, you have your first client, you're now a stage two. Stage two is the specialty stage. Since you have a paying client, a job is born, you now have a job to do. You focus on continuously implementing your direction. Pushing through, the Marketplace will resist you, must push through.
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Where’s your business right now? Carl gives an overview of the 7 stages.
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So what are these seven stages? We've been talking about them a lot already. Let me give you an overview of each of the seven stages before we get more into it. Stage one is the strategic planning stage. This is where your dream is born, you're going to focus on the direction, the planning of your company, you're going to sell your business first, then you're going to create it. Well, what the heck does that mean? Have you ever heard of a franchise? Ray Kroc, way back when he had the idea of selling businesses to people when they didn't exist, and then creating them later on. He actually had to convince the government that it was not fraudulent. Have you ever bought a home or an apartment just by looking at the building plans when there was nothing but a hole in the ground, and a building was going to be built later on? That build or that developer sold the business first, created second. A very common practice in this day and age when they build new sports arenas is they sell what's called Personal seat licenses before the venue is ever built. They sell you the right to buy that seat once it's made. In other words, they sold the whole stadium. They sold out the stadium before the stadium was ever built. Have you ever bought a ticket to a performance that has not debuted yet? Have you ever pre purchased a book or a record album or musical album or DVD or CD? Anyone who pre sells anything, is selling the business first and creating second.
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Do you find business ownership lonely and stressful? Do you wish it were more enjoyable? Then don’t miss this podcast!
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And that's what we're after. It has been said that being a business owner is the toughest and loneliest position in business. Wouldn't you agree? You don't make it tough and lonely, is you're flying by the seat of your pants in the middle of the night with no gauges and no plan and what will make it easier and simpler and more enjoyable? If you simply plan things out in the stages. Don't skip a stage. Take them step by step by step and enjoy each step as you go. It's a wonderfully rewarding evolution of yourself, the people in your business, your customers, and the actual business itself.
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Startup to seven figures in just 3 years? Sound too good to be true? It’s not!
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How do you go from startup to seven figures in just three years? That might seem like an incredibly daunting task and it's really not. It is about synchronizing and aligning your activity, your very effective day to day activity, your short term effectiveness with your long term efficiency and that efficiency will be determined by how aligned are you with your big picture planning. Keep it very, very simple. Keep it very structured, keep it very systematic. Remember, we said earlier, spreadsheets planning, weekly meetings that will become some of the sexiest things you ever do in business. When I first heard that, I thought maybe I should rethink being in a business, this is not what I want out of my business and now I can't wait for these things. Because it's not necessarily the spreadsheet whether I'm producing it or reading it, that's sexy that satisfies me. It's the result I get from it, because I'm organized, because I'm structured and because I have systems, I reap the benefits of the results of that.
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We all define “success” our own way. And your definition will determine what your “dream business” looks like.
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Keep in mind, your business needs to be nurtured. Just as you would have a pet just as you would have a baby. For this dream to remain a dream for you to achieve your vision, you have to have the right people in the right job aligned with the company mission, vision, values and purpose. There is no other way and we are all going to define our success differently. What is success to you? Is it more time? Is it more money? Did you build this business to get more acclaim and acknowledgement status? Is it for family reasons? Did you want to create a legacy that you want to contribute something to society? Did you want to make a contribution to a church or a charity at some point, we all have our own reasons for getting in business for dreaming and we all define success our own way. And as we said, by focusing on achievement over activity by working smarter rather than harder, we can go very systematically through the seven stages, or we can maximize the stage we are at in order to realize our dream.
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The dream of becoming a business owner can turn into a nightmare if you’re not prepared!
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In the success cycle, you have chosen to make a great leap, a great leap of faith, a great leap of risk. You are now the business owner. And I heard someone say recently, well, it was my dream to be a business owner and I asked them, are you living the dream? Or is it a nightmare? And they said, Well, I really thought I was going to make more money, I was going to get more time. And I asked him the question, you have kids, right? He said, Yes, I do, and I said, did you have children because you wanted more sleep?'' And he thought about it for a moment and realized, at that moment, what he got himself into, by starting a business. We all have a dream, that owning a business or starting a business is our path to freedom. And it is, it absolutely is on your way to heaven. You must dip your toes and walk through the path of hell on your way there. Success in business can be elusive, because it's harder but as one of my favorite actors said in one of my favorite movies, “it's the heart that makes it great. If it was easy, everyone would be doing it. It's the heart that makes it great”. That was Tom Hanks in the movie, A League of Their Own.
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Maximize success by nurturing, growing and developing talent.
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With working with a strategic partner, a coach, a mentor, a consultant, an advisor. Having the awareness of your strengths, who's right for the business and putting those people in place, you can raise the productivity of your employees and therefore the company by up to 800%. On average, this type of work has shown to return $8 of productivity for every dollar spent in nurturing, growing, developing the talent of your organization and that's what you're doing. You are developing the talent in your organization.
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Cornell studies show businesses that do this have a 15 to 20% greater survival rate… Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
We've identified the challenges, the problems that you face when you're not aligned, and where you might be on that success cycle and how you want to bring yourself forward in that success cycle. So what happens if you do, what happens when you take this methodology and put it into place and you align the people and maximize their performance? Here's what can happen and the Cornell studies show that if you do align the people in your organization, you have the potential for a 15 to 20% greater survival rate of that business and the market value of that business can rise up to $40,000 or more per employee. And let's go back to what we can do or what this methodology can do in order to drive the 72% performance of a company.
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The balance sheet used to be the driving force of a business. Not anymore! Here’s why…
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What is the 72% that drives value in these businesses? What drives value in the businesses in the new millennium is the people and their performance. Let's talk about another study. Cornell University did a study and the major findings of that study was that up to a third of employees are in the wrong job, another third of employees were wrong for the business and their culture. They didn't align with the culture, remember that from chapter two? Remember that from the Business Discovery Process, and up to a half of the people in the business are not prepared for the future of that business? That is staggering. And what does it say? If they're in the wrong job? If they're not aligned with the culture, and they're not prepared for the future? There's no alignment in this company or very little alignment in this company.
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Discover the force that drives the performance and value of a business. #70secondCEO
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So what drives a business up and down in the success cycle? Well, there was a study done by NYU in 1978, where they researched and studied 3,500 businesses and they found that in those businesses in 1978, there was a 95% correlation between the value of the business and its balance sheet, meaning the numbers, so the numbers of the balance sheet, correlated 95% with the overall value of that business. Let's fast forward to the new millennium. There is now a 28% correlation between the numbers on the balance sheet and the value of that business. What has changed, where's the other 72%? What is the 72% that drives performance and value of that business?
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Can you maximize the stage you're in and stay there? Yes! Find out how...
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The Rolling Stones are a stage two, stage three business, and they'll be there forever because you can't delegate out Mick Jagger. Mick has to sing the songs, people come to see Mick, if they said that the Rolling Stones are going on tour but four other guys or five other guys were going to play the music instead of the Rolling Stones they wouldn't draw nearly as many people to the stadiums, they probably wouldn't have much of a tour at all. When you go to a doctor and you're going in for brain surgery and that doctor says to you, Well, I'm not the one that's going to do the cutting. I'm not the one that's going to do the surgery. I'm just here to meet with you now. I'm going to send somebody else in, you might lose your confidence in that particular procedure. You want your brain surgeon, you want to go see your Rolling Stones. You want to go see your performer so you don't have to go to stage seven to be successful. you maximize the stage you're in and you can stay there forever, or you can move on your choice. Keep that in mind throughout the course of the success cycle.
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The success cycle helps you maximize each stage. But not every business has to reach stage 7.
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Here in the success cycle, it takes approximately 18 months for a business to go from startup to stage three on the cusp of stage four, then it takes approximately another 18 months for that business to go from stage four to stage seven, which will be a seven figure business, producing consistent cash flow with a team in place that you can then sell or will or pass on to another generation for you to create a legacy company. Now, it may not even be your goal to go through all seven stages. And in the success cycle, it's designed to help you maximize each stage. And then if you choose, you can move on to the next stage if you'd like. You may be asking yourself at this point, well, why wouldn't I be? Why wouldn't I want to have a goal of being a seven stage business or getting to the succession stage? Well, you could be a musical performer, a singer or an actor or a Brain Surgeon and you very much like doing what it is you do. By definition, that means you will stay at probably a stage two or stage three maybe a stage four business more than likely though a stage two or stage three business.
