Category Archives: Management

The 5 Pillars Of A Millionaire Expert

Millionaire Expert Ross Kingsland

What Does It Take To Be A Millionaire Expert?

You are already an expert. You are already on a journey from where you are to where you want to be. Let’s quickly look at what has brought you to the position of expert already, these are the pillars from which you will develop your millionaire expert business, and it all starts with you.

1. Influence

You may already be an expert in your field, without influence your journey towards greater freedom and financial rewards will always be limited to your circle of influence. This means that if your influence only stretches to your immediate circle of friends and family your income will be extremely limited. Wider than that we may consider your influence stretches to your local city. Your income will only match the size of your catchment. Now if your influence is across the world, suddenly your message and income becomes greatly amplified.

Your income will match your circle of influence.

Fortunately with the digital age never has an opportunity for your expert positioning been more realistic.

Your influencing ability will be as powerful whether in conversation with a client one on one or to six thousand people in your conference. Each time you will connect on a deep level with people that will move them on their journey.

2. Passion

If you are not passionate about your subject matter do not demonstrate enthusiasm why would anyone be enthusiastic or passionate about you or what you have to say? Your expert subject should be your passion. Why would you want to devote your time and energy to become recognised as the “go-to” person, THE expert if you weren’t passionate about it?

Passionate leaders have passionate followers.

Would you buy something from someone who was bored about what they were selling? Very rarely.

3. Knowledge

Knowledge isn’t power, knowledge is potential power

Never underestimate your knowledge. Just because you know something doesn’t mean everyone knows the same information. It is your responsibility to be the expert on your subject. Our lives are limited in how much knowledge and information we can assimilate, understand and apply so we rely on experts to be our guides where our own knowledge is lacking.

However, knowledge will only get you so far. Unless acted upon knowledge remains academic, dormant but full of potential. It is only when knowledge is acted upon, when it is disseminated, when it is communicated does anything happen.

4. Psychology

Strategy is the road to success, psychology is your vehicle

Your psychology has often been overlooked as the key factor in the success of business success. In the Millionaire Expert space it is critical. A strong, healthy psychology will drive you to success, it is the defining factor in the longevity of your success, it is the biggest asset that you have at your disposal.

If your psychology is less than this, like cracks in a dam, the success of your business will start to drain away until the dam breaks, along with your business.

5. Marketing

Show me a successful expert and I’ll show you a successful marketer

Your income is directly proportional to your circle of influence. Growing that circle is marketing. Whether an internet viral hit through the TED talk series to quietly growing a market through nurture and respect, marketing is your ticket to joining the Millionaire Expert elite.

I trust that you will use these 5 Pillars to develop your own Millionaire Expert business.

Enjoy your journey

Ross

ross@inceptionbusinesssolutions.com

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How Do “Suck Ups” Damage Your Business And Career?

Suck ups in your business

  • Why do we hire the people that we do?
  • How do we get “suck ups” in our business in the first place?
  • Most importantly – what is the effect to your bottom line?

In working with many large organisations I always ask to see the documents that describe leadership or management behaviours that are expected. Typical examples include: “communicates a clear vision” or “helps people to develop to their maximum potential”.

I have yet to find one profile that includes “effectively sucks up to management”. Although, somehow, these people infiltrate organisations. While almost every company says it wants people to “challenge the system” and to “be empowered to express your opinion” and “say what you really think” there sure are a lot of performers who are stuck on sucking up.

Leaders say they don’t encourage sucking up – or do they?

Almost all the leaders I have met say that they would never encourage such a thing in their organisation. I have no doubt that they are sincere. Most of us are irritated, if not disgusted by these gluteus maximus kissers.

Which raises the question: if leaders say they discourage sucking up, why does it dominate the workplace? And keep in mind that these leaders are generally very shrewd judges of character. And yet they still fall for the super-skilled suck up. They still play favourites.

The simple answer: We can’t see in ourselves what we can see so clearly in others

I use this test with my clients to demonstrate how we all unknowingly encourage sucking up.

I ask a group of leaders “How many of you own a dog that you love?”

