Have you ever driven somewhere, gotten there, and forgot about the last minutes of the drive? You know that you were driving. But your mind must have been somewhere else, since you can't really remember the turns you made, the lights you stopped at, etc.
But, I'll bet that never happens to you when you're lost. When lost, your brain is working overtime to figure out what to do next.
When I recently interviewed Dr. Neale Martin, he explained that the difference in the two situations has to do with which part of your brain you were mostly using. When going on a routine drive, perhaps from home to work or vice-versa, you primarily use your subconscious or habitual mind. But when you are lost, or on the phone while driving, you primarily use your conscious or executive mind.
Importantly, as Dr. Martin lays out in his book "Habit: The 95% of Behavior Marketers Ignore," your subconscious or habitual mind controls the vast majority of human behavior.
For example, when you reach for a carton of milk from the supermarket, do you really think that much about it? Do you compare the different brands of milk and think "maybe today I'll try something new?" Or do you simply pick the same carton of milk you chose last time, and the time before, and the time before. Most of us do the latter.
Understanding these habits is critical to entrepreneurs who want to effectively market their products and services. For instance, once you sell a product or service, you should focus on ways to get the customer to buy again and again from you. According to Dr. Martin, once they buy seven times from you, buying from you becomes habit.
And so they buy again, and again and again. Until you do something like raise your prices or interrupt their service, which causes their executive mind to kick in and consider alternatives.
Likewise, when marketing a new product, you must leverage consumer behavior marketing techniques. Specifically, you need to make sure that your new product jives with people's habits. For example, if people are used to doing something one way, asking them to do it another way, even if that way is better, is oftentimes difficult. Entrepreneurs must make adopting their products and services as easy as possible and ensure that they don't contrast sharply to consumers' habits.
So, the next time you are driving and forget where you are or what you are doing, know that you don't have a Swiss cheese brain. Rather, you are so used to what you are doing that you're relying on your habitual mind. And remember, as a marketer, you must realize that your customers are also frequently using their habitual minds when making buying decisions. So, figure out ways to make buying your company's products and services their habit.
Dr. Martin made tons of great additional points that entrepreneurs can use immediately to become more effective marketers. Specifically, Dr. Martin revealed some great marketing insight and ideas including:
* The key link between emotions and decision-making, and how to leverage this
* How to dislodge customer habits
* The reason why Word of Mouth marketing is so successful
* The importance of getting feedback and the best place to get it
To hear a short clip of the interview, click the blue triangle on the player below:
Growthink University members can download the full interview here: http://www.growthinkuniversity.com/members/378.cfm
When Jay Turo and I founded Growthink a decade ago, we each had a ton of responsibilities.
We had to find new clients, serve clients, develop our website, answer incoming phone calls, manage the books, pay receivables, negotiate partnerships, and so on and so on.
Like other successful entrepreneurs, as we grew our company, we knew we had to hire great people. There is no way that Jay and I could have possibly managed everything the company had to accomplish.
In fact, according to management guru Peter Drucker, an entrepreneur must narrow their role as they grow their organizations. The entrepreneur must focus on the areas that provide the most value to the organization, and delegate the rest.
Yes, your ability to determine what to delegate and to delegate to the right people is the only way to grow a successful company. As author Jim Collins states, "the most important decisions that business people make are not 'what' decisions, but 'who' decisions." That is, determining "who" should do the work is absolutely essential to the work getting done right, and the company being successful.
As a result, it's no coincidence that new ventures succeed, or fail, based on the quality of people they hire. It's no coincidence that Apple was so successful with a key early employee like Guy Kawasaki. Or that PayPal was so successful with Steve Chen, Chad Hurley and Jawed Karim as key early employees? (Steve, Chad and Jawed would later found YouTube.)
Simply put, your ability to hire the right people is absolutely critical to your success as an entrepreneur.
