October 2, 2023 • 17 mins
What I do is help clients solve problems. Big problems. The type of problems that advance your career, position you as an expert, or create new opportunities in you life. In this episode, I show you how I do this and how you can too.
There are no secrets in this world, only solutions you haven’t found an implemented. Everyone has problems, they never go away. But what if you knew how to identify the cause, breakout solutions, and implement consistently?
The result is new and better problems. The result is greater income, more influence, and passive opportunities. You gain the leverage of people, places, and resources. Old problems go away, new opportunities come to you naturally.
In fact, I look for problems worthy of solutions. Documenting these challenges over more than three decades of experience gives me many solutions. My mentors, my experiences, my challenges, all feed the greater outcomes of that implementation.
I’d like to share these methods with you. As a business owner or executive, you have knowledge and experience that can solve problems. Let’s turn that wealth of knowledge into passive income, greater influence, and new opportunities. That’s what this episode is about.
To grow your career and gain greater influence over your success, join us at https://www.insidestrategicrel...
#PeakPerformance #ProblemSolving #ProbleSolution #CriticalThinking #SuccessFactor #RootCause
Become a supporter of this podcast: https://www.spreaker.com/podcast/inside-strategic-relations--3010682/support.
There are no secrets in this world, only solutions you haven’t found an implemented. Everyone has problems, they never go away. But what if you knew how to identify the cause, breakout solutions, and implement consistently?
The result is new and better problems. The result is greater income, more influence, and passive opportunities. You gain the leverage of people, places, and resources. Old problems go away, new opportunities come to you naturally.
In fact, I look for problems worthy of solutions. Documenting these challenges over more than three decades of experience gives me many solutions. My mentors, my experiences, my challenges, all feed the greater outcomes of that implementation.
I’d like to share these methods with you. As a business owner or executive, you have knowledge and experience that can solve problems. Let’s turn that wealth of knowledge into passive income, greater influence, and new opportunities. That’s what this episode is about.
To grow your career and gain greater influence over your success, join us at https://www.insidestrategicrel...
#PeakPerformance #ProblemSolving #ProbleSolution #CriticalThinking #SuccessFactor #RootCause
Become a supporter of this podcast: https://www.spreaker.com/podcast/inside-strategic-relations--3010682/support.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Are you a subject matter expert whohas knowledge and experience in their field but
wants to turn that into passive incomeor wants to turn that into consulting assignments.
Hey, I'm just in hit withinside strategic relations Many of our subscribers
have knowledge and experience in a field. They're between thirty five and fifty six,
(00:23):
and they've gotten to a point intheir career where they feel this upward
mobility is starting to go away.Whether it's economic changes, whether it's opportunity
in their job. They know thattrading dollars for hours is not going to
get them to where they want tobe in their performance of a career life
(00:43):
in general. Now, through strategicrelationships, you can open up new opportunities,
you can reach new people in themarketplace, you can find that next
opportunity. But sometimes what you're doingright now is actually the best thing you
can be doing for the skill setyou have, for the relationships you have,
and for the knowledge. Now,one of the things that I do
(01:04):
for clients is we develop plans,or we take plans that I've done in
the past, and I help youimplement them. So you'll notice that I
have reports and courses and materials thatmaybe they don't seem complete to you,
but they usually outline a plan thattake you from point A to point B
to point C. They develop foryou a course of action that, when
(01:29):
implemented, get certain results. Soif you want to enhance your career,
earn more money, have greater influencein the marketplace, be recognized as an
expert, position yourself to have opportunitiescome to you, or or any other
thing that has to do with developingbusiness relationships. I typically have a plan
(01:49):
or can help you develop a planspecific to your situation, write it down,
hand it to you, and thenjust simply help you implement it.
Now, why is this so powerful? Well, one of the things is
is that with the Internet, wehave so much content that we come up
with new ideas at a rate fasterthat we can implement them. And so
it's not the idea that has value, it's the implementation with value. Now,
(02:15):
think about this. If you havea problem in your life and you
do the exercise that I talk about, grab a piece of paper, you
write the problem at the top ofthe paper. You develop a problem statement.
