This book has the honour of being the most expensive e-book I’ve ever purchased.
I had just heard that Programmatic Advertising was about to explode in New Zealand and I wanted a definitive introduction, and this book promised to be it.
In the free preview I could see that every chapter had 2 or 3 different authors for a total of 45 authors.
That must be where the cost of the book adds up!
But actually, on the very last page it says that the authors waived their fees, and the proceeds are going to a charity called the Children’s Shelter Foundation.
Anyway, the book delivered what it promised.
Interestingly, this book doesn’t provide a concise definition, of what Programmatic Advertising actually is, so I’ve put my own together from a variety of sources.
What is “Programmatic Advertising”?
Programmatic Advertising is a way to deliver digital advertising to the right person, at the right time in the right place
It is the algorithmic purchase and sale of advertising space in real time, using a vast network of hi-speed machines and software to automate the buying, placement, and optimisation of media inventory via a bidding system
Therefore, advertisers are able to tailor a specific message to a specific person to maximise the opportunity to convert exposure to an ad into an action that the advertiser wants the person to take
I am somewhat addicted to AliExpress app on my phone. Just about every week we’ll have a tiny package arrive all the way from China. It feels like receiving a mystery gift every time because it’s been 4 weeks since I ordered the item so I’m not sure what’s inside.
The items are of such high quality, so cheap and the free shipping is irresistible.
I’ve known about Alibaba for a few years but hadn’t made a purchase until AliExpress.
There were 3 big surprises in the book:
Alibaba wasn’t the “overnight success” that I thought it was
In fact, it’s 20 years old
China is big. Really big.
Yes, we all know that China has more than 1.2 Billion people but I little human brains have trouble processing the shear scale of a number that big
Alibaba sends out 30 million packages per day
Jack Ma built one of the first websites for China, and co-founded one of the first China-based companies that built websites for clients in 1995
Have you ever read a book and felt it rewiring your brain?
This is one of those books.
(This is actually the first of a pair of books. The sequel is called Homo Deus which looks at the future).
My whole adult life I’ve had a conflict between my Christian beliefs and my interest in science when it comes to the origin of humanity (and all life on this planet). This book nudged me one step closer to the explanations provided by science.
This book tackles the big questions:
Was the universe and humanity created by God?
Or, have humans, and all life on this planet, evolved over millions/billions of years? And if so, what is the evidence?
What is the purpose of humanity?
Why is all life driven to survive and thrive?
Were religions created by people to help us co-operate better?
And in this book, Kevin Kelly made a lot. I’ve included my favourites below
Stories about the future are awesome
2 or 3 times in this book, Kevin Kelly would paint this picture of a typical day-in-his-life set in the future. What happened on that day seems amazing, but realistic. They were a bit too long to include in my notes, so you’ll have to read the book yourself
I’m excited about robots taking our jobs!
Some people are not. Some people are scared of their jobs being taken by robots. Not just mechanical jobs, but jobs that until only recently, we thought were safe from robots: doctors and lawyers and accountants for example
But you don’t have to be afraid. All you need to do is remember that technology is additive. Email hasn’t replaced the postal service. Internet news hasn’t replaced physical newspapers. Digital hasn’t replaced paper.
Those industries have changed and adapted but they haven’t gone.
It’s the same with robots and artificial intelligence. They can augment and supplement our experience, our work, our contribution, our lives. Not replace.
Electric cars, autonomous vehicles, and the future of transportation
and space travel
It is superbly written
(by Ashlee Vance, a business columnist who has written for many major publications)
Vance steps back and forth between present day and the past with flashbacks that bring real depth and understanding of Elon Musk’s story, his background, his motivations and his relentless drive
It fills me with hope
It’s the same reason I love TED videos too, because they fill me with hope about the future of the human race
Musk has found a way to make things the planet needs (electric cars powered with solar power as an alternative to burning fosil fuels, a plan for colonising another planet incase we screw this one up), and making billions of dollars in the process that he feeds into his next idea
That a person can have several epic ideas as a kid and see them come real in his own lifetime thanks to his own hard work (I hope my kids have the same experience)
It was only recently that I developed an an interest in politics. It was during my 2016 campaign in which I sought election onto the Tauranga City Council. I was not elected but that has not extinguished my new found fascination with politics, both local, national and international.