In order to teach you how to hire like an expert, I interviewed Dr. Geoff Smart. Dr. Smart is the Chairman & CEO of ghSMART, which helps companies and investors identify the right people to hire to ensure that they can achieve success. He is also the co-author of the current New York Times Bestseller "Who: The A Method for Hiring."
Interestingly, part of his research in conducting his book was interviewing more than 20 billionaires and 60 CEOs, investors, and other thought leaders, so Dr. Smart was able to learn real-world methodologies that allow entrepreneurs like you to hire with precision.
During our interview, Dr. Smart gave tons of actionable information. Some of the highlights included:
1) Tap referrals when seeking new employees: 77% of successful hires come through referrals. That is, by asking your employees and advisors/friends/colleagues who they know that could be "rock stars" in the open position, you can find great talent.
2) Don't just create a job description. Rather than simply creating a job description for your open position, create a "scorecard." Among other things, this scorecard should focus on the desired outcome of the employee. For example, rather than saying that the employee will be responsible for calling on prospects in Indiana, the scorecard must include numeric sales and prospecting goals (e.g., must make 10 to 15 sales calls/day and close $250,000 worth of sales each quarter). Importantly, entrepreneurs should also use the scorecard to judge employee performance after hiring them.
3) Probe in your interviews. Most interviews don't unmask the real information and insight you need to make quality hiring decisions. For example, if a salesperson said they generated $2 million in sales in their last job, it might seem very impressive. But, only by asking the three "P" questions can you really tell if it was. These questions include how the $2 million compared to the Previous year's sales in that territory, how the $2 million compared to the Planned amount of sales, and how the $2 million compared to sales by the individual's Peers.
Dr. Smart made tons of great additional points that entrepreneurs can use immediately to start building stronger teams and achieve more success. In fact, we are in the process of hiring more customer support staff for Growthink University, and will be employing his techniques immediately.
To hear a short clip of the interview, click the blue triangle on the player below:
Growthink University members can download the full interview here: http://www.growthinkuniversity.com/members/376.cfm
One of the absolute keys to a successful business plan is to create the right business plan milestones. Doing so is essential to securing investors and making real progress towards achieving your goals.
The story below illustrates the importance of business plan milestones, after which is some guidance regarding how you can create the right business plan milestones for your company.
There are lots of things that all of us do, and do as well as we have to, without thinking.
Like pumping gas.
I just pumped gas this morning. And thought nothing of it. Until now.
The fact is that I didn't just pump gas. Sure, the entire process of what I did was called pumping gas. But I did a lot of things that made up that process.
1. I pulled into the gas station.
2. I pulled next to a pump.
3. I put the car in park.
4. I turned off my engine.
5. I got out of the car.
6. I popped open the gas flap.
7. I swiped my credit card into the machine.
8. I typed in my zip code.
9. I pressed the button for the type of gas I wanted.
10. I unscrewed the gas cap.
11. I took the gas nozzle out of the machine and stuck it into my gas tank.
12. I squeezed the lever.
13. I waited while the tank filled up.
14. I put the gas nozzle back into the machine.
15. I pressed "no" I don't want a receipt.
16. I screwed my gas cap back on.
17. I shut the gas flap.
18. I got back in my car.
19. I turned on the engine.
20. I put the car in drive.
21. I drove off.
Wow. I did 21 things just to pump gas?
So who cares? Well, investors care. And partners care. And the success of your business cares.
Let me explain.
Your business is currently at point A. Where you want to go is to point B. Now getting from point A to point B requires you to complete milestones.
And the most important milestones are what I call "risk mitigating milestones." These are the milestones the help eliminate the risk of your company failing.
Let me give you some examples. For Google in its early days, risk milestones included completing their initial result ranking algorithms, getting customer to start using its search engine, and generating revenues.
Obviously once Google was generating a lot of revenues, it was not a very risky investment. But before customers starting using Google.com, it was very risky. And before its initial algorithms were developed, it was even riskier.
