I’m still reeling, but I think I’m beginning to recover.

I am also inspired beyond belief.

Last week I was honored to host the TAB Texas Synergy Conference, a truly unique, three-day event that was likely the largest assemblage of successful business owners in the history of our great state.  The North End Zone of Darrell K. Royal Stadium was stuffed to the gills with the most talented CEOs in Texas.

The energy was electric, the speakers were phenomenal, the peer learning was abundant, and the sharing was unprecedented.

Every year, I visit with hundreds of business owners and sit in dozens of CEO board meetings, but it is difficult to describe the magic that occurs when you consolidate this much brainpower, innovation, thought-leadership and business expertise in one place at one time.  True Synergy.  1 + 1 + 1 + 1 = 1,000.

I came away from the conference energized and optimistic. 

Energized to apply all of this new knowledge and wisdom to help our clients grow and to take my own four businesses to the next level. 

Optimistic in the future of Texas. Despite the economy, political climate, or result of the upcoming election, I am confident that this group of entrepreneurs can take on any set of circumstances or obstacles, turn lemons into lemonade, and create loads of jobs and prosperity.

I’m privileged and proud to know you all.

Joe

Copyright © Joe Zente 2012. All Rights Reserved.

It’s that time again. A time of optimism, renewed spirits and a fresh slate. The gyms and yoga studios are overflowing with people ready to REALLY do it this year. Business owners are planning to achieve new growth and profit targets. Salespeople are going to blow away their quotas. It’s the season to launch New Year’s resolutions.Unfortunately, by April the exercise machines and lap pool will once again be dormant and most salespeople will be formulating creative excuses for mediocre performance and forecasts.

It is estimated that two thirds of Americans make New Year’s resolutions. Approximately 5% of those who make resolutions keep them for the year. 19 out of 20 fail! But we are talking about others. We all know that YOU are one of those special people who always keep your resolutions. Right?

Whether your New Year’s promises involve health, finance, business, sales or relationships, the fact that 95% of resolutions are consistently broken all stems from the same set of core issues. So if you are looking to help your buds achieve their 2012 resolutions, encourage them to follow these simple steps:

1. Let’s be Real: We all behave the way we are behaving because we CHOSE to behave that way and have now developed habits. Habits are COMFORTABLE. People behave the way they are currently behaving because they WANT TO. Changing a habit requires work. It requires a person to leave their Comfort Zone. And people HATE to leave The Zone (just ask any Sales Manager striving to get salespeople to start making more calls). Returning to an existing habit means returning to a happy, comfortable place. One that feels good.

2. Start with Why: Of the 15 million resolutions you could select, why did you pick this one? Is it really compelling? Does it connect so much to your Personal and/or Business Vision that is makes you JUMP out of bed each morning? If not, your chances of succeeding just plummeted from 5% to below 1%. Take a sheet of paper and draw a line down the middle. On the right side, write all of the positive things that you will quantifiably gain and emotionally feel by successfully executing your resolution. If possible, engage all of your senses. How will your new picture look, smell, feel, sound,…? On the left side, write down all of the consequences of failing. Then decide if you are truly committed to your new goal(s). If not, the odds of success are miniscule, so you might want to re-consider and/or go back to the drawing board. Continue with this iterative process until you are ready to Unconditionally Commit.

3. Surround Yourself with Power: You are now ready to succeed. Post your list in front of your desk (and/or on your morning mirror) in a highly visible place so you are reminded daily of the rewards and consequences of keeping your promise. If possible, enhance your list with pictures, screen savers, and props. Visuals and affirmations create tremendous symbiotic stimulus to the brain.

4. Develop Your Success Recipe: Create a specific, written, daily, plan for achieving your goal. If you can’t break your plan into little specific pieces, your odds of success decrease dramatically. As you go through this process, replace current, limiting habits with better, empowering habits. When you begin to replace and overcome small bad habits, the big ones will shortly follow. Most importantly, get into the HABIT of keeping your daily commitments.

5. Change your Paradigm: You have the power to get your brain to believe whatever you want it to believe. It ALL starts with Self-Talk. Hold on, this is extreme… How much would your chances of keeping your new commitments change if failing meant that your children (or others you love deeply) would starve? Would you behave differently on a daily basis? Would your chances of success improve? Is there ANY possible chance you would break your resolution? I seriously doubt it. Planning to succeed from a new paradigm changes everything.