I loved the book. It really does do a great job at explaining why people vote the way they do.
One section that really stood out to me was in Chapter Four which talked about how being accountable to an audience increases “evenhanded consideration of alternative points of view”. I saw myself in this because I’ve found that having my audience on my mind when I read business books helps me concentrate, and again when I read through a large volume of council documents during my election campaign, I read them with an open mind because I intended to share my summaries of them with the public.
“Orthodox is obsolete; conventional is kaput. We thought we knew how we make economics, politics, technology and nature work for us. But increasingly, they are failing to run by the rules and systems we’ve honed over recent decades. Boom-bust economies, fractured and destructive politics and a deeply degraded ecosystem are just some of the symptoms.”
“Pioneers around the world are seeking new values, systems and technologies. Thus equipped we might achieve the unprecedented, speed, scale and complexity of change we need to meet the immense challenges of the twenty-first century.”
“In this BWB Text acclaimed business journalist Rod Oram travels to Beijing, London and Chicago to meet some of these pioneers and report on their setbacks and progress. Because if 10 billion people are going to live well on this planet in 2050, we’re going to have to fundamentally change the way we do things.” Continue reading “Three Cities: Seeking Hope in the Anthropocene by Rod Oram”
Not only is it crammed full of optimism about the future, it gives us tips on how to position our businesses (large and small), to take advantage of the opportunities.
And it carries a warning.
Those businesses that do not evolve, will not survive.
I encourage you to buy this book and read it in full, but in the meantime, here are my notes on Exponential Organizations: Why new organizations are ten times better, faster, and cheaper than yours (and what to do about it) by Salim Ismail, Michael S. Malone, Yuri van Geest.
An Exponential Organization is one whose impact (or output) is disproportionally large – at least 10 x larger – compared to it’s peers because of the use of new organizational techniques that leverage accelerating technologies.
The basic idea of this book is very simple: You are just guessing what your customers actually want, right now and in the future. So perhaps it’s time you asked them what they want.
According to Levesque, the way to check is to put them through a series of surveys.
Their answers to these survey questions will enable you to put your customers into groups.
When you have those groups, you can better tailor your product/service packages to these groups.
Sounds pretty reasonable? Pretty simple?
That’s because it is.
Levesque does describe these surveys in moderate-to-light detail, and does provide a few examples of the emails that you can adapt for your own purpose.
But, I’m sorry to say, it doesn’t provide the formula that I expected from reading the title of the book. And worse, it pushes you to buy Levesque’s survey software. It’s just not easy to set up the system he proposes without it. Continue reading “Ask by Ryan Levesque”
Fueling my brain with a daily TED talk for 5 years now (and watching/reading no main-stream news) has meant I’ve got a very positive view of the future and supreme confidence in the potential for humanity to band together to solve our planets biggest problems.
This book has that same positivity but puts an entrepreneurial spin on it. What opportunities does the future hold for entrepreneurs who can see these changes coming and prepare for them?
As one of the first headlines in this book states: “The world’s biggest problems = biggest business opportunities”.
I’m a big fan of Simon Sinek’s TED talks. (In fact, I watched the rehearsal for his latest one live on stage in Vancouver in March of this year).
I was surprised to find that this book was about drugs.
Not the ones that might come to mind when I use that word, but the kind of drugs that our own brains secrete into our nervous system.
One of the big lessons for me was about how large corporations think that internal competition is healthy and necessary for innovation. They are wrong. That kind of competition is damaging and disrupts the “Circle of Safety” that Simon talks about in this book.
Another one nicely reinforced the direction my life is going in at the moment – that is, my mission is to bring people together at inspiring events.
His thoughts on how video conferencing can never replace a business trip was very interesting.
Here are my notes on “Less Doing, More Living: Make Everything in Life Easier” by Ari Meisel.
I thought I knew a lot about productivity and efficiency, so I haven’t picked up books like this lately.
I’m glad I did though, because even a few tips can make a big difference on your time management and impact.
The biggest lesson for me about this book was about email.
I’ve felt guilty about how addicted I am to email, but this book gave me tips about how I continue to use my email inbox as my to-do list, but with some cunning twists on how to improve the timing of what appears in there.
