The TOP Performance Blog

10 Ways to Market When Cash Is Tight

by Ken Burgin...

A few months ago, Staples and Angus Reid released their latest “STAPLES Canada Small Business National Quarterly Index.” It looks like we believe we are over the hump.

70 per cent of business owners expect at least some improvement to their business over the next six months (compared to 58 per cent in March 2009).

Now that you’re feeling better, get out there and make sure that your customers will come to you rather than your competition when they are ready to buy.

Chances are you are a little tight for cash, so here are ten low-cost ways to market better that we’ve worked out with help from Joanna L. Krotz, co-author of the “Microsoft Small Business Kit”. 

• Stop servicing break-even customers. By now you know this is a theme with us. Every second you spend with a customer who doesn’t help you make money; you are short-changing those who do.
• Make every customer feel special. Always add something to the purchase, whether it’s a hand-written note to a consumer or a recommendation on the latest, greatest business book to a business customer.
• Create business cards that prospects keep. How about a good-looking notepad with your contact info and tagline on every page? Or a free or low-cost trial offer on the back—paper real estate that’s valuable and often wasted.
• Develop an electronic mailing list and send old-fashioned snail-mail letters too. E-newsletters are cheap to send, but you can quickly stand out by occasionally sending personal, surface mail letters to customers and prospects. Just make sure the letter delivers something customers want to read.
• Boost your profile at point of sale, trade shows and conferences. You can quickly create your own signage, glossy postcards with your contact information, product news inserts or a web site for a special event—even if you are not a software pro.
• Combine business with pleasure and charity. Spearhead an event, party or conference for a cause you care about. That puts you in the position of getting to know lots of people, and shows off your small business leadership skills.
• Create a destination. Indigo Books & Music has its coffee bars. Ikea offers child-care centers and cafeterias. Steal this idea. Add a free advisory service. Add customer loyalty services, such as free delivery for second-time buyers.
• Become an online expert. This is the “free sample” approach to bringing in business. Research active e-mail discussion lists and online bulletin boards that are relevant to your business and audience. Join several and start posting expert advice.
• Court local media. Editorial features convey more credibility with prospective clients than paid advertising does. (Check our recent article on how to get PR.)
• Finally, don’t let customers simply slip away. It costs a lot less to retain a disgruntled or inactive customer than to acquire a new one. Send a personalized e-mail (you can automate this process), inquiring whether all is well. For a customer who suffered a bad experience, pick up the phone, acknowledging the unpleasantness and ask if there’s anything you can do. A discount can’t hurt either.

Being kind to customers is the smartest low-cost marketing you can do.

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Ken Burgin is a Certified Duct Tape Marketing Coach.  He helps clients create marketing programs including advertising and design of all media.  To learn more visit http://www.marketingmasters.ca/.   
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5 Ways Your Merchant Service Provider is Robbing You

At the TOP Performance Center, we’ve studied the Merchant Service industry and discovered the 5 ways these companies rob from your bottom line.

Well, actually there are many more than 5, but read the following list to find out what the major ones are.

5 Ways Your Merchant Service Provider is Robbing You

How many of the following are true for you?  Even if there is 1, you are being robbed and you should do something about it ASAP.

Warning Sign #1  -  Since Signing Your Contract, Your Rates, Monthly Fees, etc. Have Increased

Somehow, it is not uncommon for merchant service contracts to magically change.  Usually without you even knowing it.

With most Merchant Service Providers, their low monthly fees promised and great introductory rates (used to persuade you to switch to their service) have changed.

Good advice:  Be sure to review your statements regularly to assure you are still being charged what your contract states.

Warning Sign #2  -  High Monthly Fees

Whether your introductory fees have gone up or your fees were high from the beginning, if you are paying any higher than 1.99% per transaction, you’re being robbed.

Good advice:  Don’t sign up for a service unless they offer at least a 1 year, and ideally a 3 year freeze on their rates and service fees.

Warning Sign #3  -  Hidden Fees

Many Merchant Service Providers will offer very low rates to make you think you have gotten a great deal from them.  But then they tack on hidden fees that when assessed, cost you more of your revenue than the higher rates would have cost you.