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This consistent rule is crucial to understanding the success cycle, check out today's episode to find out more.
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And other success cycles that have come before this. There have been other patterns of success that we can draw from, for your business. It has been the trend in bringing products to market over the history of commerce, if you will and I'll just talk about the most recent era, the most recent era of commerce, that the dynamic exists in is how long it takes a product to reach 10% market penetration, the duration it takes for that company to reach 10% success is the same duration that it takes that business to achieve the remainder of 90% success. So for automobiles and mobile phones, and record albums, if you remember those DVDs, television sets, VCRs. The same amount of time it took for 10% of the population to own one. It took this the same length of time for 90% of the population to own one and that has been consistent throughout business and throughout commerce.
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The path to making your business stand out is through a consistent system.
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When you take the certainty of a consistent system, and it's high quality, it's a very significant experience for the customer, you create a connection with your customers that takes your business and their experience to a deeper level, you're serving them at a higher level. And as a result, your business will stand out as a leader in that particular field and your results will be accelerated. So in the success cycle, you're going to channel your energy towards the result in a very achievement focused way. 90% of the time 10% of your time will be to identify the challenge and the opportunity at hand and then 90% of your energy will focus on achieving that solution and when you put your major focus on the outcome and on the solution, and on the result, you will move through the success cycle in a very quick manner.
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Release the energy of your business with these simple steps…
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By following that success cycle, that success cycle has a duration of approximately 36 months, the startup or early stages of the cycle will be stages one through three, you'll move into stage four, and then go from stage four onward in the second 18 months. Stage four is the fulcrum. It's the pivot point. In the success cycle, you're going to focus on the activities that will produce the greatest result at any given time. This is an achievement focused methodology. It's step by step. It's very structured, it's systematic, it'll produce significant results, and you'll have fun doing it as well, very enjoyable. When you have the proper structure in place, and you have the proper systems behind them, it releases the energy of the business. It empowers your employees and it enables them to create a significant, consistent and very predictable experience for your customers.
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From startup to seven figures in three years or less? Carl shares methodology that makes it achievable.
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The success cycle. The success cycle is an achievement based methodology for how to achieve your desired objective with the least resistance and in the most effective and efficient manner. Much has been written about the life cycles of a corporation, the life cycles of a business, the life cycle of an animal, the life cycle of a region, the life cycle of a person. We all know in our life, people that were born, but never got the most out of that life. We all know businesses that were born but never really achieved and our focus here is on success. So we have taken the best of what makes a business successful. We have managed that success cycle and when aligning your short term effectiveness with long term efficiency, meaning your day to day activities align with the overall vision of your company. You have the best opportunity to go from startup to seven figures in three years or less.
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Understand the “how, what and why” of your business with the Discovery Process.
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In the Business Discovery Process, there are three areas of discovery. There are your behaviors, which we call the DISC, how you do what you do. There are the values, which are the why, the motivators, the priorities and there are the attributes, meaning what you will do, you need to discover your strengths and your blind spots in these three areas, and then align them with the mission, vision, values and purpose of the company and that's when you know you have an aligned organization.
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Is your company's mission in alignment with who you consider yourself to be?
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And the attributes will then define what you do. The attributes will calculate the method of thinking that you use in order to come to the decisions and take the actions that you take. So the combination of your behaviors and your behavior style, how you do what you do, your personal priorities and values hierarchy, what motivates you, and your personal attributes which will determine what you will do you as the owner now that you know yourself and you know what's right for your business, you can now take people who have those three components, if they align with the business, they're right for the business. If they don't align with the business, they are not right for the business.
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Your happiness in business is largely determined by how it aligns with your values.
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The values are the why DISC, and the how part, when we talked about behaviors is the observable behavior. The values are the emotional reasons why you will take action, and will those actions add to your energy or rob you of energy. So the values are, who you are as a person, and why you place an importance or a priority in certain areas of your life and why there are certain areas of your life you don't place a priority. And we all have that personal hierarchy of the preferred values, and the values that were somewhat indifferent to what will create the least amount of stress and frustration in our life and the most amount of value and, and the most amount of fulfillment and happiness in our life is the alignment of values. Meaning are your priorities being fed every day when you go to work? Is the company's mission in alignment with who you consider yourself to be.
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Getting the right people in the right jobs, doing the rights task, starts with knowing yourself.
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To summarize where we’ve been in the business discovery process, you must know yourself, you're the owner, you're leading this, you need to know yourself, then you need to know what's right for your business. Now that you know yourself, and you know what's right for your business, you can then bring in the people that are right for that business. Put the right people in the right jobs, doing the right tasks. Those people will now be doing those tasks for all the right reasons meaning the value–their values will be in alignment with the values of the company, and they'll be motivated every day to come to work and do their job with enthusiasm.
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Before you can have alignment, you need assessment.
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And you'll notice as we delve deeper in stage one about what is required, and what are the power tools at each stage where your focus should be, you'll notice that assessments play a role very early on because you need to develop your identity you need to understand where you're at at any given time and you need to know what you bring to the table. So you will assess not only you but everyone else in the company, you will assess their behavior style, their value hierarchy and their attributes, having those three in mind. These are then you will have the right people in the right jobs doing the right tasks. You'll benchmark the business and all the positions later. Right now we assess the people we benchmark later.
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Attributes, behaviors and values in alignment with mission, vision and purpose.
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The third part of the business discovery process are the attributes defined as the 'what that we do.' Behaviors are the how, as we mentioned, those D, I, S and C that DISC part of discovery values are the why of discovery DISC over why. And the attributes are the what, what are the qualities that make up your personality? What do you think you're good at? What do you want to do? And will you do the job, your attributes will determine what it is you do within the company because you will gravitate towards what you think you're good at, because you say you like it, and you like it because you think you're good at it. So alignment in the discovery process requires that the behaviors and the values and the attributes are in alignment with your mission, vision, values and purpose. This sounds like a daunting task. It is not. It's very simple. You do your stage one planning, you align to your MVP planning. You hire your mirror and the attributes, the values and the behaviors fall right into place.
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People buy on emotion and rationalize with intellect. How does this affect your business? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You may process things logically, you might be an analyst, you might be a numbers person and you do that for emotional reasons. You've heard the saying many times we buy on emotion and we rationalize, intellectually or with logic, and that's true. And it all starts out with emotion. Humans have six basic categories of motivators, those categories you will place in a hierarchy in that hierarchy. When you are deciding as to how you are going to buy or do or not buy or not do something, you will go through that checklist to make sure that each one is satisfied before you'll make that decision or not. So, if you're not making a decision, it did not feed your highest values, or it fed your lowest values which would do more to repel you from something, then draw you towards something.
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Motivation is the “glue” that holds your business together.
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You share your vision with all of the mirrors you're going to hire in your business. By sharing your vision, they will pick the areas that they are very good at to start with. And that's why you'll have a very flexible, quick, nimble organization early on, because people are going to gravitate towards what they like to do. And by definition, they'll be good at it. The next thing we're going to handle in the Business Discovery Process are the values, why? Why is it important that you do this job? Why is it important that you're in this business? What motivates you? What motivates your employees, the values are the glue to not only the relationships inside the business, the values are the glue to the relationship between customer and company and the relationship between employees. Here's how values work. Here's how the motivators that drive you everyday work. All decisions that you will make within your life are emotional decisions.
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When hiring, don’t ask which jobs they’re good at. Ask which jobs they like.
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When you create your organizational chart, you will be matching people in their styles. And that's step number one, most people are going to gravitate towards the jobs that they're good at already and we're gonna, when we talk about attributes, we'll talk about the skills and what they mechanically bring to the table already people gravitate towards certain roles, because people like what they're good at. So, when you ask somebody, when you're hiring them, what is it you like about your job, they're going to tell you what they're good at. We tend to like what we're good at, and we tend to be good at what we like. So when building a structure, simply ask the person that you hire them. Look at the tasks here, which one do you want? Which one looks good to you? Which one do you think you would like they will choose what they think they're good at in the beginning anyway. So in the beginning, when you're building a structure and here's the key before you make your first hire, this is why you have to have your plan, because we do something that we call share your vision with others.
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You’ll know you’ve reached Stage 7 when make this hire...