Big smiles cross the faces of the executives as they wave their hands in the air.. They beam as they tell me the names of their always-faithful hounds. Then we have contest. I ask them “At home, who gets most of your unabashed affection? Is it a) your husband, wife or partner, b) your kids or c) your dog?” More than 80 % of the time the dog is the winner.

I then ask the executives if they love their dogs more than their family members. The answer is always a predictable but resounding no.

My follow up question: “So why does the dog get most of your attention?”

Their replies are all similar: “The dog is always happy to see me”, “The dog never talks back”, The dog gives me unconditional love, no matter what I do”. In other words the dog is a suck up.

3 step process for finding out who is a suck up in your team

  1. How much do they like me? (I know you can’t be sure. What matters is how much you think they like you. Effective suck ups are good actors. That’s what fawning is: Acting)
  2. What is their contribution to the company and its customers? (In other words, are they A players, B, C or worse?).
  3. How much positive personal recognition do I give them?

What the 3 step process means to your business

What we’re looking for is whether the correlation is strongest between one, and three or two and three.

If we’re honest with ourselves, our recognition of people may be linked to how much they seem to like us rather than how well they perform. That’s the definition of playing favourites.

And the fault is ours.

We’re encouraging the kind of behaviour that we despise in others. Without meaning to, we are basking in the hollow praise, which makes us hollow leaders.

This quick self-analysis won’t solve the problem. But it does identify it – which is where change can begin.

For more information that would help the business performance of your organisation you can contact me at the following email: Ross@incpetionbusinesssolutions.com

Do You Fall Into This Trap When Trying To Influence Someone?

How Do I Negotiate Better

Have you ever had a situation where someone was committed that they weren’t going to move on something. No matter how many alternatives you suggested? It might be at work or it might be at home.

Him: We never go out anymore

You: Why don’t we go out tonight?

Him: Where were you thinking?

You: How about the cinema?

Him: Not really anything I want to see

You: Quiet drink at the pub?

Him: It’s a bit cold

You: How about a 2 for 1 meal?

Him: I’ve got to be up early in the morning

You: Fine! We won’t go anywhere then!
This is called the “Yes, But” Game. It goes nowhere and is a psychological game we all play. Unfortunately most of us get into this game when we are trying to influence or convince someone of something.

Why is this important?

This is one of the most common traps in a conversation that we can all find ourselves in without realising it.

I posted this on LinkedIn and many of the responses that came back focused around open and closed questioning techniques.

These work fine – to a point.

The reason is this – the example conversation has nothing to do with wanting to go out. It is started by the man who wants to reinforce his belief that they never go out.

If you fall into the trap of playing his “game” you will ultimately lose because the game you started cannot be won playing by his rules – in other words if you offer solution after solution you will eventually get exhausted of his excuses.

Step 1

The first step to get out of the loop is to have awareness that you are suddenly playing the game.

Step 2

Next immediately stop playing the game.

Step 3

Agree with their initial comment. It is very difficult to disagree with someone who is agreeing with you

Step 4

You now have two choices:

a)   Redirect the conversation by asking them how to solve the problem – this must be done elegantly so it is not noticed by the other individual

b)   Acknowledge their belief and then physically leave or change the conversation completely

For examples of where this example of negotiating has worked in corporate environments have a look here:

http://www.inceptionbusinesssolutions.com/Management.html

Best wishes

Ross

ross@inceptionbusinesssolutions.com

What Is Your 2013 Business Strategy?

2013 Business Goal Setting Ross Kingsland

2012 is nearly over. Some of us met our goals, some exceeded them and some can’t remember what they said 12 months ago. And now 2013 is fast approaching.

It is at this time that we reflect on how successful our business and lives have been over the last year.

Many will blame the economy. Some will blame circumstances in their lives. A handful will blame themselves.

One thing I do know through years of coaching and working with businesses is this. For many business owners, goals are nothing more than hope.

If it happens – “great”, if it doesn’t happen then the “maybe next year” mantra is rolled out.

And it is not because our intentions were anything less than good. We set out with a strong idea of where we want to be and where we are going – but something happens along the way. 12 months is a long time in business.