You can easily build out some kindof root cause so you can figure
out why you have the problem.But if you stop there, you're actually
going to be worse off than youwere when you only had the problem,
(02:36):
because see, now you have theproblem and you know why you have the
problem, but you still don't havea solution. So there's this built up
pressure to solve the problem. Whenyou want things instantaneously and you go to
the internet and you say, okay, well I have this problem and here's
what's causing the problem. How dowe get to a solution. You're going
to likely find answers, but notgood answers. It's like the problem with
(02:59):
artificial intelligence. It'll always give youan answer, it won't necessarily give you
a good answer. So when you'relooking at quality and implementation, you need
some means of measuring whether what you'redoing is generating the outcome that you're looking
for. Now, very often thedelta between where you are and where you
(03:21):
want to be. That is thefeeling that you have that seems to be
a problem. But I'll tell youthroughout life, I've I've made hundreds and
fifty hundreds of thousands of dollars ayear. I've made millions of dollars for
clients, and it always feels likeyou could be doing better. And even
when I've done worse, made zeroin a year, it always feels like
(03:46):
you could do better. But inboth situations there's a dramatic difference in the
outcome, but it's the same person. And as I develop as an individual,
the only thing I have to showfor my effort is these plans and
reports, and there's hundreds of themon my shelf. So basically every consulting
(04:08):
assignment, we document the processes andprocedures. We document the problems that we're
having, We document the conditions inwhich those problems exist. We developed plans.
That's plural, sometimes there's more thanone plan that's necessary to get results.
We develop sets of goals and howwe're going to measure those goals,
and they're on shelves in my office. And so even though I've got all
(04:30):
these solutions, I still have thesame problems you guys have. Now.
Of course, I'm better equipped tosolve the problems in a lot of cases
because I've gotten the experience, justlike you are better equipped to solve many
of the problems that potential clients mayhave because you have experience. The difference
is you may be trapped inside ofa workplace today where you're given forty hours
(04:53):
a week, not realizing that atany time they can let you go,
and you don't have that residual value. That gives you the opportunity to branch
out. It gives you the opportunityto start developing passive income, the opportunity
to open doors where you can't physicallybe there. Now, think about this,
this is very important. I've writtena number of books, and while
(05:14):
they have not been best sellers,while they don't sell a lot on Amazon,
I can feedex somebody my book,so I pre qualify them. I
identify that they got a problem thatI can help them solve. I write
a cover letter, I FedEx thema copy of my book. Almost one
hundred percent of the time, withinthirty days, I will have an appointment
(05:36):
with that individual. I will havesome kind of contract with that individual.
I always get some kind of callback. But there's commerce that happens. Sometimes
it's small, sometimes it's big.But it's that book that shows up in
advance that primes the pump to themidentifying me as a recognized expert in their
(05:59):
area. Now I'm not sending outhundreds of these books every week. It
costs money to send books, betweenfour to five dollars. You'd be surprised
how little it costs. But ultimatelythe book itself can speak for me.
It can go out there, justlike these podcasts. These can go out
there in the marketplace. Somebody canlisten to it and say, Look,
(06:20):
I've got a problem and i don'tknow how to solve it, and I've
identified the root cause, and I'mfeeling this pressure of solving it. But
I don't have the time, Idon't have the focus, I don't have
the organization. Because the brain thathas the problem isn't necessarily the brain that
can solve the problem. Let mecontact Justin I'm going to contact Justin hit.
(06:42):
He's going to help me identify theproblem more clearly, determine whether or
not we should solve the problem,develop a root cause. From the root
cause, develop corrective actions so thatwe can implement a solution incrementally rather than
having to be in there all atonce. He's going to do a project
plan, is going to coach meduring the implementation. It's going to walk
(07:03):
me through the ideas and concepts thatare necessary to solve this problem. May
even find contractors. You can helpsolve the problem passively. Do you see
what we're talking about here? Thesame thing that I can do for my
clients with my more than thirty yearsof experience. Because I started when I
was a teenager, I got thementors that I needed, I had the
(07:25):
experiences in life. I wasn't afraidof mistakes, I wasn't afraid of success
or failure. We can translate thatinto your own experience. Give you the
tools that you need. So nowyou can take your twenty years of experience,
your fifteen years of experience and packageit. Okay, So in my
program Establish Instant Credibility, we talkabout how do you help the people who
(07:47):
can hire you see you as someonewho's credible, someone with expertise. It
just really gets me how a lotof people are trying to prove to Google
that they're an expert. But theydon't clean up their LinkedIn profile, they
don't put their LinkedIn profile in frontof people who can make buying decisions,
who can make hiring decisions. Theydon't gather and collect a database of recruiters,
(08:11):
a database of hiring managers. NowI know it seems like a little
bit of work, but I seeit more as an investment in future opportunity.
There are some of you guys outthere and gals that have experience,
that have stories that you could tellthat are interesting and help stimulate ideas about
how you particularly can help solve problems. And if those stories were in front
(08:35):
of the right people, those peoplewould just pick up the phone and call
you and say, hey, look, do you know are you interested in
a new opportunity. It wouldn't bethose spammy ones that are on LinkedIn.