Good advice:  Check your statements for any of the following hidden fees (they will probably be hard to find).  If you are paying any of them, you are being robbed.

• Chargeback Fees
• Retrieval Fees
• Termination Fees
• Gateway Fees
• Gateway Per Item Fees
• Non-Refundable Setup Fees
• Batch Fees
• Daily Close-Out Fees
• Cancellation Fees
• Minimum Fees
• Minimum Monthly Fees
• Pass Through Fees (these vary)
• Over Limit Fees
• Voice Authorization Fees
• Bank Setup Fees
• Software Fees
• PCI Compliance Fees
• Licensing Fees
• Annual Fees
• Amex/Discover Setup Fees
• Statement Fees
• Customer & Technical Support Fees

Warning Sign #4  -  No 24 / 7 / 365 Customer Service & Technical Support

If you can’t reach someone to help you process a transaction, troubleshoot equipment or ask  questions 24 hours a day, 7 days a week, 365 days a year  -  You will eventually lose a sale… if you haven’t yet.   

And in someone, this does not include the salesperson who sold you the service and then passed you along to the Merchant Service Provider that bought the contract.

Good advice:  Keep customer service phone numbers handy because if you have equipment or a virtual terminal, you will eventually need support processing a sale.

Warning Sign #5  -  You Are Stuck in a Contract

Unfortunately, this is something you can’t get away from… unless you use a month to month  service.  (And if you do, your monthly fees and rates will be at least 100% what they should be)

If you are in a contract, you may think you are stuck.  You’re not.  But you might have to pay around $300 to break the contract and sign up with an honest, reliable merchant service partner.

Good advice:  Some providers will let you break your contract without a penalty, some won’t. If you’ve come to the decision that you are being robbed, don’t let it continue.

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Written by Grant Robinson, Founder of the TOP Performance Club and Administrator of the TOP Performance Blog.  To find out how you could save 10% to 30% on your rates and fees (or get $300 if we can't match or beat them), visit: www.LowerMyFees.info.
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The 4 C’s to Attracting New Clients

by Ann Strong...

Back in the olden days, the only way to get new clients involved cold calling, prospecting, setting appointments, making presentations and – when we hit the jackpot – closing sales.  Not very appealing for most service professionals today.

Today, we have the additional extremely attractive and quite effective option of bringing in new clients by attracting them.  Internet marketing professionals call this inbound marketing.  I like to think of it as people asking us to become our clients!  Ah, the life of abundant inbound . . .

So, how do we create this beautiful flow of people asking us to become our clients?

The 4 Cs: Connection * Community * Consult * Client

Connection

Are enough people finding you on the internet or are you meeting enough people who may be interested in your services?

Community

Once you initially connect, are they attracted into your community?

Consult

Once they’ve engaged in your community, do they ask for or would they love to know more about your services, and perhaps about working with you?

Client

As a result of a structured conversation/consult about how your services might be a fantastic fit for them, do they hire you?

Let’s look at each of the 4 Cs more specifically.

Connection

Through targeted on- and off-line networking, social media and blogging, you give potential clients a high-value taste of your and your services and invite them to your website, into your community.

Community

Then you continue to entice them with your wit, insights, fresh ideas or whatever strengths you care to share.  Also, make them a free, no-strings offer they can’t refuse.  Give them something about which they’d like the inside scoop: results of a survey, a special report, a valuable resource in exchange for their name and email address (maybe also their phone number) so that you can regularly send them something of high value to them – keeping your name and ideas top of mind

What is highly valuable to them?  Anything that gives them possible new, fresh solutions to their greatest challenges.  The more specific, the better.  Brainstorm the micro-challenges within the big challenge.

For example, a potential client for a graphic designer might have the challenge of needing a brand.  What are the micro challenges within that challenge?  Their clients not differentiating them from their competition.  Or, they don’t feel professional without a brand.  Or, they don’t feel clear about what they really sell or the benefits.  Those three micro-challenges represent three articles or special reports or surveys – you get the idea.