Every business has risk mitigating milestones. Investors obviously prefer to back businesses where more risk milestones have been removed. I know I do.
Would you prefer to back a restauranteur who just has a vision for a new restaurant; or would you rather back that same restauranteur after the ideal location has been determined, the restaurant has been built, the staff has been hired and trained, the local newspapers have given it a great review, and the restaurant now has 250 loyal patrons and is booming every night?
It is your job as an entrepreneur to identify your risk mitigating milestones. And not only do you have to identify them, but you need to prioritize them. So that every day you are spending quality time working to accomplish them (and not spending time doing things like replying to emails that seem to be adding value; but which don't actually put you closer to accomplishing your risk milestones).
But, actually, you can't work on completing your risk mitigating milestones each day until you break up each of these milestones into much smaller projects. For example, Google creating its initial algorithm and a restauranteur finding an ideal location are great milestones, but way too large to accomplish on a daily basis.
Each milestone needs to be broken down into numerous chunks; chunks that can be completed every day, and progress made. It's like writing a book. If you write one page every day, by the end of the year, you'll have a 365 page book.
And it's like pumping gas. You need to do a ton of smaller things in order to accomplish the big thing. And like with pumping gas, when you spend the time breaking the task into pieces, you often see how easy each piece is to accomplish.
Developing risk mitigating milestones is an absolutely essential component of your business plan, and belongs in your Operations Plan section. Investors need to understand these milestones and your projected timeline for accomplishing them. You need to understand them to prioritize your time and hire the right people at the right time.
If you still need to complete your business plan, let me send you my CD with seven more essential business plan secrets. I explain why I'm doing this and how you can get it now, on this page right here:
I recently recorded a CD with my 7 best business plan secrets.
This new 54-minute CD reveals my 7 best-kept secrets for how you can create a successful business plan that attracts capital and positions your company for success.
After listening to my CD, you'll be far ahead of your competition because you'll have critical knowledge and skills, such as:
- How to make sure your business plan actually gets read
- Why having lots of competitors can be a GOOD thing
- What investors really look for in your business plan
...and more time-tested strategies that I've used to help Growthink clients raise millions of dollars in capital, build ultra-successful businesses, and achieve multi-million dollar exits.
You can get all the details, here: http://www.growthink.com/seven-secrets
Watch my video review of the book below:
Entrepreneurs must have many skills. They must be able to spot opportunities. They must be able to create plans to seize those opportunities. And they must execute on those plans.
And, for most opportunities, and clearly for those opportunities that are really big, execution involves hiring and managing employees. Because no single entrepreneur can do everything themselves.
But you just can't have any employees. Companies that succeed have employees that are highly motivated.
So how do you ensure that your employees are motivated to succeed?
Clearly, giving them fair salaries helps. And clearly, stock options that allow employees to benefit when the company benefits are good practice.
But, there is an even better way. In fact, authors Adrian Gostick and Chester Elton in their book, The Carrot Principle, found a better way.
Where did they come up with this better way? Well, they conducted a study involving 200,000 people over a ten-year period.
Importantly, their study showed that the key characteristic of the most successful entrepreneurial managers is that they provide their employees with frequent and effective recognition.
That's right, significantly better business results were realized when managers offered recognition in the form of constructive praise and meaningful rewards (typically non-monetary).
The authors found that recognition is most effective when it is:
Carrots are needed to motivate employees. But what I found most interesting about the author's findings was that recognition is more effective than monetary rewards. This is a critical finding for all managers, and particularly entrepreneurial managers who typically operate in cash-restrained environments.
The authors created a "Recognition Frequency Log" that you can use to keep track of how you recognize your employees and for what. You can download it here: http://carrots.com/managers_tools/downloads/recognition_frequency_log
Knowing how to motivate your employees will allow you to build a team that is as passionate about success as you are. And this will ultimately lead to your company achieving its goals. So, while it may not seem like a mission-critical focus today, it's definitely worth your time and effort. So don't delay...