9 Lies Holding Your Business Back

"I never, ever thought of myself as a businessman. I was interested in creating things I would be proud of."

- Richard Branson

6 years ago I decided to become a business coach. I thought I needed to go somewhere and get trained on how to be a coach. I had 35 years of business experience with 2 Fortune 1000 companies and a small $40 million dollar business which we took public, sold to our largest customer and then as part of the Executive Management Team we bought it back.  

Over that career I was a salesperson, sales manager, corporate sales trainer, product manager, Director of Marketing, VP of Marketing and New business Development and GM of a division.

I still needed a coach to help me become a coach. Steve Chandler fit that bill for me. It all started with his book "9 Lies That Are Holding Your Business Back". I was hooked and attended his 2 week coaching school and have followed him and learned from him ever since.

I thought a business coach was 80% the "how-to" of business: the numbers, the marketing, the selling, and the HR stuff. Boy was I wrong. Success as a business owner is 20% the how and 80% about how we think and act.  

You see, self-limiting beliefs hold us back. Lies hold us back. Listen to this 43 minute audio and see for yourself - here is the truth that will set you free.

• I just need to know how to do this.....
• All I need to do is get my name out there.....
• Experience is a benefit.....
• I Am a Victim of Circumstance....
• You have to have money to make money ...
• You Have to Be Tightfisted....
• Customers Are Hard to Figure....
• Lowering Prices Boosts Business.
• Can Do This on My Own....

It is 43 minutes that will make a difference for you.

All the best, 

Rick Wallace

Practice Makes Perfect

"The recipe for perpetual ignorance is: Be satisfied with your opinions and content with your knowledge."

-- Elbert Hubbard

The following is from Steve Chandler:

One of the things people always tell you growing up is, "practice makes perfect."  Well, practice doesn't make perfect if you're practicing the wrong thing; it just reinforces the wrong way to do it.  

To succeed in business, you need to WAKE UP! Wake up to what works. What works is not a secret! It's not some intangible quality some people have and some people don't. You can learn to be successful in your business. It is teachable and learnable, and there's nothing mysterious about it at all.

That's a vital factor in your deciding to succeed. You must realize that if there are literally millions of millionaires, then the way to do it can't be all that mysterious.

But here's what stops most people: they personalize their failures. The minute their business gets frustrating, they wonder about their personal worth: do I have what it takes? People are soon making up all kinds of wild, untrue things about successful people. They think they have strange, unusual willpower and drive. They think they are lucky and connected. They think things that drive them deeper into low energy and low self-esteem.

Do not make up negative things about yourself if your business is struggling. It is not about you and your qualities. It is about your choices and level of understanding. Once you reach a new level of understanding about how businesses succeed, your business will also succeed. No matter who you are and what your genetics are and how your parents treated you. You can do this. But, you must choose to do it. You must decide to commit to it, and raise your level of consciousness and understanding, or it won't happen.

From Me:

I see it a lot with clients. Too many people have self-limiting beliefs that are not true, expectations that are based on their little world and thus lack the courage to choose the right actions. They spend too much energy and focus on blaming others. You cannot solve problems unless you take ownership of them. There are better ways to do things, but you first have to take action. Choose to not only seek those better ways, but the courage to implement the changes to better your company and your life.  

All the best, 

Rick Wallace

Turn This Ship Around

"Focus your messages on the results you expect, not on the methods for doing the job."

-- Marty Brounstein, communications trainer

I have been searching for a way to communicate the message and story of the book I just finished "Turn this Ship Around" by David Marquet Captain - Retired, of the USS Santa Fe nuclear submarine.

This 10 minute video does the trick. If you want to know how to coach your team to think like owners, be creative, love their jobs, be accountable for results, then watch and listen to how he did it with a ship full of sailors with low morale, terrible ratings and terrible attitudes. He turned it into the best nuclear sub in the Navy with the highest re-enlist rates (sailors and officers signing up for another hitch) of any ship.

How: He stopped giving orders/stopped answering questions. He told them the results he wanted and had the crew say out loud, "I intend to...", before they took action. It works for my clients too.  

http://www.youtube.com/watch?v=OqmdLcyES_Q&feature=youtu.be 

Inno-Versity Presents: "Greatness" by David Marquet

All the best, 

Rick Wallace

Coach Your Team - Don't Manage It

"People often say that this or that person has not yet found himself. But the self is not something one finds. It is something one creates."