Another example: a potential client of a career coach might have the challenge of wanting a more fulfilling career.  Possible micro-challenges?  Not knowing what would be more fulfilling.  Knowing exactly what they’d like to do, but feeling scared to leave “a good job.” Or, knowing what they might like to try, but not knowing how to go about it.

From just these two strategic actions of making a strong connection and giving good value for joining your community, some folks will call or email you, asking to hire you!

Consult

If you’d like even more business, periodically send an invitation to all those who have signed onto your list to become part of your community.  Invite them to have a strategy consultation with you.  Ideally structure this consult to offer value and show them how much more value they’ll receive when they hire you.  When you confirm the consult, let them know you are available for some new clients.  Tell them if they feel you and your services are a good solution to their situation, you may talk about that, too.

Client

Then, during the consult, determine if you would like them as a client.  If so, after the consult, talk to them about next steps, which naturally include working with you!

Any time you’d like to attract more clients, simply review this attraction process to see which of the 4 Cs you’d like to amp up at that time . . .

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Ann Strong is the founder and leader of Thriving Coaches.  As a mentor coach she offers spiritual coaching and mentoring as well as business development coaching.  To learn more, visit: http://www.annstrong.com/.
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Can You Be Trusted With My Referral?

by David Lingholm...

In the world of networking, trust is the currency of choice. With it, doors open freely. Without it, you can be standing on the outside looking in at the business you wish you could have.

Much more valuable than money, it grows in ways similar to money. Consistent effort, living up to commitments and time are key ingredients to building both trust and money.

Why then, do people walk into a strong-contact networking environment and expect to receive business without any currency? Is your sales manager serious when she expects you to walk out of a new customer's house with a fist full of referrals?

A few days ago, I ran across a great blog post asking if it is possible for businesses to regain trust. "Integrity and honesty are two of the deepest and most human traits, and I say they absolutely translate to a business level," said Amber Naslund, author of the Altitude Branding blog.

While I wholeheartedly agree, I also wonder why people expect to be referred to others before they have proven themselves to be trustworthy. Building business by referral requires authentic communication, transparency about your qualifications and proving you truly care about the success of your referral partner.

Maybe this is why so many people shun referrals as a way to build their business, preferring the more immediate feedback they get from cold calling. They will live by the cold call and the occasional referral that comes from being active. This model of business building will never die, but it certainly can kill otherwise good sales professionals!

Since trust is necessary to building solid relationships, here are a few things you can do to build that trust more quickly.

1. Be prepared to give a lot more than you receive. Giving the referrals people are asking for is a good way to get started. If you know your referral partner has a particular cause they are passionate about, volunteer to help occasionally. When you see an article that relates to their business, send it to them. These are all things that do not require a great deal of money and show you care about that person and their business.

2. Under promise and over deliver. Admittedly, this sounds trite. And it works, try it sometime!

3. Play fair. Networked Inc. founder Terry Bean likes to talk about coopetition, the art of cooperating with your competition. This can be a delicate balancing act and one that is highly profitable. It requires you to be transparent with your coopetition in every aspect of your business.

4. Drop the scorecard. There are many factors at play in giving and receiving referrals. Just because you give a referral does not mean it is easily reciprocated, so stop expecting a one-to-one referral exchange. Maybe your business requires a greater degree of trust to build before referrals can be given. Or maybe you just are not asking for the correct referrals. Regardless, keeping score will cause you to become bitter which will keep you from becoming referable!

Trust takes time is a correct but incomplete statement. Trust takes time, sincerity and consistent effort. I hope you are ready for the journey!

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Part-time blogger and full-time networker, David Lingholm is the leadoff hitter for Basso Design Group. He ensures clients have a strong brand image with excellent web design properly communicated through social media, search engine marketing and search engine optimization. For more information, visit: http://www.bassodesigngroup.com.
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What If My Inner Critic is a Trained Assassin?

by Jennifer Manlowe, PhD, CPC...

