To win in the game of business you have to be willing to change strategies, a lesson that I have learned in my own business over the past three years. Let me share with you five tips on how you can change your strategy today.
By Suzanne Evans
There have been lots of new business lessons that the puppy has taught me over the last week, but none as big as tenacity. What the puppy wants the puppy will get, and not because he is bossy or begging, but because he is willing to use strange strategies. Giving up is not an option- strategy change is the solution. This made me think back on the last 3 years and building my own business. I realized I had done pretty much the same thing. To win in the game of business you have to be willing to change strategies.
You also must be comfortable with failing. Believe me, when the puppy fails his thoughts are not going to “how stupid can I be”, “I better give up”, or “this is too hard”. It’s all about- “what’s next”, “try again”, “change sides”, “change ideas”, “let’s get this done”. Many of you have tunnel vision in your business...you are seeing one problem, one solution, and one strategy. Get out of the box- get out of the box today- just like I teach multiple streams on income...you have to have multiple streams of approach for attracting clients and making money.
1) What do you need to STOP doing? It’s not bringing you business but you have some rule that you should be doing it? A referral group, organization, program, etc...eliminate one thing that is costing you time and NOT bringing you business.
2) Add one NEW element to your list building/business building strategy that you have not used before: audio, video, teleclass, networking group, article marketing, twitter, facebook, etc. Add one, but do it effectively!
3) Get consistent. Many clients tell me something isn’t working, but when I research I find they only do it on occasion or inconsistently. You must build consistency. Use this newsletter as an example- every week it comes. Every week- rain, shine, sickness, holiday because I want your to depend on me. I want you to trust me and I have to consistently show up for that to happen.
4) Change approach. I do this all the time and in the beginning of my business I had to do it even more often...I would run a teleclass and 2 people would show up. Yikes! Did I abandon? No. New approach...I would make it a point to ask 50 more people that I did the time before or change up the name or the topic. You have to zig when zagging isn’t working. To get to what the puppy wants he just changes sides. Goes under instead of over. Digs instead of climbs.
5) Give up the complaining. Business is hard. Life is tough. If this were easy- everyone would be doing it. So, when something doesn’t work- move on or change course. FAST. While you are complaining and feeling sorry for yourself I am out getting clients. I have a one -three minute rule. I get that amount of time to wish it had gone better, cry about the loss, or be disappointed and then it’s time to get back in the game and help people.
I am on a mission. Are you? I know I want to help people and I know I have a message… so I can’t complain or waste time- I gotta get to the people who need my help, so they will build strong businesses and in turn go help more people. This isn’t a job- it’s a movement. Are you leading one, too?
Suzanne Evans is best known as the 'action expert' and has coached hundreds of solopreneurs to model her multiple six figure business. Learn how you can help more people, make more money and have more fun doing what you love by signing up for your free copy of the 5-Part Mini-Course 'Awakening Your Authentic Entrepreneur' at http://www.helpmorepeople.com
Showing posts with label strategy. Show all posts
Showing posts with label strategy. Show all posts
Monday, January 11, 2010
Tuesday, November 3, 2009
Anchor Your Networking With Strong Relationships
Use strategic associations to keep your business afloat during economic storms.
By Ivan Misner
This summer, our family took a small-ship tour of the Great Barrier Reef near Australia. The first night we were on the ship, we noticed that the anchor used to secure our vessel in the middle of the Coral Sea was quite small compared to the size of the ship.
On the second night, very strong winds came up. Our captain started the engines and backed the ship up to let out more length of the chain connected to the anchor. Curious (and, I must admit, a bit concerned), I asked him how it was possible for such a small anchor to hold the ship in place with the winds blowing against it so strongly.
"It is the chain that is holding the ship, not the anchor," he informed me. After the anchor is lowered, the captain looks to the first mate, who signals from the prow the direction in which the chain is laying. The captain then maneuvers the ship into the right position and lets out the necessary amount of chain to hold the ship.
Well, I began to see how this dynamic was relevant to networking. The anchor of any good networking program is the system, the process of doing business through relationships. But it’s not the system or the process that has the strength--it’s the length of the chain (the relationships) holding the networking program in place!
As you take a look at the networking groups you may be participating in, think about the links, or relationships, you have formed with the individual members. How many links does your chain have? Do you have strong relationships with many of the other members of the group, or are you closely linked with a select few, but disconnected and detached from others?
So, how do you go about letting out more chain during times when the economic winds have strengthened against your businesses? I submit that it’s time to get serious about developing stronger relationships with each and every member of the networking groups you participate in. This includes people who you don’t think have the contacts you might want or perhaps are in a business that’s not exactly symbiotic with yours.
Have you ever thought to do one-on-ones with those people as well? Spend the time to do one-on-ones with each and every active member of your network--it helps you develop a longer and stronger chain. Think of each person in your network as one of the links that lengthen that chain.