Here are my notes on the book “Delivering Happiness: A Path to Profits, Passion, and Purpose” by Tony Hsieh
Tony Hsieh is the CEO of Zappos, which is now wholly owned by Amazon and sells a wide range of items online, but made it’s start selling shoes online.
It’s the classic start-up story many of us dream of: a couple of friends get together and quit their jobs on the back on a single idea, they make it through the good times and bad times and desperate times to somehow scale it up to a billion dollar company within 10 years.
Here are my notes on “How to Fail at Almost Everything and Still Win Big: Kind of the Story of My Life” by Scott Adams
Scott Adams is the author of the world famous Dilbert comic strip that make fun of life in an office cubicle.
Like his comic strip, this book is certainly amusing. He is a great story teller in super-short-form comics in which he has only a few panels, and in this long-form book in which he has hundreds of pages.
This book has changed the way I do business. It’s that good. I also know much more about value-based pricing and I am able to provide advice to friends/clients/acquaintences who still stuck in the work-for-an-hour-get-paid-for-an-hour trap.
Here, I’ve recorded the parts of the book that were particularly useful to me. I encourage you to read the book yourself in your entirety because you are bound to find different sections more relevant to you.
From this book I’ve just pulled out sections that were of particular interest to me.
I don’t have a huge amount of notes because I worked from home for 3.5 years and in a co-working space for the last 14 months so I’m very much aware of the pros and cons of not working in a traditional office.
For the bigger picture on the office vs remote worker movement, I encourage you to read the book in it’s entirety.
My notes on “Startup Communities – Building An Entrepreneurial Ecosystem In Your City” by Brad Feld
Give Before You Get
Boulder is an incredibly inclusive community. Although there is some competition between companies, especially over talent, the community is defined by a strong sense of collaboration and philosophy of “giving before you get.”
If you contribute, you are rewarded, often in unexpected ways.
At the same time especially since it’s a small community it’s particularly intolerant of bad actors. If you aren’t sincere, constructive, and collaborative, the community behaves accordingly
My notes on “The Toilet Paper Entrepreneur” by Mike Michalowicz
This book had excellent structure, but I’ve only made notes on the sections I found most interesting, so you might find these notes jump around a bit.
I loved entrepreneurialism. I could talk about business all day, read every magazine, attend every seminar, and still my thirst would not be quenched. It took me a few years to figure out what was sitting right under my nose the entire time: That I loved launching businesses.
Once I came to the realization that it is the birthing and maturing of a business that I love, I knew the path my future would follow.
My notes on “Game-based Marketing: Inspire Customer Loyalty Through Rewards, Challenges and Contests” by Gabe Zichermann & Joselin Linder.
Games are all around us
“The Subway Game” is passive – most people don’t realise there is a game on, the players stand close to the train doors, block other players with their body language and compete for a seat. Breaking the rules using aggression is not allowed.
Variations: The Bar Game – get to the bar and order drinks for your friends the fastest. The Supermarket Game – identify which queue is likely to move the quickest
They are big business. Games such as Frequent Flier Miles earn more revenue for airlines than flying people around
My notes on “Hit The Ground Running: A Manual For New Leaders” by Jason Jennings
The number one cause of business failure isn’t poor cash-flow or pricing it’s copying a competitors strategy
Shareholders are best served by looking after consumers, retailers, employees, suppliers and community first. A different perspective from what you’d hear from Wall St
“Profit is not the reason for the existence of a company, profit is a well deserved by-product of doing what’s right. Looking for profit? Do more good things”
When you are the new CEO: unless people are presented powerful and undeniable evidence to believe that you are different (better) than your predecessors, they’ll either wink and whisper “here we go again” or adopt a deadly wait-and-see attitude
Productivity: it’s not the hours you put in or your level of effort, it’s about achieving what you set out to do. “Activities are not the same as Results”
“If you do a good job, people want you. Not for what you were trained to do but for your ability to get the job done.”
“People don’t quit companies, they quit bosses. The best boss is a mentor, one you trust.”
“Don’t confuse a decision made after listening to lots of people with a compromise decision. Usually when you get to a compromise you’ve lost something. Seek input, carefully consider everything you’ve heard and then make a call. Don’t try to please everyone.”