“We need people in our lives with whom we can be as open as possible. To have real conversation with people may seem like such a simple, obvious suggestion, but it involves courage and risk." ~ Thomas Moore

It's not about "what if?" it's about "what to do when I’m sidelined by my inner critic(s)?" Here are ten things that I do and what I recommend you consider trying:

1. Make a list right now of your favorite five people who love and believe in you and will tell you the truth when you're being ridiculously pessimistic.

2. Keep their phone numbers by the phone and their emails next to your computer (and also saved in your cellphone, if you have one).

3. Use the above phone list or emails at least once a week to stay committed to the tasks that you have promised yourself.

4. Keeping your word to yourself builds self-esteem (integrity) and self-esteem helps you keep going when the going gets rough—when the naysayers/joy-busters in your mind (or life) get louder and meaner.

5. Avoid dream-bashers wherever they may hide. Too many times these are loved ones and family who feel afraid and, perhaps, a bit envious of your courage to "get out there" and risk not being liked by everybody.

6. Do one fun thing a day or writing will feel like a dreadful obligation that doesn't give back…this is a guaranteed obstacle that you can begin to plan for and, more importantly, avoid.

7. Reward yourself every 45-minutes that you are on the job of writing and publishing—have a cup of tea, a walk to the mailbox, a yoga stretch or two, make an appointment for a massage at the end of the week, or keep available frozen grapes and pop 'em in your mouth at various intervals. I've found this to be surprisingly satisfying, etc.

8. If you have trouble taking breaks, drink lots of water or other non-toxic liquids but do avoid alcohol while writing—most writers are orally-fixated and get sloppy and some have even fallen under the tyrant of alcoholism. Booze is often used to “get the juices flowing.” If you doubt this, take a look into the annals of literary history: think of Hemmingway, Faulkner, Capote, Fitzgerald, Sexton, Burroughs, etc.

9. Ask that inner critic what it needs. Say, “I see you and hear you. It sounds like you’re trying to protect me from being vulnerable or humiliated. Please tell me what you want me to know.” Then, like you’re talking to a three-year-old having a tantrum say, “I get that you’re upset and afraid. I totally understand that you want what you want NOW! And, today, we’re going to go home and make lunch together instead. I promise, you’ll feel so much better.” Get practice and watch what happens.

10. Commit to a good night's sleep—learn to hypnotize yourself or do a body scan, if that's what it takes. The reason to do this is that not only does it feel good for your whole body. It truly helps the creative juices flow.

What are some things you do to arrest that inner critic?

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Jennifer Manlowe, founder of Life Design Unlimited, is a life direction counselor and certified publishing coach helping people step out to authorize their lives.  Her books can be found at http://Authorizeu.com
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Step Three to Hiring & Developing a TOP Performing Staff

by Grant D. Robinson...

(This article is the final in a series of three on how to find, hire & Develop a TOP Performing Staff)

Yes, I know I’ve given you a lot to consider and do in the first two articles.  But I guarantee if you take my advice, you’re “hiring success rate” will greatly improve.  

And by actually following the suggestions in this final article, at least 75% of those you’ll hire from today on will be reliable, productive and profitable people.  

How much more successful would your business (and life) be if your employees did what you hired them to do? 

If all of your employees exceeded your client’s expectations, naturally produced without micro-management and continually accomplished the goals you’ve set for them, you’d more than double (or triple) the productivity and profitability of your business.  

Here’s how to make this dream a reality!

And at the same time, stop spending your days performing the jobs of your inept employees, solving “people problems,” motivating your unmotivated, and finally be able to accomplish your important professional and personal goals.  

Eliminate Instincts and Your “Gut” from the Hiring Equation

Gut feel works both ways.  

You’ve surely had an interview with someone who you knew right away wouldn’t be able to show up for work on time everyday, follow directions or grow your business and you didn’t hire them.  My suggestion is to continue to listen to your gut in these situations for it is probably right.  

Unfortunately, you’ve also hired the person with an impeccable resume, stellar recommendations and a great first impression in your interview.  My suggestion is to question your gut for studies have shown, 84% of the time it is wrong in hiring… and you’ll end up with someone who will do nothing but hold you back from accomplishing your goals.  