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List the tasks and the time that it takes. Put your name next to each one, then it's your job to fire yourself upward until you are occupying one box. And that's the CEO box, because the last fire you will do and the final person that you will hire is a CEO. When you hit stage seven, you know you're there because you have just hired a CEO who runs the business every bit as good if not better than you. That's when your legacy is born. So you have written all of the job descriptions in each of those boxes, and you've put your name next to it. So when you start hiring your first person, you look at the tasks and you start assigning their name to it. Then when you hire your next person, you will assign those names to it onward and onward. And you always start from the bottom and work your way up and this is key because remember that your business is modeling your personality. Things need to be a very–done a very specific way.
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Firew yourself to Stage 7 in 18 months!
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Once you have gone through this exercise, you will have done a number of things. First off, you will have created all of the job descriptions and within the business because you've listed the tasks that you've gone through, and you've put your name next to each one. Soon you will change the name because your goal and your job thereafter when working with your mirror with your strategic partner is your goal and your task is to fire yourself upward every quarter for the first 18 months. And that will get you to stage four in 18 months or less. It depends on how fast you continue to fire yourself upward. Thereafter, fire yourself upward every quarter for another 18 months and that will bring you to stage seven.
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To delegate or not to delegate. That is the question. Carl's chart will help you decide.
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This is a surefire way of creating the structure for your business because you will learn what are the tasks that you can delegate and which you cannot and soon you will start handing off these tasks to other people. We'll organize those tasks later, for now put them in your journal, put them in your notebook over the next 18 over the next two weeks, list those tasks and the time that it takes to do those tasks and let me give you an example. You want to be very specific so I'll use the example of getting the mail you may write getting the mail and it takes 10 minutes, what I'd suggest that you do is write down walking to the post office to get the mail two minutes picking up the mail one minute sorting the mail three minutes handing the mail off to the appropriate person. Two minutes, answering my mail, eight minutes there are five tasks there, list them separately, and put your name next to each one and how long it takes.
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Welcome to class! Carl has a homework assignment for you…
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You'll notice as you look at the organizational chart, there's you on top, the CEO, you're the CEO of me Incorporated. And on the left hand side, as you look on your page, that's all the activities of the business that bring in customers and cash. That's the D and the I side of the organizational chart, anything that brings it in and on the right side is the S and C part of the organizational chart and that's everything that keeps it in. So the dominant and income side brings it in and the systems and controls size–side. Make sure you keep it in the business and then along the bottom. There's one large box with a bunch of lines in it. Here's the assignment. For the next two weeks. Write down everything you do in brutal detail and be honest with yourself, write down every task that you do, and how long it takes.
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Arm workouts recruit other muscles too. Flexing your business strengths does the same for weaker areas. A quick daily hit with Carl Gould to achieve a lifetime of results.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
It's much like when you work out, when you exercise, if you want to build your arms, and that's a strong part, you hold the way and you put more and more weight on there. So it is a stretch, it's hard for that strong part of your body to hold that weight. And by virtue of recruiting other muscles, in other words, the weaker muscles, you not only make your arms strong, you make your back strong, your sides strong, your stomach strong, your neck strong. Every other area of your body that has to get involved in order to support your strength gets stronger. When you focus on your strengths. You focus on the large muscles, you work those large muscles and they recruit whatever is necessary to get the job done and build that overall strength. It is the same thing in your behaviors and in your motivators and in your attributes. Do what you do best, focus on your strengths and by recruitment, your blind spots will be minimal. And that will be because you have engaged with a mirror and emotionally neutral third party with expertise in the area that you need in order to be successful.
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Neutral advisors are your best asset in identifying blindspots.
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Some people would call this a coach, a mentor, an adviser, a consigliere if you will or maybe you’re even hiring a consultant who has a particular skill in that area. They are emotionally neutral meaning they care about you as the person, they are not emotional about the issue, they actually have casual indifference to be issue. They are casually indifferent because they have such a high level of skill in that area that fixing that problem or challenge is what they do every single day. So, they can be very emotionally neutral and you need to have that mirror, the more mirrors you have around you, the more your strengths will grow and when your strengths grow you actually buy recruitment, make your blind spots minimal.
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A quick daily hit with Carl Gould to achieve a lifetime of results. #70secondCEO your micro-podcast...GO! Want to know your blindspots? Hire a mirror!
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Generalist implies you–you have skill in many areas. If you are reading this book or listening to this audio, you have no weaknesses. You are strong in every area. You're overdoing it though, in one area, which is you're using your strength to start to judge your areas of improvement and you're calling them weaknesses and the moment you do that, you get blinder and blinder and blinder. Take your strengths, be aware of those strengths. Go back to the quadrant we showed you before, look at the diagonal, that's your first hire. That's where you need to get a mirror, somebody that can reflect back to you somebody that can help you formulate the entire picture, including the parts of the picture that you're missing. Now this person needs to be emotionally neutral. They need to be a third party. This cannot be your family.
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A blindspot is NOT the same as a weakness. Want to know why?
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We believe you focus on your strengths, you only have strengths, you do not have weaknesses. Why might you consider them a weakness because you're comparing them to your strength, anything compared to your strengths might be considered a weakness. We talk of that–of them as areas of improvement. We talk of them as blindspots because they’re not good and they’re not bad and you’re not weak in that area, you’re strong. You are relatively strong in every area of your life or you would not made it this far, you would be a business owner, you would not be an entrepreneur. As an entrepreneur you are a bit of a generalist. Not only are you technically savvy in the area of your skill or your widget or your service or your profession, you are also skilled enough in enough areas to actually start a business.
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As your business grows, its strengths AND blindspots will be magnified.
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On the road to becoming this MVP organization your strengths and your blindspots will actually be magnified. If you follow sport, most sport has a regular season and a playoff season, if you follow the arts there is off broadway and there is on broadway. If you follow actors and actresses in film, there is the small screen and the big screen and what happens is when people go from the small screen to the big screen, from the regular season to the playoff season, from the small hall to Carnegie hall, your strengths and your blindspot will become magnified. So, you will become stronger as you build on your strengths and if you ignore your blindspots and as you build your business you will become blinder, more blind if you don’t resolve this.
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How do you achieve maximum lift when launching a business?
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In order to get that maximum lift, in order for you to maximize the launch of your business, you want to become what we call an MVP organization. How do you do that? You complete the stage 1 planning that we’ve laid out for you and you want to complete the stage 1 planning that we were refer to in the coming chapters. Become an aligned, resolved organization based on your dreams, your vision, your mission, your values and your purpose. The more aligned you are, the more lift you will get. So, business truly is rocket science very, very simple. You reduce the number of internal strife and internal in fighting and internal misalignment or lack of alignment and you have more thrust and greater lift to the launch of your business
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Your business needs alignment to take off.
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So, what is mass? Mass is the amount of internal strife or misalignment or lack of alignment in the business, meaning the more internal strife, the more in fighting, the less alignment it will create more weight or more mass and won’t allow for as much energy to go outward because if you have a lot of mass that means there’s a lot of internal energy and you want to minimize the internal energy so you can give the most energy outward towards your customers. The more thrust, the less mass equals more lift and lift equals results, one of the results you're committed to, one of the results you’re getting and fortunately or unfortunately depending on your perspective, there are places in our lives and in our business that we wish size didn’t matter. Here size matters, if you have a little bit of alignment you get a little bit of lift. If you have a lot of alignment or big alignment you get a lot of lift or big lift.
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Launching a business and launching a rocket are more alike than you may think.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And that analogy is that business is rocket science. I was speaking once to a group of entrepreneurs and I did not realize we had a rocket scientist in the audience and I said “come on folks, this is not rocket science, building a business is very simple and systematic” to which the person raise their hands and said I have a correction for you, I am a rocket scientist and let me tell you that business very much is rocket science and building a business, launching a business –is rocket science. So, he laid it out for me and I’ll offer you this analogy as well. So his working definition of rocket science or how to launch a rocket or a business and you can refer to the formula we have on the page is that thrust over mass equals lift. Thrust divided by mass equals lift. So, what is thrust? Thrust is the energy you give to your marketplace, thrust is the amount of power and passion that you give to your clients and the amount of energy that you give outward to please your customer base.
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You build a successful business by doing more of what you got right, not less of what you’ve got in wrong. Carl explains the discovery process.