It wouldn't be the you know,I don't know how many times you get
phone calls, but I get phonecalls all the time from recruiters who sought
me out and say, look,I've got a risk management position in my
(08:56):
environment and I think you're a perfectmatch for it. I'd like to I
already got a copy resume. I'dlike to interview. You. See.
I had a mentor who every monthwould interview, even though he enjoyed his
position, even though he was ina leadership role, he would interview for
a new opportunity every month within hiscareer area. This helped him identify problems
(09:20):
that he faced and didn't know hehad think about that you know you have
some problems and better business relationships wouldsolve those problems. But you don't know
the problems that you don't You don'tknow about the problems you can identify.
So there's actually problems that you haveright now that you think are something else
(09:41):
because you don't know how to identifythe problem, clarify the problem, identify
the root cause, and prioritize inorder to resolve it. You could have
fifty problems where you only think youhave three problems. The problem could be
you, the problem could be thecompany you're working for. My point being
is that by having a systematic approach, working with mentors identifying an opportunity in
(10:07):
the marketplace, you're going to bemore capable of solving problems. So this
mentor of mine would go out andjob interview. And he did this when
he was just an individual contributor.He did this when he was a middle
manager. He did this when he'svice president of the company. He did
this while he had ownership and equityin the company as a partner. Now
(10:30):
you might say, well, thatsounds like he's got a pretty good career,
And he did stay with the companyfor twenty two years, but every
month for twenty two years he interviewedwith their competitors. He interviewed with other
organizations, and it was known thathe was doing this because sometimes the rumors
would get back to the vice presidentsand stuff that he was out there interviewing.
(10:52):
But what he was using these interviewsfor is of course, finding a
new opportunity. There were times whenhe got offered a new opportunity that was
better than the opportunity he had there. He went out and looked at competitive
intelligence. He was interviewing people whohe sometimes eventually hired, so he's using
the interview to expand his network.He was interviewing to find out what challenges
(11:16):
other people in his industry, hispeers were facing. So the problems that
he didn't know he had, nowagain he did get better offers than what
he had. He got them inwriting, and then he took them to
the company he currently worked for,so he had loyalty in the company he
worked for, and in this hegot promoted. Because a good company will
(11:43):
identify those people who are even morevaluable outside the organization and they'll either let
them go or they'll move them upin the organization to utilize those resources.
And that's just one example, becausethis gentleman ended up in the same organize,
going from individual contributor to actually havingan equity stake, and then when
(12:03):
the company got bought out, heended up having a huge payout. So
there were times where his offer outsideof the company was larger than the company
could afford, and so he negotiated, now, we don't want to be
afraid of our problems, because sometimeshe found out that he wasn't getting paid
where he should be getting paid forthe value that he's contributing and the problems
(12:26):
that he's solving and the skills thathe puts into his work. And that
was a problem he didn't know hehad. And then he went to the
company and the company had a problemwhere they couldn't pay him anymore. So
they negotiated lump some payments to hisfour oh one K or his retirement account,
equity stake, private options, anew role inside the organization, adding
(12:48):
or reducing the size of his team. See, the problems aren't the issue.
It's your ability to implement reasonable solutionsthat create sometimes new problems, but
create a better situation or environment foryou in the future. So the reason
(13:09):
that I've documented all these things isbecause I work very well on paper.
When I help client solve a problem, I want to give them a plan
that they can just go implement,and they only come back to me to
solve new problems, or they comeback to me to refine their implementation.
Because my skill set is project management, risk management, and business development.
(13:31):
And in fact, risk management andbusiness development with the project management layered onto
it, the procurement layered onto it, the implementation layered onto it is really
where my strengths are. But yourstrengths could be completely different. And so
I take a report, I takea book, I take a material,
and we build an action plan synergisticto your unique situation. And then you
(13:54):
go implement that action plan and youget results that you can measure. You
get movement towards a a clear goaland objective. You put behind you the
problems that you don't need to solve. See, marketing in this world helps
you develop problems is those shortage ofproblems. But a lot of your problems
you don't need to solve. Andso why focus resources on things that,
(14:15):
even if they were solved, aren'tgoing to improve your situation. It's complex.
I understand that, but when youwant to transform business relationships into profits,
you need to know what the profitsare, and you need to know
the value of the relationships. Andvery often if we try to physically be
there and solve these relationships, therejust isn't enough hours in the day.