Here are 3 Ways TOP Performing Companies Eliminate Gut Feel when Hiring:

1.  Perform Reference Checks

The best thing that a reference check will do is let you know there are at least three people who can say something positive about your candidate.  (If they can’t provide you at least three names, it is probably best to move on to the next candidate).  

The better the questions you ask while performing these checks, the more valuable the time spent on them.  For a list of Employment Validation and Reference Checking Questions that get you the answers you need before hiring someone, visit  http://www.peoplevalues.com/referencechecks.htm

2.  Perform Background Checks

Since nobody advertises being fired for theft or other criminal activities on their resume, you should consider background checks.  And don’t stop there…  Depending on the position, it might be valuable to look at credit history, past employment reports, criminal records, etc.  

3.  Job Match

Yes, I know what you are saying:  “This guy is full of it!  I’ve tried everything he’s said but I still can’t hire the right people.”  

Well, let me tell you why.  

Everything I’ve told you to do (from creating performance standards, to asking better interview questions, to reference checking) is a step in the right direction, but you’ll still be left with the task of basing your hiring decisions on gut feel.  

The same is true for every book, course or degree you can pay for to teach you how to hire the right people.  You’re left with uncertainty, worry and doubt until the new hire either proves themselves as a valuable asset or another expense.  

So what do you do?  

How about try the same thing most of the Fortune 500 and every market leader have done.  Use the tools specifically created for small business to match people to jobs and assure success.  

And I’m not talking about using one of the antiquated “personality tests” that lump and then label people who fall in specific area of a graph, chart or color scheme.  Those tools have been deemed “discriminatory” by the Department of Labor because not all D’s, I’s or green people are the same.  

I suggest using a reliable, validated assessment that that not only measure behaviors, but also competencies and interests (motivators).  I also suggest using one that goes even further to assess the individual to a specific benchmark you’ve created for the position.  

Only then can you eliminate “gut feel,” match people to your job and hire only those that have “Job Fit.”  This will guarantee you hire and develop a TOP Performing Staff and your business continues to grow. 

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Grant D. Robinson is the President of People Values.  Since 2000, People Values has provided the best education & tools available (anywhere in the world) to hire & develop your most productive staff ever.  Learn more at www.HowToHireTheRightPeople.com. 
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Step Two to Hiring & Developing a TOP Performing Staff

by Grant D. Robinson...

(This article is the second in a series of three on how to find, hire & Develop a TOP Performing Staff)

Now that you have taken yesterday's advice and have established performance expectations for every position in your company, it’s time to take step two in hiring a reliable, productive and profitable staff.

Along the same lines as step one in hiring the right people, Step Two is to take responsibility for your hiring success. You need to reduce the element of luck from the hiring equation.

When I ask business owners how they found and hired their best employees, the majority of the time their answers are: I ran a classified ad (or posted an ad online), had an interview where they answered all of my questions to my satisfaction… and “I got lucky.”

Is the same true for you?

Here’s how you can tell if you depend on luck in your hiring…

If the strategies you used to find and hire your best employee are the same strategies you used to find and hire your worst employee, you are leaving the reliability, productivity and profitability of your staff up to chance and luck.

TOP Performing Companies never leave the success of their business up to luck.

They develop standard operating procedures to continually increase customer service, quality and productivity. They also create marketing and sales processes to continually improve the success of their bottom line.

And most importantly, TOP Performing Companies have created (and follow) a step-by-step system to find, hire and develop their most important asset… their people.

Here are three ways you can do the same to take responsibility for your hiring success:

1. Start “Actively” Recruiting

Studies have shown, only around 10% of TOP Performing Employees are recruited passively, or with classified ads, general web boards or by using recruiting agencies. Think about what type of candidates (or people) use these services to find a job… “passive” people.

90% of the most motivated and productive employees are recruited through active strategies. Some of the best that you can initiate today include: Employee referral programs, networking with associates, educational partnerships, etc.

2. Ask Better Interview Questions

Over 90% of interviewers ask the same 10 Pointless Interview Questions… that their candidates have studied for.