 

-- Thomas Szasz, Psychiatrist

That's right - we all need to wake up to the fact that the old beliefs about managing people in business are just not very effective. We need to learn to coach them. Coach and lead the business like a great professional sports team. No more, annual reviews, no more focus only on the numbers and push and cajole the team to achieve them. Instead focusing on having the best talent in every position and focus on making each individual the best they can be. Focus on coaching in practice, not managing i.e. showing people how to do things in the heat of the game.  

Listen to this 5 minute audio, which is Part 2 of how to build a team of people who are accountable for results - not just for being busy.  

(If you missed it last week, Part One is Stop Answering Questions. Check it out here.) 

All the best, 

Rick Wallace

Stop Answering Questions - Build the Team you want

"Don't tell people how to do things, tell them what to do and let them surprise you with their results."

-- George S. Patton, US Army General

Do you feel like the place couldn't run without you? Too many interruptions and questions and fires to put out? Does it seem like there is no time to focus on the business and making it better?

What you need is a team that is accountable for results, not for being busy. People that don't need to be managed and babysat all day.

Did you know that you have created this situation and every day you continue to feed the beast and reinforce behavior that is just the opposite of what you want to see? It is not your team's fault, it is all about you.

I see this with clients all the time. Too busy, business depends on me to work, or they can't get everything done because of the interruptions and questions.

Solution --- stop answering questions. Yes - stop answering everyone's questions. Listen to this 5 minute audio that will change the way you lead and create the behavior in your team that will solve the issues above.

The next 2 weeks I'll share 2 more parts of the puzzle in short audios. 

All the best, 
Rick Wallace

Why You Should Be Defenseless

"I absolutely believe that people, unless coached, never reach their maximum capabilities."

- Bob Nardelli, CEO Home Depot

"The most expensive thing a person can own is a closed mind." - Don Hutton

From Seth Godin:

The opposite of 'defenseless'  

It might be defended, or defensive.

If you're asking for feedback or coaching or an education, neither of the above are going to help you very much.

The person who has ideas that are well defended isn't going to be able to listen carefully for the lessons that can help him change those ideas.

And the person who is defensive not only won't hear the ideas, but he'll push away anyone generous enough to share them.

Defenseless is the best choice for those seeking to grow.

All the best, 

Rick Wallace

On Making Money

"What we fear (hate) doing the most is usually the thing we should most be doing."

- Anonymous  

From Steve Chandler: 

One day I was down and out. I was low. I decided to book a session with my coach. I told him I wasn't making enough money.  

 

He said, "You want to know a surefire formula for making money that always works?"

What was I going to say, "No"? Of course!

"Find someone with a problem," he said, "and solve that problem for them." 

I have lived by that formula ever since. I have found that it is not hard to find someone with a problem. That would be anyone you'd run into, wouldn't it?

The simple things are the hardest to learn and incorporate, because our minds are
conditioned to take simple things and add drama and emotion and self-doubt and false beliefs and deep confusion and fear to every challenge. 

All the best, 

Rick Wallace

Your Brain on Multitasking

"Every result in your life and in your business has a system that is perfect for creating it. If you want to change a result you have to develop a new system."

 - Steve Chandler

What Multitasking Does To Your Brain

By: Drake Baer

In case we needed another reason to close the 15 extra browser tabs we have open, Clifford Nass, a communication professor at Stanford, has provided major motivation for monotasking: according to his research, the more you multitask, the less you're able to learn, concentrate, or be nice to people.

Our brains are plastic but they're not elastic.

For a case study, turn to your nearest broadcast news station (and don't say Fast Company didn't warn you): if the talking head on the screen is accompanied by a "crawler" at the bottom blurbing baseball scores and the day's tragedies, you'll be less likely to remember whatever the pundit is saying. Why? Because, research shows that the more you're multitasking, the less you're able to filter out irrelevant information.

As Nass told NPR, if you think you're good at multitasking, you aren't:

. . . We have scales that allow us to divide up people into people who multitask all the time and people who rarely do, and the differences are remarkable. People who multitask all the time can't filter out irrelevancy. They can't manage a working memory. They're chronically distracted. 

They initiate much larger parts of their brain that are irrelevant to the task at hand. And . . . they're even terrible at multitasking. When we ask them to multitask, they're actually worse at it. So they're pretty much mental wrecks.

Multitasking rewires our brains.

When we multitask all day, those scattered habits literally change the pathways in our brains. The consequence, according to Nass' research, is that sustaining your attention becomes impossible.