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Does that mean you can do it better the next time? Of course. Does that mean you can still improve the next time you have real estate? Absolutely. Did you make a functional decision and did you handle your functional challenge well? Absolutely, you got it right and this is one of the most important things in building a business is you must know when you get it right. You build a successful business on the positive, you build a successful business on doing more of what you got right not less of what you’ve got in wrong. Most people try to build the business on what they’ve got wrong not on what they get right. The discovery process will along the way every step of the process and at every stage of the success cycle will show you that you're getting it right. The more you spend your time on what you're getting right, the faster you will go through a cycle, you can take any business from start up to seven figures in three years or less. 18 months is the duration to go from start-up to stage 4, the moment you enter stage 4 it’s another 18 months all the way to stage 7.
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How do you know when you got it wrong, when you got it right and when you can do better? Carl explains the discovery process…
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Ask the right price or the wrong price. In scenario number 2 are you pretty sure you asked the wrong price, remember the scenario the expert said if you ask this price you will sell it quickly and get close to your asking price. Now in the first scenario did you ask the right price? Or the wrong price? In thinking this through, did part of you start to be skeptical and say well we asked the wrong price, you never take the first offer, it sold too quickly, we could’ve got it more, how many of you thought that? It’s very common. So, in the first scenario did you ask the right price? Absolutely you asked the right price, you took all the information you had at that time, you leveraged it to the expert, you set a goal, you planned it out, you had expectations and you met those expectations, you made exactly the right choice. Because you sold it, you sold it quickly and you got your asking price and you used the best available information that you had at the time and you got your price as quickly as possible. Absolutely that was a functional decision, a functional plan and you reached your goal in the time allotted, well done.
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If a house sells within 5 minutes of being put on the market, was it priced right?
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So you’ve taken advice from the expert, you’ve put it on the market and the very first person on the very first day, in the very first 5 minutes calls on it says I’ll take it and they offer you 100 thousand, so I ask you did you ask the right price? Or the wrong price? Now let me give you the second scenario, you have the same piece of real estate you go to an expert and you say “I’d like to sell this piece of real estate”, what do you think I should sell out for? And they come to you and they say “I think you should sell this for 100 thousand, if you list it for 100 thousand, you’ll sell it quickly and you’ll get close of your asking price”. And so you listen to this expert and you put the piece of real estate on the market for 100 thousand. One year goes by, two years goes by, no calls, no interest, you haven’t sold it and because of that you’re not getting any calls you haven’t got any real offers for 100 thousand.
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How do you know when you’re getting it right?
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And let me use an example of getting it right versus getting it wrong, imagine for a moment you had a piece of real estate you're about to sell, you inquired of an expert and an estate agent, a real estate broker if you will and you ask this professional, what should I sell my house for? And then they do analysis and the expert comes back to you and says “you should sell this piece of real estate for say 100 thousand, if you put it on the market for 100 thousand, it will sell quick and you will get very close to your asking price”, so what do you do? You take the advice, you list your piece of real estate for 100 thousand and that day in the very, in the first 5 minutes that your piece of real estate is on the market and with the very first phone call from the very first person who visits your piece of real estate, you sell it for exactly 100 hundred thousand.
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When does a cash flow challenge constitute a problem? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Same operational challenge in stage 4, 5, 6 and 7 that’s a dysfunctional problem, you should have solved already, so if I were to say cash flow, good problem, bad problem, the answer is it depends, it depends on the stage you’re in. One of the interesting things about the discovery process and a dynamic that’s very very common in our personal life and in our business lives is–is that we most of us pretty much know when we get something wrong, we know it, we try something, doesn’t work out, we’ve got it wrong for sure. We don’t always know when we get something right, one of the highest and most significant services that a discovery process will help you accomplish, is that you will know when you’ve got it right.
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Some functional early-stage problems are dysfunctional if they appear later. Carl shares what to watch out for.
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In the early stages you’re focusing a lot on marketing, developing your product, you're taking–you're reinvesting in your business. You should not have mountains of cash flow in the early stages, now take that same symptom of cash flow and let’s say that was a challenge and let’s take that same symptom in the later stages, 5, 6, 7 and you had cash flow challenges, that’s very dysfunctional at that point your cash flow should be consistent, profitable, it should be predictable, you should be able to measure it, project it with reasonable accuracy and then follow up and tweak just a little bit here and there in order to match and again align with your planning, if you have operations problems in the very early stages of your business, very functional problem, we don’t want systems too early.
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There are functional problems and dysfunctional problems. Carl explains the distinction to help you know how to respond.
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There are problems and challenges and opportunities that will come up for your business and depending on the stage you were in, you will know if that is a functional problem or a dysfunctional problem. A functional problem is any problem that is alignment with your planning and eventually will help you get to where you wanna go. A dysfunctional problem is any problem that you have that will take you further away from your goals. So, an example of a functional problem will be–let’s take cash flow for example. Cash flow or profit or sales or time management or government regulations or employee, these are some of the problems that you’ll face and let’s take cash flow as one of them. Cash flowing the early stages of a business is very functional, as a matter of fact if you have or in the very early stages and you have an abundance of cash and cash flow, that might not be the most functional problem, it might be very dysfunctional.
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Your business needs to develop a personality before it can become independent.
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So as I just discussed, you have to build your business in a certain manner if you will. You need to focus on certain areas at certain times and those areas should have a major focus and a minor focus and when we talk about the 7 stages you’ll find that every stage has a personality. Ultimately though the business must develop its own personality at every stage and then when it gets to stage 5 for example, this is where the business has fully developed its own personality and it has cut the umbilical cord from the owner, that process actually begins in stage 4 but its really stage 5 that the business begins to walk on its own. In stage 4 you’re still helping your baby walk, there still training wheels on the bicycle and although they're on “their own” you're still right behind them with your hand on the bicycle seat just in case they fall. It’s stage 5 that they walk, run on their own.
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Skipping the instruction manual leads to having to start over. The same applies to your business…
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To those of you who are reading this–that had ever–ever got a gift that says “some assembly required” and what have you done? This is how you’ve tried to put it together in the past, you’ve got this model airplane or bicycle, here’s what you did. You did the I part, you got it and you said “wow! This is really great” thank you so much for getting me this, it’s exactly what I want it and then you try to implement a systems, I’ll pull everything out of the box, I’ll lay all my tools around and I’ll put myself in the shop and then step by step I’ll put this thing together. And then you’ll start to realize you’ve got more parts laying around as you get closer and closer than you should have and you’ll realize this isn’t going so well. So, I’ve got to tighten the screws up a little bit more and I’ve got to maybe get a better screwdriver, you’ll try all of a sudden raise the quality of what you're doing and then when you realize that the things should be built in 20 minutes, you’ve been doing it for 2 hours, you’re not half way through, everyone else is wondering where is this great creation. It’s only then that you say “maybe I should read the instructions”. And that’s the way most people try to build the business.
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A business fails when the right steps are implemented in the wrong order!
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Now there are a lot of patterns and we work with thousands of companies around the world at any given time and we notice patterns of success and patterns of failure. And patterns of success and businesses that aren’t successful they build in the order of D, I, C and then S. Most owners and most entrepreneurs try it totally different way, god bless you entrepreneurs you have your own way, you're gonna do it your own way anyway. Here’s the way most people try, most people start in the I, they try to create sales then the feedback they get for most people is you need systems. So what do they do? They run and they try to implement a system. After that it’s not going so all say, “oh we better get some controls in place because our sales aren’t so good, we’re losing money and we don’t have any systems, we better get some controls in here. And then and only then after those three don’t work out then we say “you know what, we should go back to basics and start planning."
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Building a business has to be done in the right order. A quick daily hit with Carl Gould to achieve a lifetime of results. Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Looking at this particular diagram, we need to build our businesses in the following order: we need to start with the D, the direction. Think big picture first then sell your business, you’ll create it later, you need to sell your business first create it later then go diametrically opposed to the controls, that’s the third stop on the wheel. Build quality, build your controls, once you have very high D, very high I, very high C then and only then do you start putting in systems. Have a big vision, start selling your vision, create the quality product then put the systems in. Systems as you may notice in the 7 stages comes out in stage four, that’s what makes its appearance, stage four. You need to get through stage 1, 2 and 3 first before implementing strong and rigid systems.
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Most self-made millionaires have been bankrupt at least three times. But they use their blindspots to ‘fail forward’.
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In your personality, you have these blind spots and everyone can have a blind spot because no one person is all things to all people. Your business cannot have blind spots, if you have blind spots that’s where your competitors will pick you off and you will fail as a business, you will struggle mildly and if you're reading this book or listening to this audio you probably have one of those or more in your past. The average self made millionaire has been at or in bankruptcy over three times in their career. You fail forward, your strongest attribute, one of your strongest attributes is your stick-to-itiveness, you don’t give up, you keep driving forward it's what make you so special. You don’t have to do it so hard every time though, there is a way to have many businesses, buy them and sell them and have them be very successful.