Some of these include: Why should we hire you? What are your greatest strengths (or weaknesses)? Where do you see yourself in five years? And believe it or not... If you were an animal, which one would you be and why?

Since all of your candidates have mastered answering these questions in other interviews with your competitors, in school, or in every “how to get a job” course, website or book, you need to stop asking them today.

3. Eliminate “Gut Feel” from Hiring

Your gut has been wrong before (I bet at least 66% of the time), and it will be wrong again.

You’ve surly hired the person that gave a great first impression, came with stellar recommendations, answered all of your (pointless) questions the right way and once hired did nothing but damage your teamwork, customer service, morale and bottom-line.

Whether you know it or not, you’ve also passed on a person that gave a mediocre first impression, or one not as good as another candidate. And this individual went on to become one of your competitor’s most productive and profitable employees.

So how can you make sure this never happens again?

Well, since this strategy is an article itself, you’ll have to wait until tomorrow to learn how to do this.

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Grant D. Robinson is the President of People Values.  Since 2000, People Values has provided the best education & tools available (anywhere in the world) to hire & develop your most productive staff ever.  Learn more at www.HowToHireTheRightPeople.com. 
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Step One to Hiring & Developing a TOP Performing Staff

by Grant D. Robinson...

(This article is the first in a series of three on how to find, hire & Develop a TOP Performing Staff)

Never before has it been more important to hire the right people the first time.

Not only is this true because of a low unemployment rate and a 13+ million person gap in the amount of people retiring to those available to fill their positions.

But because if you don’t start hiring the right people today, you simply are not going to grow your business or accomplish your important professional and personal goals.

The first step TOP Performing businesses take to assure they continually hire productive people is a step that’s usually not ever performed by their counterparts.

The Initial Hiring Step of a Poor Performing Business:

Typically, poor performing companies start with deciding on the media for their ad. They compare costs and then place their ad in the most affordable locations (usually local classified ads and general web boards) hoping to attract quality, qualified candidates.

And those poor performing companies with cash flow (or very lazy HR People) will also turn to outside recruiters hoping they can find a resume from a passive job seeker too lazy to go online themselves to apply for a job.

The Initial Hiring Step of a Mediocre Performing Business:

Typically, the mediocre performing company will give a little more effort in attracting the right people and start with writing an acceptable recruiting ad. This is a step in the right direction but is still not where TOP Performing companies start.

Unfortunately, a mediocre company will then post their acceptable ad on-line, in a newspaper or pass it along to a recruiter; in turn attracting “passive” job seekers.

The Initial Hiring step of a TOP Performing Business (and if you want to become one, you’d better take this step today):

The owners and managers of TOP Performing Businesses don’t ever consider writing or placing a recruiting ad until they establish the productivity (& profitability) expectations of the position.

Until every manager on your team is in agreement on the performance expectations, and most importantly they are in writing, you:

- won’t know the best media to use to recruit qualified candidates
- shouldn’t be spending your hard earned revenue on “passive” recruiting strategies
- don’t have a foundation for a recruiting ad
- can’t create lead, behavioral based interview questions
- and will rarely hire the right people to grow your business (without getting lucky)

If you or your management team cannot come up with five S.M.A.R.T. Performance Goals for every position, you should not be hiring.

Here’s why:

If you haven’t set productivity expectations (goals) for your positions, how do you expect your employees to produce to your expectations? They can’t and won’t.

Because without productivity expectations IN WRITING, your business and your employees don’t actually have any productivity expectations.

Don’t Hire Another Employee Until You…

So before hiring your next employee, you need to create written performance standards and expectations. More specifically, Job Descriptions that contain all of the following elements:

- at least 5 specific, measurable goals and objectives of the position
- major duties and responsibilities (what the employee must do to accomplish the goals and objectives of the position)
- precise hours of employment
- minimum work, educational and skill requirement to be considered for employment
- exactly what it takes to get a pay raise or promotion in the future

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Grant D. Robinson is the President of People Values.  Since 2000, People Values has provided the best education & tools available (anywhere in the world) to hire & develop your most productive staff ever.  Learn more at www.HowToHireTheRightPeople.com. 
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Bosses Suck

By Ken Peters...