Some of us struggle, get caught out, rely on a “good” economy to keep our business going. The reality of business is very different. Unless you are adapting, flowing, continiously improving you will not achieve your goals.

Then there are a few who not only survive in a recession – they actually become more successful. I am fortunate enough to say that this is one of the business principles that my business is leveraged by. When a recession is here – we celebrate.

Here’s the truth about recessions: There are more millionaires created during a recession than at any other time of an economic cycle.

Why does this seem counter intuitative to your experiences?

The amount of money that is in the world has not been reduced, it is simply in someone else’s bank. This means that while one business may be struggling that same money is invested elsewhere.

So how do the millionaires succeed where other businesses fail? Strategy

Let me give you an example.

Imagine that you are about to set off on a car trip from Land’s End to John O’Groats. Would you simply get in the car, unprepared and set off driving without a map, checking the fuel or car condition? As an intelligent person I would imagine that you wouldn’t adopt this approach.

Instead what do we do? We plan the route with the use of maps, perhaps speak wtih friends who have done the whole or part of the journey, ensure you have fuel in the tank, check the tyre pressure and water levels, assess how long the trip will take and factor in your timescales.

Then you get in the car and drive. You know where your destination is and you know what roads and changes you need along the way to ensure you reach your destination.

Imagine this, even as you are driving in the dark with your headlights just showing a couple of hundred meters ahead of you – you know that you are still on the right path.

Why does this work? You had a specific outcome that you wanted to achieve and you planned how you were going to achieve it, then you made that decision to start the journey. And if, like me, the journey has not gone quite according to plan – did you stop and give up? You ask directions, get help – maybe even use the Sat Nav.

And then you finally arrive at your destination. You’ve been through some experiences to achieve it. But it was worth it in the end.

How can you use this for your 2013 Business Strategy?

Start today by writing down your answers these questions to develop your strategy

1. What specific goals do you want to achieve by the 31st December 2013?

2. What are your current resources and skills?

3. What resources and skills will you need to achieve your goals?

4. How can you get access to the resources and skills to achieve your goals?*

*remember: what got you here will not get you to your goal

5. How committed are you to achieving your goal on a scale of 1 – 10 (1 being not very, 10 being 100% committed, nothing will stop me!)

Everytime I ask the last question everyone says 100%.

If this is so then why do so many of us not achieve our goals? Lack of action and committment.

Whatever your goal make it a MUST not a WOULD BE NICE.

Many people talk about what they are going to do, few actually take action and do something. Be one of the 0.01% that seize the opportunity and make a decision to create the business that they want, on their terms.

So, when would now be a good time to make your decision?

 

In friendship

Ross

ross@inceptionbusinesssolutions.com

 

I HAD To Share This With You – What To Avoid When Presenting To Your Board

I’ve recently read some well intentioned advice from mentors, coaches, experts and gurus who have all come from similar positions.

They are hired to go into organisations and advice buisness owners on what they need to do to take their company to the next level in whatever skill set that may be. I saw one consultant offering advice to a marketing executive who was trying to convince his MD about the value of marketing. It read:

“…….ask him where he spends his money: whose shirt is he wearing, which car does he drive, who does he bank with, which airline does he use, which is his favourite restaurant, which phone is in his pocket, which gym he goes to, what laptop does he use and so on.

Then ask him why, and if he says anything like I feel good in them, it’s cool, it’s convenient, it’s cheap or luxury, the people are friendly, the product does what it’s supposed to, I keep going back there because they know me – that’s all Marketing.

If that doesn’t work, ask him where next year’s new and returning customers are going to come from if there’s no communication outwards or brand building, no understanding of what value you’re offering at what price, no product innovation and no understanding of what it’s really like being a customer”

This was painful to read.

Imagine if you were the MD receiving these questions from a marketing executive who is basically calling you an idiot.

So, why is this approach so ineffective? It starts from the position that you are right and he is wrong about how to run his business.

And no one likes to be told they are wrong. But everyone does have self doubt on something in their lives. It’s natural. It’s what keeps us moving forward trying to find ways to improve and be more efficient.

How can we reposition this that will be eloquent?