6. Go ALL IN: Decide, Commit and Declare: You have the power to accomplish absolutely anything and to transform your entire world, but remember, your Self Talk rules. You can talk yourself right into exceeding your goals, but you can also talk yourself out of succeeding. It’s your choice.

Make a Declaration: DECLARE to yourself (and to everyone you know) that you have decided and committed to transform (your business, your life, your health, your relationships, etc…). Declare to yourself that you are All-In. Write it down and expect to succeed.

Never say to yourself (or anyone else) that “I’m going to try to (Lose weight, increase sales by 50% this year, etc.)”. Trying is less than All-In. Far less. “Trying” is a built-in excuse. It gives you permission to return to your Comfort Zone. Become aware of your other self-talk excuses. If you give yourself permission, you’ll be back in your The Zone in a heartbeat.

7. Don’t Go it Alone: Enlist Help. You now know your new goal is non-negotiable and that Failure is NOT an option. Your resolution is the single MOST IMPORTANT new promise you are committing to this year. You know that attaining it will bring tremendous rewards and propel you much closer to your personal and/or business vision. Your Self-Talk is so empowering that you are compelled to leap out of bed each morning excited to execute on your new, powerful, valuable habits. So spread the great news…

Tell everyone you know: Peer pressure from those you love and respect will be huge factor in your success.

Find an Accountability Partner: This can be anyone who commits to holding you accountable to your behaviors and thinking, including a professional business or personal coach.

Consider a Peer Support Group.

8. Make it FUN: Be thankful and find joy in what you are doing. Your new resolution is important and you ARE going to keep your resolution, so seek ways to make your success process an enjoyable ride.

If you follow these steps, your journey will be as fulfilling as your destination, so I’d love to hear from you. Please email me with your stories of success as you continue to develop great habits and achieve new heights on your way to exceeding all of your goals.

I wish you abundant success, peace, joy, happiness and prosperity in 2012.

Happy New Year!

Joe

Copyright © Joe Zente 2012. All Rights Reserved.

Many First (FIC) and Second in Commands (SIC) have become the least productive positions in the work force.

Yes, we are talking about the class of people that excelled in their
youth sports teams, school, extra curricular activities, and in early
business life.  These are the people that have always been successful
and incredibly productive.  However, today they are overwhelmed with
non-productive work and distractions that keep them from doing what they
do best – the things that bring great results to the organization.

First in Commands should have the Freedom To Grow.  What is keeping
them from this potential growth?  Fear of implementing new ideas because
the company is frustrated with change is one area.  How about Internal
problems with personnel and structure?  Poor performance in the company
could be keeping them up at night.  Oh, and repeated mistakes that cost
the company money is always a good distraction.

The distractions of business keep the FIC from being able to reach
his or her potential.  The frustrations and struggles make the FIC focus
internally and they are hindered in their ability to meet their
potential.

The Second in Command is similar but it is usually the FIC that
causes the problems.  A non-productive and “noise heavy” FIC will look
over the shoulder of the SIC.  They will get in the middle of
productivity in the organization because they have a compelling need to
know what is going on.  They will walk around the office and distract
people with questions and issues.  The SIC will spend the majority of
their time following the FIC to clean up the mess.   I have worked with
SIC’s that will tell you that they spend at least half of their time
following up, and dealing with issues caused by the FIC.

Now don’t get me wrong.  This is NOT a FIC problem.  It may seem that
way on the surface.  This is a SIC problem that is masking itself as
the FIC being a bad person.  The reality is found in how the SIC manages
the relationship with the FIC.  FICs are compelled to do things because
they don’t know what is going on or they are not getting their “up at
night” items managed.  When they feel like something is out of control,
they are compelled to check.  It is the SICs responsibility to make the
FIC feel safe enough to get back to doing what they do best.

When a SIC does what they should in keeping that FIC safe (and
eliminates the noise), the SIC will have the freedom to ACT and perform
in the organization.