The new CEO of a private hospital started by giving a flower, newspaper and his business card out every morning with a note to call him on his extension for a quick resolution to any problem during their stay
“If you’re trying to climb one mountain and you find you can’t reach the summit, you don’t abandon mountain climbing, you change the goal and go for another summit. Who cares which mountain you climb? The view is great from every mountain top.”
“The plan isn’t nearly as important as the planning” – Keith Rattie
“One boss I had didn’t have thirty years of experience he had five years experience”
My notes on “Socialnomics: How social media transforms the way we live and do business” by Erik Qualman
The story about bacon salt
Bacon Salt was an idea that was born out of the minds of two Seattle buddies, Justin Esch and Dave Lefkow, who over a few beers jokingly posed the question – “Wouldn’t it be great if there was a powder that made everything taste like bacon?”
They found over 35,000 people that mentioned bacon in their MySpace profile. They began reaching out to these people to gauge their interest in Bacon Salt, and not only did they find interest, they started receiving orders when they didn’t even have a product yet.
It went viral.
The spice that made everything taste like bacon incredibly sold 600,000 bottles in 18 months. “We didn’t even have a product at the beginning; instead, we bought cheap spice bottles, printed out Bacon Salt logos and scotch them onto the bottles.”
Lesson: People are passionate about what they like. Each passion is a niche that can turn into a business.
My notes on “Social Media Marketing for Dummies” by Shiv Singh.
My additions are in italics.
Can sponsored conversations in social media be authentic?
Yes, the trick is to be completely transparent that they are sponsored
Disney partnered with SavvyAuntie, an online community focused on aunts without kids. Melanie Notkin, who runs SavvyAuntie, tweeted about Disney’s Pinocchio movie in March 2008 to coincide with its Disney anniversary release. She tweeted about t themes in the movie, often in question form, encouraging others to respond. Her 8000 followers on Twitter knew that she was doing this for Disney (every tweet about Pinocchio had a special tag), but because the tweets were appropriate for the audience, entertaining, and authentic, the campaign was a success.
My notes on “The Zen of Social Media Marketing” by Shama Hyder Kabani
Facebook is like a coffee shop. Everyone is there for his or her own reasons, but it is a great place to strike up a conversation.
People from all walks of life use Facebook. They aren’t there to buy stuff. They are there, first and foremost, to express themselves. After self-expression comes their need to connect with others.
Research show that people use Facebook primarily to showcase their own identity – not just who they are, but who they want to be perceived as. The friends we make, the groups we join, and the pages we LIKE on Facebook are all offshoots of this basic identity creation adn re-creation.
This is why you can never push products or services on Facebook. If you try to convert people directly to customers or clients, you will fail. However, if you are looking to attract consumers and build relationships over time, you will succeed. Your goal on Facebook should always be to attract people to your website, build trust, and gain visibility – all things that inevitably lead to sales.
Think about how you can be a part of peoples identity. Remember the cool kid everyone wanted to be friends with in school? Why did everyone want to be that person’s friends? Because it meant he or she was cook, too! You want to position your brand so people want to make it part of their identity.
This book also included sections on Twitter, LinkedIn and Video, but I didn’t learn anything in those sections so I didn’t take any more notes.
My notes on “Guerrilla Marketing in 30 Days” by Jay Conrad Levinson and Al Lautenslager
What is your competitive advantage? Is it enough?
Write down every reason you can think of to do business with your company. Now do the same for your top competitors. Scratch off the common ones. Are the remaining reasons good enough to be your competitive advantage? Do you need more?
Asking your customers why they do business with you will provide you with your competitive advantages
My notes on “Linchpin: Are You Indispensable? How to drive your career and create a remarkable future” by Seth Godin
The law of the Mechanical Turk
The law: “Any project, if broken down into sufficiently small, predictable parts, can be accomplished for awfully close to free.”
Eg Jimmy Wales led the tiny team at Wikipedia that destroyed the greatest reference book of all time. And almost all of them worked for free.
The Encyclopaedia Britannica was started in 1770 and is maintained by a staff of more than a hundred full-time editors. Over the last 250 years, it has probably cost more than a hundred million dollars to build and edit.