"If we [multitask] all the time--brains are remarkably plastic, remarkably adaptable," he says, referencing neuroplasticity, the way the structures of your brain literally re-form to the patterns of your thought. "We train our brains to a new way of thinking. And then when we try to revert our brains back, our brains are plastic but they're not elastic. They don't just snap back into shape."

How it Affects Our Work

As James O'Toole notes on the strategy+business blog, the dangers of multitasking are as multifarious as they are nefarious.

Multitasking stunts emotional intelligence: Instead of addressing the person in front of you, you address a text message.

Multitasking makes us worse managers: The more we multitask, the worse we are at sorting through information--recall the broadcast news kerfuffle above.

Multitasking makes us less creative: Since attention is the midwife of creativity, if you can't focus, that thought-baby isn't coming out.

My Experience:

This is why the practice or habit of blocking time on your calendar, committing to that time, focusing on one Rock/Task/Action for that hour produces 3 times the results of multitasking. It seems you will also be nicer!

All the best, 

Rick Wallace

The Art of No

"You can do anything -- but not everything." 
 - David Allen

"It comes from saying no to 1,000 things to make sure we don't get on the wrong track or try to do too much.

- Steve Jobs  

The great time management guru David Allen has nailed a profound truth here. We don't have time to do everything we want to do today. If you have any kind of success at all going on in your life, that will be your reality: more to do than time allows. Celebrate that. Then go warrior on your list and DELETE and/or DELEGATE as many items as you can. It's what you say NO to that creates your focus and pathway to an invented future. Not what you keep saying YES to all day in a vain attempt to please others and get them to like you and think you are accommodating. Accommodate the future.

Live well and prosper,
Steve Chandler

My Experience
You can't find the time to do important things that will create your future and help you reach your goals - you have to make the time. Say "no" to many things and block hours during the week to commit and focus your attention to Rocks/Important things that will move you and your company along. Treat these appointments with yourself like they are with your biggest customer and don't move them. Why do you get so much done on a Saturday morning? Because you can focus and work uninterrupted. Like my attorney client Chuck Beinhauer said, "I've got it now, I now make Tuesday morning my Saturday morning."

All the best, 

Rick Wallace

69 Percent of Employed Are Job Hunting

"The best people are working for someone else."  

I don't know who said that but they are 95% right. He/She who have the best people have the best company.

"Best" means they not only have the right skills but share the culture, core values and core purpose of your company as well as are accountable for results, not simply being busy.

Survey: 69 Percent of Employed Are Job Hunting
So this survey cuts both ways - 69% of your people are open to a move. The best may be looking because you let the others get by and they see it every day and ask themselves "why doesn't the boss do something about them?"

But it also shows that there are people out there, that if you are always recruiting, are willing to go on your Virtual Bench and be there when you are ready to hire. Keep your eyes and ears open all the time. Block an hour a week to doing something that involves recruiting "A Players" for your bench.

If you have a bench of "A Players" ready, it makes it a lot easier to let the "C Players" you have now go. You can replace them knowing you don't have to do a recruiting blitz, something that takes a lot of time, we dread and usually rush to get a body on board.  

Write down each of your employees names and ask yourself the Netflix question:

If he/she walked in tomorrow and said they were leaving in two weeks to go to work for a competitor, "how hard would I fight to keep them?"

I'll bet it would be a relief to you if one or two did that. If so they need to be replaced but you probably don't do it because you think about having to find someone else and you dread recruiting. Do it a little at a time - always be recruiting - will solve this issue and 69% of the people employed are open to a change.

Survey Results

75% of working-age Americans are "job seekers" - they're currently looking for or open to a new job - according to an online survey of more than 2,100 people by the hiring software company Jobvite.  

Among the employed respondents to the 2012 Social Job Seeker Survey, 69 percent said they were either "actively seeking" a new job or "open to" a new job. That number is up from 61 percent in Jobvite's 2011 survey.  

"Job seekers ... intuitively know that the best opportunities are found through people, not search engines," Finnigan told Forbes. "As social networking has become a core part of our cultural dynamic, we are continuing to see more and more job hunters taking advantage of a vertical they are comfortable with in order to find work."

All the best, 

Rick Wallace

Why Profit is a lot like Sex

Why Profit is a Lot Like Sex

By Peter Rowe

Profit is a lot like sex. Everyone thinks there's a lot more of it than there really is - and that someone else is getting their share. And that's just among business owners!