Many SICs tell me, “My FIC needs to just trust me and let me do my
job.”  Well, the reality is that the SIC needs to upwardly communicate
and manage the business, and the FIC, in a way that keeps the FIC from
being anywhere near their job.

Picture this:

- FIC is focused and spending 80% of their time doing what they do
best.  They are working in their unique abilities and talents and are
bringing great results to the company.

- SIC is aware of all the FIC’s issues and concerns.  She is managing
the FICs perception of the business and communicating all the issues
proactively.  She now has hours of time to get focused on the things
that need to be managed.

This is a productive leadership team.  What a great example to the
rest of the organization.  This is the example we need in the work force
today!

Looking to connect with other First in Commands or Second in Commands?  Join the course here!

Have you ever invested time to prepare and send a proposal to a sales prospect, only to have them not respond to your follow-up calls?  

When is the best time to send a proposal and what is the most effective way to deliver it?

The best time to deliver a proposal is after you have qualified the prospect to determine if they are someone you can and someone you want to help.  Before investing your valuable time or offering up free consulting in the form of a proposal, you should also determine if you need to send them anything at all.   Not all sales require a proposal to close. To qualify, you must have spoken with the true decision maker and uncovered a perceived need, a willingness to fix it, and URGENCY (aka: PAIN).  Unlike need or want – Pain is personal and emotional.  You must also have  developed an MVP (Most Valuable Player) Quality in the perception of the buyer.   Without these components, no transaction will take place.

Once you have qualified your prospect, the best way to deliver a proposal is to first review it verbally with the decision maker.   Whether you speak over the phone or face to face, reviewing the proposal verbally gives you the ability to listen to their tonality, their pitch and pace, and to observe body language.  This conversation also gives to you the ability to ask and respond to questions BEFORE firing off a written proposal.  Review the problem they are trying to solve first to make sure that you are both crystal clear about the problem.  Then review your solution.   Again, make sure that there are no questions or concerns about the solution and that it completely meets their needs.  Finally, review the investment that the prospect is willing to make to eliminate their pain and discuss whether or not your solution will fit.  If not, does it really make sense to send a proposal anyway?

If you insist on sending proposals, it’s vitally important to make the proposal part of the conversation.  Once you put the solution down in writing, the prospect may not need you anymore and may refuse to take your call.  They go dark.  By including the proposal in the sales conversation, you have the ability to confirm that you are on the same page with the prospect with regards to the problem, the solution and the investment.

Jorge Chavez

What if you, the CEO of your business, were able to spend 50%, 80% or even more of your time doing what you do best – the things that bring the greatest results to your organization? You know the answer. Your business would become more profitable, more fun, and your life would bring you more joy.

Reality paints a different picture. After having interviewed hundreds of CEOs, Larry Linne, author of “Make the Noise Go Away”, learned that CEOs on average spend only 21% of their time doing what they do best. “It doesn’t take a very creative or intelligent consultant to conclude that utilizing the strengths of a First in Command 21% of the time is not a great business strategy”, says Linne. What can be done to allow these incredibly talented people to spend more of their time doing what they do best?

The skills and talent needed to attack the new and complex issues that confront a business reside in the CEO and his Second in Command. When the First in Command does what he does best and confidently depends on his Second in Command to handle “The Noise” (employee issues, problems, client issues, process breakdowns, poor decisions, failed results, and strategic concerns), the First in Command can spend more time on creating value for the business and sleeping better at night. Making matters worse, this noise often snowballs and captures too much time from the first and second in commands. “They deal with one issue, get involved in things they don’t do best, create new problems, de-motivate teams, read additional reports, and get bogged down in the NOISE” reports Linne. How can you work with a Second in Command to get the greatest results?

A strong First and Second in Command relationship will eliminate the noise if they have the right strategies in place. Moving away from traditional thinking and bad habits into noise reducing strategies is the only way out of this mess.

What is it worth to a company to eliminate the noise and get the First and Second in Commands doing what they do best 80% of the time? First in Commands who have answered this question say anywhere between a hundred thousand and multiple millions of dollars.

One of the biggest risks in our business economy today is the lack of availability of our best talent. We need to get our First and Second in Commands back.

To learn more about the Noise Reduction System™ workshops for Second in Commands, email us at Z|three.