Wikipedia, on the other hand, is many times bigger, far more popular, and significantly more up-to-date, and it was built for almost free. No single person could have done this. No team of a thousand, in fact. But by breaking the development or articles into millions of one-sentence or one-paragraph projects, Wikipedia too advantage of the law of the Mechanical Turk. Instead of relying on a handful of well-paid people calling themselves professionals. Wikipedia thrives by using the loosely coordinated work of millions of knowledgeable people, each happy to contribute a tiny slice of the whole.
The internet has turned white-collar work into something akin to building a pyramid in Egypt. No one could build the entire thing, but anyone can haul one brick into place.
My notes on “Marketing Without Money – How 20 Top Australian Entrepreneurs Crack Markets With Their Minds” by John C Lyons and Edward de Bono:
How narrow is your product offering?
“Don’t try to be all things. Be famous for just one thing. We are doing a very simple thing. We are facilitator only, taking people to the top of the bridge. Our job is to enable our customers to make heroes of themselves. – Paul Cave, BridgeClimb
How narrow is your target market?
Frequently it is better to define what you do in terms of what you do not do, being quite harsh on your choice of markets and the products and services you deliver. Seldom is failure attributable to too narrow a focus.
My notes on “Rules of Thumb: 52 Truths For Winning At Business Without Losing Your Self” – by Alan M. Webber.
What business are you in?
If you’re a journalist and you think you’re in the news business, chances are good you’re going to go out of business. News today is a commodity. But there’s a good market for the opinion business or event he funny business (eg Jon Stewart whom recently finished forth in the voting for America’s most trusted source of… news). None of them are in the news business; they’re successful because they are in the ideas-behind-the-news business.
Learn to see with fresh eyes so you can differentiate your business from the competition.
Change the way your business sees the market and the way your customers see your business.
How? Start by asking a different question. Not “what is our product or service?” but “What does our product or service stand for?”
Eg a supermarket chain could stand for healthier life for customers who are willing to pay more for organic food.
Eg2 a coffee shop could stand for neighbourliness for the people in its surrounding community who use it as an informal gathering place
My notes on “1001 Ways To Make More Money As A Speaker, Consultant or Trainer” by Lilly Walters:
Have business cards sized versions of flyers. They are easier for prospects to keep (flyers get binned)
Goals are dreams with a deadline. Set goals with deadlines today.
Freebies: Add to the bottom of articles, a freebie that people will get if they contact you Eg “To obtain a free copy of “How to xyz”, just [state action here]”
Presentations: Don’t include everything in your presentation handouts. Refer to an item eg “the 10 rules of…”, and ask audience members to pass their business cards up to get a copy, and invite them to write a big “S” on the back if they speaker for a future date
Feedback surveys: Don’t provide a ratings scale, ask questions like:
What basic message did you hear that you could use tomorrow? (Purpose)
How will you use what you heard today increase your profits and/or productivity? (Practical application)
Is there something else about my subject that you would like to know that I did not have time to touch on in this presentation? (New topics)
Do you know of others (businesses, associations, etc) that would benefit from the material presented today? Who are they? (Referrals)
What is your opinion of my presentation? (Testimonials – make sure there is a permission check box so you can use the comments)
Discounting: When a client tells you “cut your fee on this talk, and when we might use you in a series”, reply “this programme will cost full price, but I will be glad to add a clause stating ‘If a series contract is signed within one year of this date $xyz will be deducted from the series price’”
Press Releases: Ask “would your viewers like to learn how to…?” or “would your listeners like to know the answer to…?”. Or ask these questions in the follow up phone call
Self Publishing: “The self-publishing manual” by Dan Poynter
Let the market lead: “Find a problem, then look for a solution. Don’t develop a solution, then spend your life searching for a problem for it. Pull through an idea from the market place, don’t push it through from inception towards some intangible market” – Jack Ryan
Which of the following 2 sentences of praise encourages kids to challenge themselves?
“You must be smart at this” (intelligence)
“You must have worked really hard” (effort)
The research revealed that the kids praised for their intelligence chose a puzzle of equal difficulty. Of the kids praised for their effort 90% chose a more difficult puzzle. When praising intelligence, the kids hear “look smart, don’t risk making mistakes”. The fear of failure actually inhibits learning. Continue reading “How We Decide by Jonah Lehrer”
My Notes on “Ready, Fire, Aim” by Michael Masterson:
When Launching A New Business, What Should Consume Your Time?