 

What do your people know about profit?

Many employees have even more bizarre ideas about profit. Those range from the downright naive who think that "sales income" and "profit" are one and the same, to the relatively educated who think they know how much profit their enterprise makes but are unaware of (or ignore) the less obvious cost factors that must be met from it.

Those cost factors include depreciation, interest, taxation, finance, amortisation and accruals, all of which draw from initial profits and must be accounted for to arrive at a true measure of what the business actually made over and above the sum total of all of its costs.

Even when the relatively sophisticated know the true profit figure, it is unlikely that they look at it in the context of its destiny: to be retained by the enterprise for its future expansion, safety, or security; or to be disbursed to its shareholders as dividends in exchange for the use of the capital they provide to allow the enterprise to exist and function.

Profit matters because, in the game of business that as leaders we ask our people to play with us, our profit is our score for the game! It's the proof of how well we are playing! So, if you want your people to play their best, would it not be wise (preferably at some early point in the game) to educate them to understand the score so that they can protect and promote it on a day-to-day basis?

Planning for profit

Why might such a day-to-day focus be important?

Because profit is generated on a day-to-day basis, and it is eroded on a day-to-day basis. If there is an inadequate level of day-to-day profit awareness among your people, then a profit is unlikely to accidentally materialise on a Profit and Loss statement at the end of a month, quarter or financial year.

If profit is not planned, monitored and protected, it seldom just happens - and never happens consistently!

So, how do we build a sufficient degree of profit awareness into every one of our people without making the enterprise, and the roles and activities within it, "just about the money"?   

Educating for profit
We could start by educating our people about just what profit is so that we can have an open, informed and intelligent discussion about our joint responsibility to generate one!

If this is a little radical - if you feel a little exposed or threatened by the prospect of your people knowing how much your enterprise is making - it may help to realise that in the absence of correct information or real data, your people are going to make it up anyway! They will come up with their own ideas as to what the enterprise is making, and those ideas are usually way north of the actual amount that the enterprise makes.    

So what? What harm can come from uninformed speculation?

Quite a lot, in fact, for if people feel that their enterprise is already profitable enough (by their often-modest standards), then they are unlikely to feel motivated to put in the extra effort or to do the extra yards. "After all, we're doin' alright, aren't we?"

Even worse, if, in their unknowingness, they think that the enterprise is unacceptably profitable by their measure! That has the potential to introduce doubts for them about the ethics, fairness or social values of the enterprise, and it can seriously erode their motivation and performance.

How to Teach about Profit

By Rick Wallace

The first step is to get your team together and hand out a piece of paper and a pencil to each person. Ask them to write on that piece of paper the % of Net Profit - the profit we earn here before we pay taxes and interest to keep it simple.

Take up the papers and read them to the group - from my experience most everyone will be north of 30%.

Now show them the real number for your last 12 months. Let's say it is 10% and you sold $1 million dollars for the purposes of this exercise. Your cost of goods sold was 55%, your labor costs were 23%, your expenses were 12%.

Now hand out $1 in change to everyone in dimes, nickels and pennies that will allow you to match the up with the next step.

Tell them that that $1 represents our sales last year.

Then ask them to give you 55 cents back. Explain that is what it costs you to buy the things you sold. Cost of Good Sold.

Now ask them to hand you another 23 cents. That is for the salaries, benefits, etc. Your total cost of labor.

Now ask them for another 12 cents. This is for the heat, rent, supplies, etc. The operating expenses.

Now they have 10 cents left. Ask them to give you 4 cents back for taxes.

Now they have 6 cents left. Ask them to give you 3 cents for the new trucks and computers you bought last year.

Now ask then to give you 2 cents for the interest you pay on the line of credit.

They have 1 cent left - we have to put that in the bank to try and build up some money so we don't have to use the line of credit next month.

Of course your numbers and situation will be different but I think you get the drift. It is easy to do and you will see a much different attitude about the business from the team going forward.

Next step - begin to show them how what they do individually everyday effects the profit of the company.

 

All the best, 

Rick Wallace

Are Sales Commissions Really A Winning Strategy?

"I have never worked a day in my life without selling. If I believe in something, I sell it, and I sell it hard."

- Estee Lauder

 

Below is an excerpt from the book, To Sell Is Human, by Daniel H. Pink:

Some things in life we know are true. The sun rises in the east and sets in the west. A body in motion will remain in motion unless acted on by an outside force. And the best way to motivate salespeople is by offering them commissions.