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What you struggle with or find easy will be reflected in your business. A quick daily hit with Carl Gould to achieve a lifetime of results.
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So for example we’re making a lot of money that’s the I. and the C part of the business says “yes, we’re losing a lot, we’re not taking a lot home because we are making a lot of mistakes, we’re not collecting all the money, we’re not getting full value, had we just planned this up a little bit more, we could have charged more”. So, if you're strong in income you make your blind spot your controls, now if you're strong in controls, you have everything right, everything is perfect yet you may struggle in the area of sales because you need to let go. You need to let go of perfection and maybe go to business or turn the door, turn the light on or open the door when things aren’t absolutely perfect. If you're providing a service you can’t know everything about your client and everything about your product every second before you start the service your client and your customer base, you must go out there with things less than perfect. So, if you are high D you may struggle with the S part, if you're high S you may struggle with the high D part, if you're high I you may struggle with the high C part and if you're high C you may struggle with the high I part.
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Understand your strengths & Identify your weaknesses. It will build a stronger, healthier business.
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You're very strong at direction, you’ll struggle in the area of systems, it will be your blind spot. It’s not where you would normally gravitate towards. If you're strong in systems you may struggle in the area of big picture planet, you’ll focus on the smaller picture and won’t always nurture the big picture, if you're down to the bottom right hand corner and you’ll look at the income and interaction, remember that the salesman part of you. The sales person within you that’s the marketer within you. The person that lies to interact with your marketplace and your customers, the diagonal to that and if that is your strength the diagonal to that in your blind spot will be controls. The high I influential and income part of you is the most trusting part of you and most trusting part of the business. The controls are the compliant part of you that is the least trusting part of you. So, if you're really strong in the area of income and interaction you may struggle in controls.
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To get a business to get off the ground it has to mirror your own personality and strengths.
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As we’ve said before many times, what the team will come back to is the business mirrors the owners personality, it must. In order for this business to get off the ground it must mirror your personality and your personal strengths. The strengths of the owner becomes the strength of the business along with that come the blind spots and here’s one of the ways that you’ll know where your strengths lie and where your blind spots lie. So, if you look at the diagram we provided for you on the page, you’ll notice that it’s a circle, it has four quadrants. Upper right hand corner is the D or direction the dominance, the bottom right hand corner is the I, the income, the influential part of you the bottom left hand corner are the systems, that’s the steady nest part of you to support a part of you and the top left hand corner are the controls, not the compliant part of you. If you’ll draw–you’ll notice there’s two diagonal arrows that run from the D to the S and back again and the I and the C and back again. These the four quadrants, the diagonal these are the ones that are somewhat adversarial in these four quadrants are somewhat adversarial in nature and create a blind spot.
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What needs to be in place right at the launch of a business? What can be adjusted later?
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How do you know you have the right person in the right place? Their true nature, their experience, their attributes, their skills align with the job description that they are involved in. So, in building a structure you put the right people doing the right task, how do you know? At the end of the day does performing that task give you energy or rub your energy. If doing that task or performing that part of the business gives you energy as the day goes along, you have the right person, you have the right structure and the right people in it, that’s how you’ll know. You put the systems in later in order to help that person grow within that business. Right now, right people and the right jobs who are enthusiastic about doing the job that they have and that will align with the MVP planning. We will put the structure in, we will put the system in at a later time.
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System and structure are vital. But how and when you implement them is just as important. Part 3 of a mini-serires.
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In order to get that plane in the air he must make adjustments. He must use his common sense. She must use her experience, what has she done in the past to get this plane in the air safely. Then once she has done that–once she has implemented that structure, use her common sense, got the plane in the air and got back onto the flight plan and the flight path, she can then implement the system, the auto pilot and then she just adjusts course as needed. If they try to implement a system on the runway, the plane would never get off the ground. Must have a structure first, systems will then follow.
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A quick daily hit with Carl Gould to achieve a lifetime of results. #70secondCEO your micro-podcast...GO! Carl is the creator of the 7 Stage Growth method, which has propelled over 75,000 companies worldwide.
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Before he does that, there must be a structure in place and he is given that structure, that structure is called the standard day, meaning the ideal conditions in order to take that plane off, based on weather and weight and wind he–there is a very specific structure in order to take that plane off, off and get it off the ground. If the pilot waited for that ideal day to come around the standard day, how long do you think the pilot in that plane would remain on the runway waiting to take off? If you guess 6 to 9 months? You'd be close. Now we get upset when we wait an extra 15 minutes in a plane, imagine the pilot announcing that we have to wait for the perfect conditions in order to take off because the systems says so, we cannot exercise any common sense or any judgment whatsoever so therefore we will wait for the ideal day in order to take off and hope we don’t run out of water and hope we have plenty of batteries because it might be a while. And that standard day that ideal day comes around a few times a year.
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Structure and system are both vital. Carl explains how they can make your business take off.
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Buy a system i.e you buy a franchise before that franchise can be successful you must have a structure in place, so what’s the difference? Structure means you're taking people and putting them in certain roles and giving them certain task, now that is different than a system because in the beginning you are not controlling 100% of everything they do, this is one of the hardest things to grasp in a business because you need to put people in place and with minimal training they have to serve the client and use initiative and their flexibility and along the way of putting people in place, putting people in that structure out of that you will begin to develop your systems. Much like an airplane that sits on a runway, awaiting it’s time to take off. The pilot must use his common sense and the maximum amount of flexibility in order to get the plane and the cargo and the people in it in the air. He is given a system in the beginning, there is a system for having a plane take off and there is a structure and a checklist in order for that pilot to launch that plane into the air.
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Why do 90% of franchise businesses succeed within 10 years but only 10% of independent businesses? A quick daily hit with Carl Gould to achieve a lifetime of results.
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Now that you have this understanding of what your style is, what function of a business you might gravitate towards or what industry you might resonate with most, what type of business to be in, how do you then begin–this building this successful business? And what’s interesting is that statistics would say that 10% of independently owned businesses will reach a measure of success after 10 years. Yet 90% of franchise businesses will achieve success in their first 10 years. Now what’s the difference between an independent business and a franchise? And if what came to mind was the word systems, you’re absolutely right. A successful system is what makes a successful company. As a matter of fact a business is a system as we discussed earlier, it is a system of exchanging value. So, if you buy a system or input a system that’s your answer, right? Not quite and this is the one with the most overlooked areas in business. You must first implement a structure to your business before you put in a system.
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Quickest way to differentiate yourself from the competition? Check out Carl's advice in today's episode of #70secondCEO.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You know when I was building that primary house it’s like come on get out of here–it was an adversarial relationship more adversarial, alright. And so I had to a–I got a quick list and the difference between a bucket list item business and a regular business, okay? So, one of the quickest ways to differentiate yourself from that–from your clientele is to take on those 5 complaints and if there’s 3 or 7 or whatever, whatever the numbers, so what I would suggest you to do is go on your website and create a page called problems we solve–problems we solve, okay.
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Want to be seen as “high quality”? You need to invest! Carl shares an example…
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In 2002 I start my coaching business, coaching and training kinda go hand in hand so you do a lot of workshops. 2007 I wanna do more–I wanna do more public speaking so my speaker coach says “you’ve got to go out and buy some suits,right?, go to Jos.A.Bank get the suits, get the signature series suit there thousand bucks buy two” and I was like wow alright I'm not the suit guy to start with you, I’m gonna spend a thousand bucks, I went alright so I go there, I buy two suits, 2500 dollars later with shirt and everything else, I walk out. Fast forward a few years and I start doing more TV work, okay. So, I appear on morning shows mostly and my PR agent says to me “Carl, come here look at our youtube channel blue-gray, blue-gray, blue-gray, blue-gray, blue-gray it’s time for some new suits, go back to Jos.A.Bank here are your four colors, I want you to have four this time” oh okay. So, I go back to Jos.A.Bank getting pinned up and I say to the guy “you know I got to tell you, if you told me I was going to spend 4000 dollars on suits, I would have told you your were crazy” and he says “what 4 thousand? You’re not going to spent 4000" and I’m like there’s more? He was no, we have a sale, buy 1 get 3 free.