FIrst off we need to start from the position that they are fine as they are, in whatever they are doing. They do not need to do anything to their business if they do not wish to.

Everything in the world has a cause and effect. If you do X then Y will happen. If you do nothing then Z will happen.

If the MD decides to invest in marketing (X) then sales / brand awareness / customer loyalty etc (Y) will increase. If the MD does not decide to invest in marketing then it is possible that you will lose sales, brand awareness will decrease, customer loyalty will fade (Z).

As soon as you become emotionally attached to the situation your judgement becomes clouded and the most effective action to achieve the goal may not be pursued.

With the example above, what was particularly interesting was that the conversation was about what the marketing executive wanted to do – not what the business needed or wanted to do.

If you were the MD how would you feel?

I emailed the maketing executive separately to give some caution to the “well intentioned” advice from the “expert” to consider his approach to influencing a a senior executive. Watch this space.

For more non positional influencing strategies I recommend I’m Ok, You’re Ok by Thomas Harris available at amazon.com

http://www.amazon.co.uk/Im-Ok-Youre-Thomas-Harris/dp/009955755X/ref=sr_1_1?ie=UTF8&qid=1352991286&sr=8-1

Test: How Far Will You Or Your Business Grow?

One of the most frequent questions that I am asked in my group coaching, workshops and talks is this: Why can’t I grow my business or career – I’m stuck!

Rather than try to give an answer for the individual I ask everyone to do this quick exercise to find out what’s happening.

Every time people do this they discover the key piece that is missing from the puzzle.

This literally takes 3 minutes.

One Rule: Be honest to yourself and Dont read the Correct Answer until you have answered the question

  1. Get a pen and paper
  2. Look at the island at the top of this post. You have given permission for me to take you to this island. Let me tell you a little about the island. It’s warm and sunny with the perfect temperature for you. The sun’s out, there are no animals on the island, it’s a very non-threatening place. If you could imagine a place that you could want to go to, this is where you would want to go. That’s the island.
  3. You’ve given me permission for me to take you there.
  4. Now, there are some rules about going.
  5. I promise to bring you back in 15 minutes, so don’t get nervous about being left on the island.
  6. I would like you to leave your religious beliefs behind. Not that those beliefs are not important or that they add value but for the purpose of the exercise I would like you to put those beliefs to the side for one moment.
  7. I would like you to go to that island and I would like you to sit down on the sand with the waves just in front of you lapping at the shore.

Here’s the question:

  1. I would like you to leave all of your roles in life behind. Leave them with me for 15 minutes. This means that you are no longer a father, mother, son, daughter, brother or sister. You are no longer a person who is employed, managed, directed or has any responsibilities. You are not a person who has achievements or accolades. And remember you can have them back in 15 minutes.
  2. And while you are on the island, sitting there by yourself I want you to rate what is left. In other words, what is left as you are alone on the island without your roles to define you.
  3. I’d like you to take a look at yourself and put a rating on a 0 to 10 scale. 0 being without your roles in life you are completely worthless and 10 being without your roles in life you are of great value and there is the scale inbetween. When you have that number write it down.

The Correct Answer:

………………….

………………….

………………

………….

…..

..

.

.

.

.

.

.

Everyone is a 10

If you put anything less than 10 what’s happened is, is that you have been programmed, conditioned and influenced by the world to believe that you are less than 10.

What you rated just now was your own self identity and self esteem. All that was left on the island once all your roles are gone. So many of us believe that our value is the roles that we have in life. But the  point is this, you came in without any roles and your leaving without any.

Why is this important to you?

The number that you have written down determines the rest of your future business, career and happiness. Big claim right?

How can you use this?

Let’s say you wrote down a number of 5 and you are hoping to progress to a job that is, from your perspective, a 7. All the time you are preparing for it the 5 in you will be saying “you’re trying to be something you’re not” or “you could never do that job” or “you’re not worth that much money” or something else.

Conversely, if you rated yourself as an 8 and are in a job that you perceive as a 5 then you are coasting, and if you are not already, you are probably bored.