Well maybe like Jim Rogers says, "It is when everyone knows something is right that it turns out to be wrong."

So it is with Commission = Sales.  

Everyone knows: Salespeople are only incented by money and the more they rely on commission, the more they sell!

Not so fast. New scientific and practical studies have found this not to be true in most cases.  

1. Commissions can actually retard sales - 90% of people have a point where more money is not a motivator. They reach that level of earning and time off, family and free time are more important than more money so they slow down and sell less.
2. Teamwork is what we want and traditionally sales has always been the problem. Everyone knows the sales people get commission and become jealous every time a big order comes in. Commissions are the cause of a lot of friction and the main deterrent to teamwork in your company.

But what if we're wrong, at least about that last one? What if paying salespeople commissions is rooted more in tradition than logic? What if it's a practice so cemented into orthodoxy that it's no longer an actual decision? That's what a handful of companies have begun discovering. To the surprise of many, these firms are showing that commissions can sometimes do more harm than good - and that getting rid of them can open a path to higher profits.

Though this may seem counterintuitive, scientific research on human motivation backs it up. For the past 30 years, a group of social scientists around the world - from pioneers like Edward Deci and Richard Ryan, at the University of Rochester, to a new generation of scholars such as Adam Grant, at the University of Pennsylvania's Wharton School - have articulated a more subtle view of what motivates people in a variety of settings, including work.

One of their findings is that the effectiveness of motivators varies with the task. In particular, they have discovered that contingent rewards - I call them "if then" rewards, as in "If you do this, then you get that" - work well with routine tasks social scientists dub "algorithmic." Think stuffing envelopes quickly or turning the same screw the same way on an assembly line. The promise of a reward, especially cash, excites our attention, and we focus narrowly on getting the job done.

However, those same "if then" rewards turn out to be far less effective for complex, creative, conceptual endeavors - what psychologists call "heuristic" work. Think inventing a new product or working with a client to tackle a problem neither of you has confronted before. For those projects, you need a broader perspective, which, research shows, can be inhibited by "if then" rewards.

That leads us back to sales. In the middle of the last century, selling was fairly simple. Memorize your script, open your sample case a certain way, fire back standard responses to predictable objections - and do it over and over again until the law of averages works in your favor.

Today, though, the transactional aspects of sales are disappearing. When routine functions can be automated, and when customers and prospects often have as much data as the salesman himself, the skills that matter most are heuristic: Curating and interpreting information instead of merely dispensing it. Identifying new problems along with solving established ones. Selling insights rather than items.

Mitch Little began questioning the received wisdom on sales commissions in the late 1990s, shortly before he became vice president for worldwide sales and applications at Microchip Technology, a large semiconductor company headquartered near Phoenix. He oversaw 400 salespeople whose compensation plan was the industry standard - 60% base salary, 40% commissions.

"That made sense 40 years ago, when the Fuller Brush salesman went door-to-door," Little told me. "But the world of business-to-business sales has shifted fundamentally." So in an act of sacrilege for a onetime sales guy, Little killed commissions altogether. He established a new plan in which salespeople received 90% of their compensation in a high base salary, and the other 10 percent was linked to corporate (rather than individual) measures such as top-line growth, profits and earnings per share.

The result? Total sales increased. The cost of sales stayed the same. Attrition dropped. Retention rose. And today Microchip, a $6.5 billion public company, still maintains its commission-free 90/10 system - not just for its sales force but for almost everyone who isn't an hourly worker, including the CEO and Little himself. Its alternative compensation scheme is one reason Microchip has long been one of the top-performing companies in the semiconductor industry, ringing up 86 consecutive quarters of profits.

Neil Davidson, the co-founder and co-CEO of Red Gate Software, in Cambridge, England, followed a similar path. In 2009 he eliminated commissions for his sales force, replaced them with healthy base salaries and a generous benefits package, and proceeded to watch sales climb. Last year even a stalwart like GlaxoSmithKline joined the club, scrapping commissions for its fleet of U.S. pharmaceutical representatives.

Should every company forswear sales commissions? No. But simply challenging this orthodoxy helps us recognize that selling today is sophisticated, complex work - and that the people doing it therefore require incentives beyond a dangled carrot.

Daniel H. Pink is the author of four books about the changing world of work. His book, "To Sell Is Human: The Surprising Truth About Moving Others", was published in January 2013. Copyright 2012 Harvard Business School Publishing Corp. This article first appeared on Leading Company.