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Carl has some good news for you… and some better news! Listen here…
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now I got good news for you and I have even better news for you, which would you like first? Just the good, just the good? Alright, so the good news is, what you do, nobody cares about, customers don’t care about it, alright. What you do–is to some degree of commodity, somebody else does somewhere else in the world equally as well, if not better or cheaper and so the utility of what you do isn’t what attracts the clients to you, okay. And if you have employees that come to you because of the utility of what you do or clients coming to you because of the utility of what you do, that's why you have lower numbers. The better news is– is how you do what you do and why you do what you do is where you have some huge opportunity to create some differentiation and be more compelling.
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Customers willing to pay more. Employees willing to be paid less. The marks of a compelling business!
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Another question, would they be willing to leave buying from your competitor and buy from you and pay your premium, pay more, okay. So to what degree are you so compelling that employees will make less or potentially less or that customers will pay more, okay? Give yourself a score in each of those areas, alright everybody got the score?
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Leave a job to work for less? That’s the mark of a compelling business! Carl explains…
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Would be willing to leave where they work now in order to make less money working for you. Employees are willing to leave their current job and work for you for less. To what degree is your business so compelling, that they would want– that they would be willing to do that. Give yourself a score, your employees make less.
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Instead of trying to shrink your problem, learn how to expand yourself. Carl explains working smarter.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Then the world you're around, you’ll be more skilled so I’ve got really good at my voice to text. So, I can have phone calls and send emails and everything from my phone without ever touching you cause I understand the commence now, you just work on those things, right? So, you wanna become better than the problem you are facing and be able to juggle more, work smarter you know you want to expand you know so you’re bigger than the goal as opposed to saying “oh well, I’m overwhelmed let me shrink it down”, no no no it don’t work that way, you should be thankful to the problems you have, you wanna become bigger and better than your problems and you know who was it, I think it’s Billie Jean King said you know “pressure is a privilege”, right? You know people who don’t have pressure you know they don’t have that–they’re not gonna have the life that you aspire towards, you know what I’m saying. So, take the pressure as a privilege and figure out what’s the better way for me to manage it not let me shrink my whole world down so I can handle it, well anyone can do that, right.
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Focusing too much on one thing can hinder success. Carl explains the benefits of multi-tasking.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And I get it, the brain works better when you’re doing one thing but you’re not getting anywhere beyond you're not achieving the level you want unless you're multitasking, right? So yeah I have my coaching business, I have my speaking business, I invest in companies you know I have real estate and I’ve got that, that’s not all gonna happen on the same day you know and so you got to figure out how to do more than one thing at a time, you have a team here you already starting with that, your key–the key to your success will be and anyone successful will be thinking about how well can you multiply time, right? And how well can you share your guiding principles and be transparent and share your goals with others so they can help you get there, right? And so you have to be multitasking. I’m sorry this whole idea that you know I get it–I get all the signs that surround us say we do better for doing one thing at a time (yup), well if that was true then why do I drive down the road and everyone’s looking at their phones. No one would admit the texting on their phone but everyone’s doing it, right? Of course they are, you know I count it up once I’m driving on the road, I’m like you want me to put on my phone.
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Want to be worth a million dollars? Start thinking in million dollar ideas!
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I’m focusing on what’s going to get me there if you think about it, if you think about what your goals are for your life, for your business or whatever, what you're aspiring to do doesn’t exist. Your reason is not a cash flow. You know he’s not a money manager right now that doesn’t exist in this world right now so you have to get outside the real world in order to make that his reality, understand what I mean? It just–it simple doesn’t exist. If you–if you're worth one hundred thousand dollars now and you wanna be worth a million, that million doesn’t exist, you can’t get it in the real world, you gotta get out the real world, get into your own world and say and start using million dollar ideas. You’re using hundred thousand dollar ideas that’s why you have a hundred thousand dollars. You know you wanna have five locations that sell scooters, you wanna have to have a mindset of multi location not single location, so you know what I mean. So, you have to get outside that and say alright tunnel focus, what’s gonna help me get this thing that doesn’t exist and make it real so that’s what–so entrepreneurs do everyday so you have to get outside that and that’s what I am trying to do as much as possible.
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From what you read to the company you keep, Carl identifies habits that lead to success.
Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Join two mastermind groups, one that meets every single month I have a bunch of serial entrepreneurs around me, all their core business but they are all into something else, those guys inspire me every single month and I’m like gonna keep my game up and then once a quarter I go–I come down to Florida as a matter of fact and I participate in another advisory board where I’m around people 2-3 days and you know they have expertise in other areas that inspire, so I’m constantly around those people. So, I’m reading stuff that’s uplifting that helps me learn. You know I’m constantly reading. I read you know I write–I’ve written a lot of books that are kinda written so I can rip to a book pretty quick so I’ll read–I’ll read a book or two a week.
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From smartphones to sleep rhythms, Carl explains how to utilize what you have to organize your life.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So they joke with me and like so did you take your vitamins today or you know whatever–so I put in on there because the smart phones I think I’ve been and the recurring appointment and technology has been one of the best things ever to help us organize our lives, our smart watches are getting there too just unbelievable but I’m–what I do at the beginning of every year is I plan all of my me stuff first and then I plan everything around that. So, I know what my vacation times are, I know what my rhythms are and I'm a–I’m like a two week guy, meaning I can go just about two weeks with almost no sleep but then— I need to get a couple of nights to really just you know get a couple of full nights sleep. So, I plan around that, so every two weeks I block out time for cause I know I’m going to need it and if I don’t need it I'm fine I won’t use it but I will plan that out. I surround myself by the books and stuff that I wanna read and I hang out with people who are better than me whatever it is that I do.
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Good routine is critical for success, Carl shares his morning routine in this episode.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Get up in the morning and I have a couple of routines. I do some stretching, I got some challenges with my back, I had an inversion table at home that I use but I’m listening to my goals, what’s important to me all morning. There’s certain music that I play, where the streets have no name, that was right, man in the box, I got some—I have music that keeps me going and then when we—when I get in the car in the morning or I’m getting ready I—I try to get 2 hour jump on anyone who’s on my team and I try to anticipate any problem or challenge that’s going to bubble up to my desk and I try to head it off to the past and I send out what I think or the direction for my team and then from there I start my day but I have started, typically, five or six o’clock in the morning. If I go to bed after midnight, which is pretty common, I’ll get up around 6, if I go to bed any time before midnight, I’ll up by 5 o’clock.
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Some of the world’s top CEOs succeeded by not living in the ‘real world’.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
And I have spoken all of my goals into my phone, into my audio recorder, I get up and I could tell you it’s 9 minutes long, I put on my recording in the shower and I listen to every goal I have for the next 30 years, that’s what I focus on. So, I wanna know what the weather is and I know—I wanna know what’s going on in the world around me because I got to be somewhat relevant, I got to be aware really close when I leave the house but I could careless what’s going on to certain degree in the rest of the world. I lived in my world. You know everyone that’s written the book here they live in their world meaning they study what they study, they find the people that one—one to get value of what they do and that’s what they focus on you know and they don’t live in the real world. The real world often times and I don’t mean that they are clueless of what’s going on but they pay attention to what gets them moving forward, Warren Buffett does not live in the real world, not cause he's rich but because you know up to—he made 99% of his wealth after he turn 50. That dude spend 50 years of his life like you and I, I drove pass his house in Omaha, he lives in regular neighborhood, he drives a—he drives a regular sedan, if you didn’t know who that guy was, you would not know who that guy was cause he's not you know what I mean so I read my goals every single day in an audio recorder, I played them back every single morning.
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Keep doing the things you don’t like until you can do the things you do like. A quick daily hit with Carl Gould to achieve a lifetime of results.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That’s when we have the hashtag hang up the hammer, I said “we got to hang up the hammer”, I—this is exhausting, it’s killing me and so that was the process we went through, I mean I owned that business for 8 more years but what I did I started to run the parts of the business I liked and I—and I leverage out the business parts that I didn’t like and so yeah, I mean—I kept on going because until I can build the six figure practice out of my coaching, I wasn’t even going to consider dropping the business cause I have responsibilities. So, you’ve got to do—whatever you’re doing now you got to do that well and if you can’t do the things that you don’t like well, I get that you might not like it but if you can’t suck it up and do the things that you don’t like well, you are screwed if you—if you think you’re gonna be an entrepreneur or you’re gonna be a big-time executive. You have to be able to do the things that you don’t like, you can’t do what’s convenient, you have to do what's right for the business regardless of your role in it. So, I had to do what was right and what was right was to continue to grow—to grow my one business while I was learning how to become a better coach and then when the time was right, then I made the switch.