In launching new businesses, many entrepreneurs do the opposite of spending 80% of their time of their time on selling.
They spend most of their time, attention, energy and capital on things such as setting up an office, designing logos, printing business cards, filing forms, writing contracts, and refining the product.
They have the impression that they are doing things in a logical order – getting everything just right before they open their doors.
In fact, they are wasting valuable resources on secondary and tertiary endeavours.
It is enough to have the product and customer service just okay at the outset. Perfecting them can be done a little later, after you have gotten feedback from your customers.
Sell as soon as you can – if possible before you have spent a lot of time and money making it perfect.
My Notes on “Outrageous Advertising That’s Outrageously Successful” by Bill Glazer:
Recipe for a 5 Page Sales Letter
Page 1: Tell your story, the reason why you’re doing this, and why buyers should buy
Page 2: The details, what’s for sale, who you are, how much they’ll save
Page 3: Offer free gift “premium”. A deadline. Write directly at them. Hint at coupons coming up on the last page.
Page 4: Personal message reminding them how great you are, that they are your preferred customers, and not everyone is getting this offer, but they will later and then all the best stuff will be gone so they better act now. Another hint of the coupons on the last page
Rather than write an advertisement in a feeble attempt to get people to buy (when they have never even heard of you before), simply ask them for permission to send them more information (a free report, a free sample, a list of “common mistakes” in your industry).
And in that information you send them, ask for permission to send them more.
After you build up a relationship in this way over time, then you can start selling.
My Notes on “The Myths of Innovation” by Scott Berkun:
Myth #1: The Myth of the Epiphany
An epiphany only comes when you’ve put in all the hard work. It’s just the final piece in a 1000 piece puzzle
When inventors are asked how they came up with their idea they say “it just came to me”, and have some interesting story about how the idea formed in their head. They don’t say “after 1000 hours of research the idea became obvious”, because it’s boring. Stories about epiphany’s are interesting and exciting and give us hope that we will have one
The most useful way to think of epiphany is an occasional bonus of working on tough problems
My Notes on “Making Things Happen – Mastering Project Management” by Scott Berkun:
The Five States Of Communication
When you send an email or leave a voice mail, you are transmitting a piece of information to someone. This doesn’t mean she has read or heard it, it just means the message has left your hands with the intent to arrive in hers. With email and the Web, it’s very easy to transmit information, but there is no guarantee anyone is ever going to read it.
My Notes on “Tribes – We Need You To Lead Us” by Seth Godin:
The best synonym for leadership is management. That used to fit, but perhaps no longer. Movements have leaders and movements make things happen. Leaders have followers. Managers have employees. Managers make widgets. Leaders make change.
It takes only two things to turn a group of people into a tribe:
My Notes on “The Secrets of Consulting” by Gerald M. Weinberg:
The first law of consulting: In spite of what your client may tell you, theirs is always a problem.
The second law of consulting: No matter how it looks at first, it’s always a people problem
Never promise more than 10% improvement (so the client doesn’t get embarrassed about how crap they were)
If you happen to achieve more than 10% improvement, make sure it isn’t noticed
Whatever the client is doing, advise something else (because what they have been doing hasn’t worked so far)
You’ll never accomplish anything if you care who gets the credit
If they don’t hire you, don’t solve their problem
The Law of Raspberry Jam: The wider you spread it, the thinner it gets. Alternative: “Influence or affluence; take your choice”. One on one advice is very powerful for initiating change, an email newsletter or a book is weaker at influencing chance. But with the latter, with leverage, you can make a lot of money
Most of the time, for most of the world, no matter how hard people work at it, nothing of any significance happens
Once you eliminate your number one problem, number two gets a promotion
The Hard Law: If you can’t accept failure, you’ll never succeed as a consultant
Inverse of the Hard Law: Some people do succeed as consultants, so it must be possible to deal with failure
The Harder Law: Helping myself is even harder than helping others
DefineSmall Sale: Is a sale which can normally be completed in a single call and which involves a low dollar value.
In selling consumer goods product knowledge makes all the difference. But in large sales it can prevent success because the customer won’t see enough value to justify so large a decision.
Customer hesitation when deciding about a large sales isn’t so much about the product as entering a relationship. You will have to work with the seller over a period of some months rather than just buy the item and walk out the door.