 

War For Talent

"The standard you walk past is the standard you accept."

 -Australian Army Chief  

The truth about the war for talent.  

It's more of a skirmish, actually.

Plenty of recruiters and those in HR like to talk about engaging in a war for talent, but to be truthful, most of it is about finding good enough people at an acceptable rate of pay. Filling slots.

More relevant and urgent, though, is that it's not really a search for talent. It's a search for attitude.

There are a few jobs where straight up skills are all we ask for. Perhaps in the first violinist in a string quartet. But in fact, even there, what actually separates winners from losers isn't talent, it's attitude.

And yes, we ought to be having a war for attitude.

An organization filled with accountable, honest, motivated, connected, eager, learning, experimenting, ethical and driven people will always defeat the one that merely has talent. Every time.

The best news is that attitude is a choice, and it's available to all. You can probably win the war for attitude with the people you've already got. And if you're looking for a gig, you'll discover that honing and sharing your attitude goes a lot farther than practicing that "woe is me" violin song all day.

Seth Godin

All the best, 

Rick Wallace

Why Bigger Isn't Good Enough

"The only way to predict the future is to create it."

 -Peter Drucker

 

Over the past few weeks, I have had some interesting conversations with clients about the perks of success.

One told me, only half-jokingly, he felt guilty when the monthly personal income from his business started to push past $6,000 a month. Another told me that she felt guilty she wanted a really nice car (and then went out and bought one).

The first client's business does about 4 million in annual revenues and employs about 30 people. The second does just under 1 million and employs about 35 people. Both owners work 70 - 80 hour weeks, and have gone through periods of staggering stress. Like most of my clients.

So should they feel guilty?  

My response to the first client sums up my take on the real issue at hand:

"The personal income is only a part of the hesitation. The bigger part is simply conceiving of what a 'big' or 'successful' business looks like so you can shoot for it. Most people don't grow because they are afraid of growing. They refuse to consider it in realistic terms. So they stay stuck for years."

Let's get over that.

The first pre-condition for being successful in a small business is not customers or employees or anything else. It is your imagination. If you can't wrap your head around what 'big' could look like, it is highly unlikely you are going to get there.

Here is what big is really all about.

Measuring what matters. We have enough stuff. The money and the cars and the holidays are nice, but they are not why we work so hard to grow.

What matters most is your ROI: the return on the investment of your life. As time goes by you should be having more fun, not less; spending more time with friends and family, not less; pursuing your passions i.e. doing things that you love to do, that add the most value, your core purpose, your WHY, not doing the day to day firefighting. You should be leading, not having to manage everything.

You can't get "BIG" until you come to grips with the fact you can't get bigger without building a Team that is accountable for results and one that you trust to do the right things, right.

Where are you at in this continuum?

Does the business still rely on you to work or does the business work for you? Do you have a job or do you own a business that has some real value?

My coach Steve Chandler says "Every result (bad or good) in our life and/or your business is created by a system that is perfect for creating that result. If you want to change the result you have to change the system."

 
What systems do you need to change?

12 Frustrations of A Business Owner

"The biggest human temptation is to settle for too little."

 -Thomas Merton

 

Do these sound familiar?

1.    The business just depends too much on me

2.    I'm just too busy to really work on the things that will help the company succeed

3.    I'm worried about cash flow, but don't know what to do to improve it

4.    We are not as profitable as we need to be, but I don't know what to do to improve it

5.    No one seems to be accountable for results, but everyone is BUSY

6.    I'm always reacting, no time to be proactive or think

7.    My marketing isn't working

8.    I'm unsure whether I have the right/best people in place

9.    I know what to do in many cases but we can't seem to follow through and execute the good ideas we do have

10. I don't seem to have any focus, jumping around/ putting out fires

11. I know I need to set goals and measure them but I seem to just settle for accepting the results we get each month.

12. I feel like I need to be a better leader but what does that mean

Do you feel like a victim of all these frustrations?  

Do you, like most people, just settle with what you have? Settle for being frustrated, working 45+ hour weeks and then spending the rest of your waking hours worrying and thinking about the business.

You don't have to settle for the status quo.

Learn how The Leadership Matrix, a process that tackles these frustrations head on, can provide you with a process you can use to take you and your company to the next level.

Simply go to this link to learn how this proven process can turn you into a world class leader and your team into accountable individuals who follow through and get results.

Watch and learn.