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Ever said, “I’m never doing work I don’t love again”? Carl did. Here’s what happened next…
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
So, there he was he’s laughing–he couldn't back under it’s like yeah they got you. Yeah, I could–I’m here to tell you I know how hard it is to get line paint out of your hair you know. So, it was on that day and I just, I remember thinking I drive out and I’m going why—what am I doing? You know I’m driving a dump truck, I said there’s got to be a better way, this can’t be my life. I was, what is that thirty, yes I was thirty years old 1996, thirty years old and I just said this can’t—this can’t be it, this can’t be it for me and I said I really love coaching, I get up at 3’o clock in the morning to coach people all around the world I seem to like it they seem to like it, I got to be able to figure out how to make this as a business, that’s why I wrote the book that I wrote and created the methodology because I said “I have to be able to make this into a six figure business minimum cause you know I’ve got two kids, I live in New Jersey I got a house, I got to be able to pay my bills”. It wasn’t to be rich, coaching is not a hugely profitable or big-time salary job it just isn't, but it usually rewarding and so I remember the day and I made a deal with myself and I said “I’m never gonna do work again that I don’t love”.
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A single moment can change your life. Here’s the moment that put Carl on the path of coaching, hear it in this episode.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I’m driving one of my dump trucks like 60 miles with a load of junk on it cause I’ve got to get to an appointment to deliver a proposal to try to get the next job, right? Drive shaft on the U joint on the drive shaft of my truck's brakes, okay. So, I kinda know what it is, I’ve dealt with it before and I’m like holy crap I’m on–I’m gonna miss the appointment. So I jumped out the truck while it’s still rolling and I pushed it just enough to get it into the shoulder. The wheel is like this far across the line, right? So I call up the service station and the guys name is Veny. Veny can you come out here you know I know it’s the u joint I looked at her, can you bring it out here, can we fix it maybe I can still make my appointment. And so it is so hot out, it’s in the summer, it’s like 90 degrees and I say can you bring some water combined out here. So it shows up 15 minutes later and I’m under the truck and we’re on major highway and a foot aways the right hand lane so I know it’s the U, he’s like it’s the u joint I guess we know how to fix it, we get under there, I’m holding the drive shaft above my head and Veny’s next to me and all of a sudden he takes off, I’m like what happen? He’s like you gotta get out of there and I hear this hissing sound like sssssss coming by and I’m like looking around like what the hell that’s noise? And I look–and it was a line painting truck, they are painting the white line they’ve paint–painted my fucking head white while I’m holding the thing underneath the broken truck and I said that’s it, that’s it, that’s it, I’m done.
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Lack motivation to achieve your goals? Try this! #70SecondCEO podcast has daily tips for you.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
You know you’d take something you’d love to do and your punishment is I’m taking the podcast off the air until I get back on track with the activities you know what I mean like you would have to do something that would really hurt in the beginning if it were to happen and that’s the push and then you would start to set positive goals so that’s the pull. So if I teach my son to manage money or as a family we’ve decide to go to Disney World together or somewhere as a family and so you set up positive rewards cause that’s a sustainable part but in the beginning you set up the push reward, the negative consequences in order to make sure you get going and you know you get out and you start taking action. You know cause we oftentimes do more to avoid pain and avoid discomfort than we do the upside, you know what I mean? So if I turn the snake loose in this room, we all get up and run.
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You’re more likely to achieve your goal when there’s consequences for failure! #70secondCEO podcast
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Now it’s game on, right? So money that would hurt and you disappoint somebody you love that you’re trying to help, right? So now what you do is you would say “I’m never gonna let that happen, you know one that was a good kick in the behind, now thank you for that but you would never allow that letter to ever be mailed or that cheque to ever go out and when you’ve done all the activities you promised, I hand both right back to you, take them you shred them, right that’s leverage. With that kind of leverage, you’ll achieve whatever your targets are, if it’s negotiable like yeah I’m a little tired, he looks a little tired we're not gonna manage money tonight, no big deal but if I have your cheque for 10 thousand dollars going you're like get up now that’s gonna teach you–wake up. You know you get the toothpicks up for the eyelids, we’re learning money tonight my friend.
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Fear is a powerful motivator. Can that be used in a positive way? Carl thinks so…
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I would say, I would ask you for a number–a dollar amount number that if you have to write a cheque for today it would hurt, okay. So let's just say that’s a five figure number, like 10 grand or above. You would write a cheque out to a charity that you would never wanna be associated with, okay. So just think of you know the opposite political party, some group out in the world that you just cannot stand whatever they're about. You’re gonna give me a cheque for 10 thousand dollars or more written out to them and I will hold on to it as your coach and if you don’t do the activities that you promised, I mail the cheque to them. Second thing you’ll do is you’re gonna write a letter to your 10 year old son, explaining why you failed him and why you’re too lazy and couldn’t be bothered to follow through to teach him how to manage his money. If you don’t follow through on the activities now again, you don’t have to get the achievement he doesn’t have to become or in you just have to do the things you promised and that are under your control, if you fail you decide not to do it. I mail the letter to your wife who will read it to your son a year from now.
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Improvement is a process. But how do you quantify improvement? Carl has some suggestions…
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Ah 9 ½ , great! What are we gonna do to make it a 10? Here’s what we got to do bam..bam..bam..bam those are goals and then when you double that you would say “we’re better podcasters”, you know what I mean, you know so that’s how you would do it. So look if you gotta–so what most people don’t understand or they–they don’t do to the process all the way through is differentiate between the category of improvement versus the actual task or activity that is symptomatic of the category of improvement so technical nerd coach speak.
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Specificity is the most important ingredient of goal setting. A quick daily hit with Carl Gould to achieve a lifetime of results.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
90-day goals that have actual destinations and then separate that from what we call categories of improvement or just the roles you play in your life. So, for example, it will be hard to imagine that you could do this but imagine you set the goal to be better podcasters like hard to imagine, like this guy crazy, right? There’s no such thing like there’s no such quantifiable thing, it’s a category of improvement as long as you’re a podcaster, you’re gonna look to make a incremental improvements so you would say “okay what would be the things that would be indicative of me being a better podcaster”, you’d say “alright let’s break down the podcast, we have out opening–we have our energy, we have our enthusiasm, we have our content, we have our opening, we have our middle our questioning, our follow up questioning, our banter back and forth and our close” so you would break it down and you would say okay how can we–and if you were to look each one of those and say on a scale of 1 to 10, 1 being low 10 being high, 10 being off the hook wow, right? What is each aspect of our podcast? And you would rank it.
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Don’t confuse goals with categories of improvement. Carl explains the difference in this episode…
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
That’s a category of improvement there is no end, right? So you can set mini goals around that but there is no such thing as the goal of being a better father, that is a category of life improvement that you're gonna work on throughout your life inside of that you would set smaller goals that would be symptomatic of you being a better father, right? More time around home you know read it–read bed stories to the kids, those are goals but a category of improvement is not a goal so people set a goal and there like alright I wanna be a better student, I wanna do this and they set a category of improvement, target and then they don’t see results right away and then they see this goal suck, I’m not doing resolution F this, this is forget it you know but they–they’re using the wrong tool and they set themselves up wrong.
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One of the key principles of coaching: Work toward your goals in 90 day increments. Carl shares why this is so important to reaching your goal.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
When they set goals number one is the–there’s a difference between a goal and a project, right? You know or task in a project, I think once–what some people do is they’ll be too vague or they’ll make the goal too far out in the future and it is hard to connect with. So I wanna lose a hundred pounds, you’re not gonna lose a hundred pounds and you know you might lose a hundred pounds in a year or in two years, what’s your 90 day goal? right? And what is it that you can do, right? So take a goal, chunk it down put it in 90 day steps, it’s been a long held coaching principle that you set goals in 90 day increments and a number of management systems that have taken that on Bezels, Rockefeller habits, eos, you know our rocks are priorities, you know that’s a long held coaching concept, 90 day goals. So take it, chunk it down and go after smaller bits but then understand what a goal actually is? A goal is actually a destination, it is–it is a project or some sort of endeavor that has an end point, that which is different than a category of improvement, so somebody says I wanna be a better father.