This affects you in looking for new jobs or your business also. If Mavis the cleaner loses her job she will probably go and look for another cleaning job, if Donald Trump lost all his millions he would be working to get back to that level as soon as possible.

It’s all a matter of understanding what your self identity is as a starting point, where you want to get to and then developing and implementing a strategy to take you there.

The ideal: You rate yourself as a 10 and you see the job that you are doing as a 10.

It is incredibly rewarding when you make these breakthroughs and I hope this post has helped you towards it.

The Master Key To Succesful Sales

I learnt this master key when I first started out in sales as a store assistant at my local Clarks shoe shop.

I was about 15 and had started in the Men’s section. I had no idea what I was doing. Sales training for Saturday staff didn’t exist back then and my results spoke for themselves.

It got so bad that I was called into the managers office one day and told that if my sales didn’t pick up soon he was going to have to let me go. This was a kick in the guts and I was determined to be the best sales person they had ever had.

So I went back on to the shop floor and was even more enthusiastic, even more helpful, even more “salesy” – and my sales dropped even further.

I was devastated. My dad picked me up one day from work and we got chatting about my ineptitude at sales.

“Son, you have to realise one thing. If a customer loves their shoes why would they want to buy a new pair?”

And that was one of those light bulb moments that we’ve all had. There was nothing “wrong” with their shoes, so why did they need a new pair?

I went back to work the following weekend and worked this into my sales patter – “Sure is hot out there today, you must be hot in those shoes?”, “You’ve got a job interview on Monday? First thing an interviewer looks at is the quality of your shoes”, “I turned my ankle on a trek because I didn’t have the right walking boots, has that ever happened to you?” (obviously these are examples thrown in during the conversations).

And that day I was second in the store for total sales. The following week I lead the store in sales. And from that day on I was the leading sales person in the store for 4 years. All thanks to that one piece of advice.

An undisturbed prospect will not buy.

I will caveat this master key with one thing – you cannot overtly “disturb” them through any form of emotional statements. If you do this and they pick up on it they will very quickly turn on you and you will lose the sale. Instead help them to uncover that they have this pain and that only your product or service can bring them relief.

Check out my other blog post “the New ABC of Selling” that has a little more about questioning techniques.

What Can Sherlock Holmes Teach Us About Office Politics?

“Politics” is rampant in every organisation and it always will be.

Sometimes it is calculated, sometimes it is unconscious but why does it happen at all and is there any way of managing it?

“You see, but you do not observe” (Sherlock Holmes) A Scandal in Bohemia, 1892

As CEO’s or leaders within companies it is critical that we are able to observe what is really going on within our organisation to ensure that we are not only presented with the “facts” that we want to hear.

The reason that organisations have politics and always will is because people are trying to get their needs met. It has nothing to do with you or the company.

Suppose we look at the banking industry. Would it be unreasonable that this greed for making more and more money at the expense of ethics is born out of a desire to be better than someone else – and in that industry the bonus was the measure. Their needs were significance. Can you imagine this person as a child? What they may have been like? Highly competitive?

Or what about the person in the company who is blaming other people when things go wrong and taking credibiltiy of other people’s successes (the are strongly linked)?

And the reason that we are all conditioned to have certain needs and behave in certain ways is because when we were children it worked with our parents so our subconsious brain makes the link that this works, why stop doing it?

How Much Of Your Time Is Wasted With Internal Politics? And What Do You Do About It?

Personal Agendas Ruining Growth?

Particularly in larger organisations, internal politics can dominate the board rooms as machiavellian games are played out by individuals – often unwittingly. The question is, how much time, money and resources are wasted as a result.

Do peoples personal agendas and “baggage” often cloud the situations and lead to conflict when a more swift decision and agreement is needed?

It is very easy for leaders and managers to say that “we are all heading in the same direction” however, in reality this can be a much more difficult goal to achieve. There are several reasons for this. Most stem from the fact that we all have our own reasons for going to work in the first place. We all have deep psychological needs that we are trying to meet through our job and how we accomplish it.

Where conflict arises is where their needs arent being met and so they retaliate. Bear in mind that this is all happening on a subconsious level.

So i’m interested, how have you manged to reduce conflict in the board room?