The wisdom of laying more chain to strengthen the ability of the anchor to hold strong is critical for the success of your personal network.
Another important aspect of this anchoring process is watching the first mate. Look for networking organizations with leaders who are qualified to signal the direction the chain is lying as the dynamic in your group changes.
These organization leaders should be able to signal what adjustments need to be made to ensure your network is pointed in the right direction. At one point during our tour, the first mate literally dove into the water to loosen the chain where it had become hooked on a coral formation. You need qualified people in your personal network who are willing to dive in to help lead a network in the right direction.
Starting this week, try to make the development of your "relationship chain" within your personal network your primary focus. I guarantee those relationships will be what anchor your business and your networking efforts in the long run despite economic fluctuations. The old adage that a chain is only as strong as its weakest link is just as true for a ship as it is for a business network.
By Ivan Misner
This summer, our family took a small-ship tour of the Great Barrier Reef near Australia. The first night we were on the ship, we noticed that the anchor used to secure our vessel in the middle of the Coral Sea was quite small compared to the size of the ship.
On the second night, very strong winds came up. Our captain started the engines and backed the ship up to let out more length of the chain connected to the anchor. Curious (and, I must admit, a bit concerned), I asked him how it was possible for such a small anchor to hold the ship in place with the winds blowing against it so strongly.
"It is the chain that is holding the ship, not the anchor," he informed me. After the anchor is lowered, the captain looks to the first mate, who signals from the prow the direction in which the chain is laying. The captain then maneuvers the ship into the right position and lets out the necessary amount of chain to hold the ship.
Well, I began to see how this dynamic was relevant to networking. The anchor of any good networking program is the system, the process of doing business through relationships. But it’s not the system or the process that has the strength--it’s the length of the chain (the relationships) holding the networking program in place!
As you take a look at the networking groups you may be participating in, think about the links, or relationships, you have formed with the individual members. How many links does your chain have? Do you have strong relationships with many of the other members of the group, or are you closely linked with a select few, but disconnected and detached from others?
So, how do you go about letting out more chain during times when the economic winds have strengthened against your businesses? I submit that it’s time to get serious about developing stronger relationships with each and every member of the networking groups you participate in. This includes people who you don’t think have the contacts you might want or perhaps are in a business that’s not exactly symbiotic with yours.
Have you ever thought to do one-on-ones with those people as well? Spend the time to do one-on-ones with each and every active member of your network--it helps you develop a longer and stronger chain. Think of each person in your network as one of the links that lengthen that chain.
The wisdom of laying more chain to strengthen the ability of the anchor to hold strong is critical for the success of your personal network.
Another important aspect of this anchoring process is watching the first mate. Look for networking organizations with leaders who are qualified to signal the direction the chain is lying as the dynamic in your group changes.
These organization leaders should be able to signal what adjustments need to be made to ensure your network is pointed in the right direction. At one point during our tour, the first mate literally dove into the water to loosen the chain where it had become hooked on a coral formation. You need qualified people in your personal network who are willing to dive in to help lead a network in the right direction.
Starting this week, try to make the development of your "relationship chain" within your personal network your primary focus. I guarantee those relationships will be what anchor your business and your networking efforts in the long run despite economic fluctuations. The old adage that a chain is only as strong as its weakest link is just as true for a ship as it is for a business network.
Saturday, October 17, 2009
Ask the Wrong Questions. Get the Wrong Answers.
The most important aspect of making a sale - is also a major weakness of every salesperson. Asking questions.
It's an enigma to me. Questions are so critical, you'd think it would be the topic of training every week. Yet salespeople are odds on favorites to have never taken one training program in the science of asking a question.
How critical? The first personal (rapport) question sets the tone for the meeting, and the first business question sets the tone for the sale. That's critical. Benefits of asking the right question? Good question.
Here are 10 benefits to make sales by:
(1) Quality the buyer.
(2) Establish rapport.
(3) Create prospect disparity.
(4) Eliminate or differentiate from the competition.
(5) Build credibility.
(6) Know the customer and their business.
(7) Identify needs
(8) Find hot buttons.
(9) Get personlal information.
(10) Close the sale.
Here's the challenge:
Get every prospect and customer to say "No one ever asked me that before."
Here are 8 questioning success strategies:
(1) Ask prospect questions that make him evalutate new information.
(2) Ask question that qualify needs.
(3) Ask questions about improved productivity, profits or savings.
(4) Ask questions aout company or personal goals.
(5) Ask questions that separate you from your competition - no compare you to them.
(6) Ask question that make the customer or prospect think before giving a response.
(7) Ask Power Questions to create a BUYING atmosphere - not a selling one.
(8) CRITIAL SUCCESS STRATEGY: To enhance your listening skills, write down answers. it prove you care, preserves your data for follow-up, keeps the record straight, and makes the customer feel important.
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