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Experts aren’t life models! Don’t try to learn from them beyond their area of expertise. Carl explains why…
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Think of my life as a pizza in there and I slice it into eight and it was like career, finance, personal development, intimate relationships you know fitness, health finances, you know developed me, my core competency. I would slice into the areas of my life and I’d find guru’s or a handful of people, thought leaders in those areas and listen to what they have to say. This is just me personally, I’ve been disappointed by experts when I got to know too much of them but when I stuck to their area of expertise you know for me at least that works better. You know it's not that I disregard every other part of their life, I’m sure Warren Buffet is a really nice guy, you know there areas of his life but you know I listen when it comes to financial, cause it seems they have that pretty well, you know he seems to know what he's doing there is he a good Dad? I’m sure he is but you know I’m not talking–I’m not listening to Warren and read his books for that.
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Nothing can replace peer-to-peer, face-to-face networking, even in the Online Age. Carl explains why, don't miss opportunities.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
Go to international trade shows and all that, you will see the same people showing up over and over again, same venders come, you know people travel in similar circles. I see some of the books you have and some of the things you have accessorized and I know half of these people, right? Because we travel in the same circle. You know if I go on a speaking circuit I see other speakers you know and so word can get around. So, in the pre-social media or just in today’s world, in the word of mouth world you get around the influencers because they affect a lot of people so when you go to a trade show always make sure no matter what, you talk to the exhibitors cause they’re not just exhibiting there, there exhibiting at other places. If you go to a networking group, meet the board, whoever they are because they’re not just a board on that networking group they are the board somewhere at, they’re board members here, they’re board members somewhere else. And so I got around influencers who had--who were a bit of multiplier so if I had--if I knew somebody who is a coach, they would know other coaches and so I would say “hey listen, I specialize in entrepreneurial coaching” and they would say “oh that’s great cause I do life coaching, I’m always getting request for entrepreneurial coaching”, so I say “cool, so if ever I need an H.R coach, I recommend you, you recommend me”.
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What type of coaching will help you achieve your objectives? This #70secondCEO podcast episode provides some ideas.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The advisor is somebody who is probably the most important person in a room, they’re great at networking and they can marshall and channel all the resources necessary to get something done, they’re a generalist, they’re a jack of all trades and they’re good at all of them, they’re not like a master of none they’re actually very good at all of them. It’s the hardest one to become actually, advisor and then there’s a mentor. And the mentor is somebody who’s done something successful and now they're just gonna walk, they’re gonna say to that person “listen follow my footsteps it works for me and I can show you the way through”. So, in today’s age you're looking for one of those four, right? So if I’m going to lose weight, I wanna get in shape, I’m actually looking for a consultant, a personal trainer. You know I might coach so they could--how you feel about me in fat not in shape, oh I feel like (shit) and I wanna get better shape, okay good now I’m gonna turn consultant on you and I’m gonna say “this many exercises, this many reps and you got to--you got to pound them out, that’s a consultant”, right? So it depends on what you’re going for is what you’ll seek out and how much you know, how much you’ll participate as their client.
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Coaches, Consultants, Advisors and Mentors, what's the difference? Carl explains in this episode.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
In the beginning it was enough to say you were a coach, hey I’m a coach, wow that’s awesome, then it was I’m a life or business coach.Then I’m a life coach and I’ve got all this segmentation and so now, you know it’s a very mature industry and each industry has niches, that’s how you know, when there are niches, you’ve got a mature industry, coaching is there. But coaching you know in what you describe people aren’t hiring a coach because they want an expert. As a matter of fact the coaches are least likely of the four disciplines to be an expert you--there's a coach, there’s a consultant, there’s an advisor and there’s a mentor, okay? And there are four distinct skill sets, four distinct market place opportunities or in services that you provide, coaches are there to help you process through the core issues of what is leading to whatever your experience is right now. They don’t have to know anything about anything other than how to help you process through the core emotional issues and the mindset of what is got, in where you are today. A consultant though that’s the expert, that’s the mechanical works on the scooters, that’s the lawyer, the accountant, the attorney they’re there to diagnose, treat and then help you fix the problem. They are the ones that they're gonna take over, they do the doing.
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Sometimes clients want coaches to reinforce the very thing holding them back! Carl shares his experience…
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
People come into coaching because they have a ceiling somewhere, right? There's some belief systems or rule or value or principle that has got them to a certain level but is preventing them from getting to the next level and specifically in coaching if somebody starts to take over saying “I’m gonna tell you how it is this is gonna go like that”, they are likely using the strategy that they actually need to overcome in order to be more successful. So, the very thing they’re trying to use to dominate or direct the conversation is the very thing that they need to correct. It’s the limiting belief that’s holding them back, so as a coach I would highlight that and say “alright mister/ms.pushy you know mister/ms.”, Micro culture you know who’s the coach here if you're trying to take over that, cool if I recognize that limiting belief or pattern, I’ll just bring it out and say “look you asked me to work on this particular pattern, it’s exactly what you’re using now and you know, you want to direct, I’m not saying don’t co-create, you should do that, let’s design and set the expectations together but if they’re stepping outside of that then yeah I would speak up as the coach”.
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“The customer is always right”. But what if they want something that will hurt their objective? Here’s Carl’s advice…A quick daily hit with Carl Gould to achieve a lifetime of results.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
I used to build custom homes and people would say to me sometimes, "hey I’d like to put on this kind of a countertop," and me like really, you sure you wanna do that? And they're like "oh doesn’t look good?" I’m like no it looks like crap but if you insist that your gig. So, what I would do is, they’re kinda decided that I would go by is, am I--even if I don’t like what they’re asking me to do or I don’t like part of what they’re asking me to put in, does it still get the result cause I’m not tied to result, how we get there, I just want to make sure you get there. So, I’m willing to be as flexible, I’m willing to take the scenic route as well as the direct route but if I think it’s going to hurt your objective or hurt your ability to get the objective then I would step in because if they’re hiring you as the expert you got to at some point you have responsibility to be the expert even if it means you jeopardize the engagement meaning you say “listen were not doing that”, well if your not that your not my video producer, that’s fine, I’ll help you find somebody but I’m not going to willingly and knowingly walk you down the path that will be catastrophic for this project, I won't do it.
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To get good at coaching, Carl took on international clients in different time zones while also running his business. Here’s how he did it…Part 3 of the coaching story mini-series.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
But I also put myself out there so I’d said “I wanna get good at this, how do I get good at it?” and you know somebody said to me you know just start donating your time, giving your time away and so I gave away about thousand coaching sessions in the beginning, I would work with anybody or under any circumstances or any reason, any problem you name it. As a matter of fact I had my landscaping company at the time so I’m in New Jersey on East coast time, so I told all the organization I was certified in for coaching I said “I’ll take your European clients, your South African clients and your Australian clients, not because I like the other parts of the world but they were time zone friendly for me”. So between 3 to 4 a.m to 9 a.m I can coach to European and South African clients and in the afternoon it was the next morning in Australia, so I have my regular business but I was coaching in the morning and I was coaching at night and yeah I did you know few hundred coaching session that way over a few years.
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From Olympic athletes to reality TV stars, Carl has coached a diverse field of people. Don't miss the second part of this mini-series.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
He was in the first ever American idol, Justin, I was a Tony Robbins coach at that time and he was at one of the seminars and I got in for a period of time, I got assigned to him and we did some coaching together. So those are--those are some of the opportunities that came up or somebody went to the website and said I wanna learn more about how to, you know manage my time and so I was working with them one on one coaching or management model or another and then over time its you know as you start to build your reputation and your--and the amount of people you coach and they refer you to somebody and they refer you to somebody so it grew from there. So, you know I’ve had a chance to work with people that are on reality TV shows and olympic athletes, olympians and you know they're all birds of a feather, so true birds with the feather flock together so you work with one, hey would like mind working with this one and so, you know I work with somebody who’s on the Bachelor as an example and someone’s who is on the Real Housewives.
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Tony Robbins, Ken Blanchard, Dale Carnegie… Carl studied the methodologies of the world’s top coaches before designing his own methodology. Hear Carl's journey to coaching in this 3-part mini-series.
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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.
The way I started in my coaching career was I learned and got certified under other peoples methodology so I was a Tony Robbins coach, I did situational leadership coaching that was develop by Ken Blanchard, I did coaching based on Dale Carnegie's leadership principles, Diathesis methodology all behavioral assessment and so people would either come to me because they know of me or they came through you know either Tony Robbins or Ken Blanchard or Steven Franklin Covey because they wanted that methodology and then I was one of their certified coaches or was trained in their models.
Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.