Once upon a time, the parts of the body were debating who would be in charge. “It should be me,” blurted the brain. “Without me you couldn’t think.” “No,” chimed in the eyes. “Without us, you couldn’t see, so we should be in charge.” “Hold on,” argued the heart. “I’m the engine that drives the body, so clearly, I should be in charge.” “Wait,” waved the hands. “We have all the skill, so we’re the obvious choice.”

As they argued, the sphincter timidly mumbled, “Actually, I think I should be in charge.” The other body parts roared with laughter. Embarrassed and angry, the sphincter clinched up. Pretty soon the brain got fuzzy, the eyes got blurry, the heart started palpitating and the hands got shaky. “You win,” the weary body eventually conceded to the sphincter. “You're the boss.”

The moral of the story… to be the boss you don’t need brains, vision, heart or skills, you just have to be an asshole.

Ever work for an asshole?

Of course you have. We’ve all been there. Everyone has a tale to tell of the boss from hell. The jerk. The drunk. The addict. The bigot. The bully. The crook. The touchy-feely creep. The half-witted, incompetent, creatively-barren, intellectually-impotent, enthusiasm-squelching, soul-sucking, sadistic, ungrateful, cowardly, (add your own adjectives here), sanctimonious prick.

The asshole.

At some point in your career you no doubt toiled under the thumb of someone who damn well had no business telling you what to do. Now, those days are history. You’ve marshaled your talents, mustered your courage and boldly stepped out to follow your dreams. You’re an entrepreneur. Congratulations. But be careful, because the shoe is suddenly on the other foot. You may be in charge now, but you don’t have to be a boss. Be something better. Be a leader.

Dare To Lead

Truth is, the role of the traditional boss is quickly becoming obsolete. Leadership is where it's at and leadership requires a special kind of person. Brains, vision, heart and skills are the foundation, but real leadership takes something more.

Real leadership takes balls (metaphorically speaking, of course). Proclaiming, “I’m going this way, who will follow?” is a profound act of courage because the answer might be “no one.” Sometimes you have to blaze part of the trail by yourself before anyone is willing to walk it with you. That’s why to lead others you must first be willing to go forward alone. You must believe in yourself because there will be times when no one else believes in you. You have to be willing to make tough decisions and to do things that aren't always easy or popular. Leadership requires risk and laying yourself bare. Leaders must dare.

Any of that sound familiar to you? It should, because the gifts required to be a great leader are the same gifts you possess that make you a great entrepreneur.

Misfits, Rebels & Troublemakers

Leaders and entrepreneurs are cut from the same cloth. They’re both crazy enough to believe they can make a difference – perhaps even change the world – and that’s exactly why they can and do. It takes a unique mindset to ask “why not” when others simply say “why”. Leaders and entrepreneurs are never satisfied with the status quo.

Good enough never is because with creativity and imagination there’s always room for innovation and improvement. Without creativity and imagination there is no future, just more yesterday and today. Leaders and entrepreneurs, by their very nature, learn from the past, live in the moment and constantly look toward the future.

Over the past decade and a half, America's small businesses have created 65% of all new jobs in the U.S. All of those small businesses were launched by leaders – entrepreneurs with the vision to see an opportunity, the boldness to reach for it and the creativity and imagination to exploit it. People just like you. Entrepreneurs fuel the engine that drives innovation and the economy. Entrepreneurs lead. In fact, they have a responsibility to lead and to make the most of their unique gifts to advance society and humanity.

The Path To Success

Every moment in life is a chance to get it right, but if you don’t it becomes a chance to learn. What’s important is the forward momentum. Failing isn’t the problem, letting failure stop you is the problem. Entrepreneurial leaders understand that. It’s often a winding road, an uphill climb and a shot in the dark but the effort is never wasted when the goals are worthwhile.