In small sales the customer can afford to take more risks because the consequences of mistakes are relatively small.
My Notes on “The Ultimate Sales Machine” by Chet Holmes:
You can profoundly improve your company if you absolutely commit one hour a week in which you do nothing else than work on making the business much more effective.
We all get good ideas t seminars and from books and business-building gurus. The problem is that most companies do not know how to identify and adapt the best ideas to their businesses. Implementation, not ideas, is the key to real success.
To do’s, tasks, and deadlines must be assigned after every meeting. But the key is not to ask for too much to be completed. Make the gains small but constant. If you are having the meeting every week and you are making small incremental gains each and every week, think of the profound transformation you’re going to have in 52 weeks.
My Notes on “The 80/20 Principle: The Secret of Achieving More With Less” by Richard Koch:
Conventional wisdom is not to put all your eggs in one basket. 80/20 wisdom is to choose a basket carefully, load all your eggs into it, and then watch it like a hawk.
Celebrate exceptional productivity, rather than raise average efforts
Look for the short cut, rather than run the full course
Be selective, not exhaustive
Strive for excellence in few things, rather than good performance in many
Delegate or outsource as much as possible in our daily lives and be encouraged rather than penalised by tax systems to do this (use specialists to the maximum instead of doing the work ourselves)
Only do the thing we are best at doing and enjoy most
In every important sphere, work out where 20% of effort can lead to 80% of returns
Creative systems operate away from equilibrium. Cause and effect, input and output, operate in a non-linear way. You do not usually get back what you put in; you may sometimes get very much less and sometimes get very mush more.
If you can identify where your firm is getting back more than it is putting in, you can up the stakes and make a killing. Similarly, if you can work out where your firm is getting back much less than it is investing, you can cut your losses.
Different is better when it is more effective or more fun. If everyone is defining a problem or solving it one way and the results are sub-par, this is the time to ask, What if I did the opposite. Don’t follow a model that doesn’t work.
Most cold calls don’t get to the intended person for one reason: gatekeepers. Make all your calls from 8-8.30am and 6-6.30pm for a total of one hour to avoid secretaries and book twice as many meetings as senior sales executives who call from 9-5. Twice the results in 1/8 of the time. Continue reading “The 4-Hour Work Week by Tim Ferris”
My Notes on “The E-Myth Revisited” by Michael E. Gerber:
In a business that depends on you, on your style, on your personality, on your presence, on your talent and willingness to do the work, if you’re not there customers would go someplace else.
In this case, customers aren’t buying your businesses ability to give them what they want, but your ability to give them what they want.
If your business depends on your, you don’t own a business – you have a job. And that’s not the purpose of going into business. The purpose of business is to get free of a job so you can create jobs for other people, to expand beyond your existing horizons, to satisfy a need in the marketplace Continue reading “The E-Myth Revisited by Michael E. Gerber”
My Notes on “Getting Everything You Can Out Of All You’ve Got” by Jay Abraham:
Only 3 Ways to increase income:
Increase the number of clients
Increase the size of the sale per client
Increase the number of times that client buys from you
Difference between a customer and a client
A customer is someone who purchases something. A client is someone under our protection. So when a client wants to buy a bicycle for his son, what he really wants to spend precious time with his son to teach him to ride a bike, so its in his best interests if I sell him the best bike in the store that won’t crumple if he bumps into a tree. I am a trusted advisor, so he’ll be back next year to get bikes for the whole family.
My Notes on “12: The Elements of Great Managing” by Rodd Wagner and James K. Harter:
1. I know what is expected of me at work
Like a Jazz band or the team on an aircraft carrier, or a NBA basketball team. More than knowing their tasks, they have been working as a team for so long, they can anticipate moves and have contingency plans. I know the tasks to complete but more importantly, how my role fits in with everyone else.
2. I have the materials and equipment I need to do my work right
Be open to other peoples suggestions about how they could do a better job. Eg the special gloves at the fibreglass factory. Small refinements add up over time. And mean a lot to the employee – they feel listened to and cared about and they reward the company with loyalty and pitching in when needed. Bad idea: Not allocating people their space, having fluid desk arrangements Continue reading “12: The Elements of Great Managing by Rodd Wagner and James K. Harter”