Effective leadership requires a goal, someone willing to lead people to that goal and people willing to be lead. Goals are central to success. Business is no different. You have a goal for your business. You have to be willing to lead people to help you achieve that goal and you need talented, committed collaborators willing to work with you.

Note that I said “collaborators” and not “employees” and work "with" you not work "for" you. That’s not semantics it’s a subtle yet profound shift in perception. Understanding the difference is fundamental to leading versus merely bossing. Understanding the difference is fundamental to not being an asshole.

It's Already In You

If you inspire others to have confidence in you, but more importantly you inspire others to have confidence in themselves, you are a leader. If you lift up whole groups by empowering individuals, you are a leader. If you can enable people to do their best and are smart enough to stay out of the way while they’re doing it, you are a leader. If you share the credit but bear the blame, you are a leader. Finally, in the words of John Quincy Adams, “if your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

As an entrepreneur, inspiration, dreams, learning, doing and becoming are part of your DNA. You already possess the skills to be a great leader. Find them within you, then get out there and lead.

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Ken Peters offers innovative design, grounded in smart strategic thinking, to give his clients an unfair advantage over their competition.  For more information, visit: hhttp://www.nocturnaldesign.com/.
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Five Ways That Discounting Hurts a SoloPreneur Business

By Sue Painter

One of the things I hear from solo professionals pretty often is that the way to make more money is to discount their prices.  I've railed against this for years, and told stories about talented entrepreneurs who discounted themselves right out of business. 

If you are one to think that discounting does your biz good, think again and take these points to heart.

1. Highly successful businesses don't compete on price alone.  They are smart enough to know that being the cheapest isn't a strong USP (unique selling proposition).  Instead, they want you to spend money with them because their service is better, their designers more creative, their merchandise higher quality, they are more convenient, or their knowledge and expertise gives you a value far and above what you pay.

2. You don't want your customers buying from you because you are the cheapest deal around.  Here is one big reason why - cheap customers are not loyal customers.  They buy only on price, so as soon as Sally down the street offers a floral arrangement for even one dollar cheaper, off they go.  You need repeat, loyal customers.  Constantly having to find new customers AND having to find them only because you are the cheapest deal around will flat wear you out.  You will "churn" customers rather than create a willing customer base for your business.  You will work much harder for every dollar you earn, and you will earn less dollars (because your prices are cheaper).

3. When you discount constantly, you train your existing customers to never pay full price.  This "discount expectation" is deadly for solopreneurs, because customers will wait for you to offer a "special" before they purchase again.  Constant discounting can also cause customers to think that if you frequently discount your prices are falsely inflated to begin with.

4. It is a strange but true phenomena that people will hunt down the cheapest price, gleefully pay it, and then not much value what they bought.  Now what you've got on your hands is a customer you discounted to, and the thanks you get in return is that they really don't even value what they got from you.  That doesn't make them want to come back to you, does it?

5. If you have set your prices fairly (that means you are making a good profit but you're not gouging, either) then discounting may mean you don't cover your costs.  Service business are especially bad about getting themselves into this trap, because they are not purchasing product to resale.  Instead, they are selling their time and expertise.  I've seen hair dressers, coaches, and massage therapists deep discount 30% only to find they are working like dogs and can't pay their rent and utilities at the end of the month.  Have they gotten clients?  Yep.  Are they going to stay in business?  Nope.  They have, in essence, worked themselves right out of business.

If you want to offer a special deal in order to grow your business, don't do it by discounting.  Instead, ADD a small product or service without charge.  This does TWO things - it ADDS value rather than lessens values.  And, it shows your customers a new product or service that they might not have known you have - something they may decide they can't live without the next time they are in.

Bottom line - in most cases, discounting doesn't serve you in building your business.  Solo professionals and small business owners are not the same as super-big-box stores who can spend millions advertising and churn new customers constantly.  You want to cherish your customers, treat them well, offer fair value, and give true benefits in your products and services.  This will build a solid business with loyal, repeat customers who value you and what you offer.

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Sue Painter spends her time working with solo professionals who want to create work that feeds their soul and their bank account.  For more information, visit: http://www.suepainter.com.
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