(14:37):
So development of tools, development ofsystems, and means of implementation that don't
require your direct action are always totake it to the next level. So
back to my mentor, he actuallyhad an assistant that would go find him
new opportunities. He actually had allof his training and his conference time devote
(15:01):
it to improving his ability to beaccepted for new opportunities. And then ultimately,
in his day to day work,he implemented everything he could find that
would improve the organization. He madehimself invaluable to the organization. That was
his plan. He didn't do fiftythings. He did three things. Was
great at his job, was greatat letting other people know he's great at
(15:24):
his job, and a contributor tohis career so that he was recognized as
an expert in that area. Foryou, it could be three different things,
it could be three of the samethings. The key is when working
on paper, we can often modeland structure differently than we can if it's
just trapped inside your head. Andone of the things that I do with
(15:46):
clients is in the coaching sessions iswe help extract those things. I help
evaluate what you're looking at, andwe develop a plan in writing. This
methodology works whether you want to growa business and so you're an executive,
if you want to grow a business, or you are an executive as far
as a knowledge worker or a talentedexperienced professional, or you own a business
(16:10):
and you want to implement through yourstaff, I've justin hit with Inside Strategic
Relations very often. Again, knowingyou have a problem is useful. Knowing
why you have a problem is helpful, But implementing reasonable and measured solutions is
priceless. If you have a challengeyou want to solve, if you want
(16:34):
to move into a new position ornew opportunity within your career path or within
owning a business, you want tocreate passive income, you want to create
passive influence, then visit us atwww dot inside Strategic relations dot com.
Ask your questions, listen to thispodcast. Again, there's a lot of
(16:56):
nuggets in here that you can implementright now, and then ultimately get involved
in some of our free resources atwww dot inside strategic relations dot com.
I'm just In Hit, and I'mhere to help you transform business relationships into profits Guaranteed
Are you a subject matter expert whohas knowledge and experience in their field but
wants to turn that into passive incomeor wants to turn that into consulting assignments.
Hey, I'm just in hit withinside strategic relations Many of our subscribers
have knowledge and experience in a field. They're between thirty five and fifty six,
(00:23):
and they've gotten to a point intheir career where they feel this upward
mobility is starting to go away.Whether it's economic changes, whether it's opportunity
in their job. They know thattrading dollars for hours is not going to
get them to where they want tobe in their performance of a career life
(00:43):
in general. Now, through strategicrelationships, you can open up new opportunities,
you can reach new people in themarketplace, you can find that next
opportunity. But sometimes what you're doingright now is actually the best thing you
can be doing for the skill setyou have, for the relationships you have,
and for the knowledge. Now,one of the things that I do
(01:04):
for clients is we develop plans,or we take plans that I've done in
the past, and I help youimplement them. So you'll notice that I
have reports and courses and materials thatmaybe they don't seem complete to you,
but they usually outline a plan thattake you from point A to point B
to point C. They develop foryou a course of action that, when
(01:29):
implemented, get certain results. Soif you want to enhance your career,
earn more money, have greater influencein the marketplace, be recognized as an
expert, position yourself to have opportunitiescome to you, or or any other
thing that has to do with developingbusiness relationships. I typically have a plan
(01:49):
or can help you develop a planspecific to your situation, write it down,
hand it to you, and thenjust simply help you implement it.
Now, why is this so powerful? Well, one of the things is
is that with the Internet, wehave so much content that we come up
with new ideas at a rate fasterthat we can implement them. And so
it's not the idea that has value, it's the implementation with value. Now,
(02:15):
think about this. If you havea problem in your life and you
do the exercise that I talk about, grab a piece of paper, you
write the problem at the top ofthe paper. You develop a problem statement.
You can easily build out some kindof root cause so you can figure
out why you have the problem.But if you stop there, you're actually
going to be worse off than youwere when you only had the problem,
(02:36):
because see, now you have theproblem and you know why you have the
problem, but you still don't havea solution. So there's this built up
pressure to solve the problem. Whenyou want things instantaneously and you go to
the internet and you say, okay, well I have this problem and here's
what's causing the problem. How dowe get to a solution. You're going
to likely find answers, but notgood answers. It's like the problem with
(02:59):
artificial intelligence. It'll always give youan answer, it won't necessarily give you
a good answer. So when you'relooking at quality and implementation, you need
some means of measuring whether what you'redoing is generating the outcome that you're looking
for. Now, very often thedelta between where you are and where you
(03:21):
want to be. That is thefeeling that you have that seems to be
a problem. But I'll tell youthroughout life, I've I've made hundreds and
fifty hundreds of thousands of dollars ayear. I've made millions of dollars for
clients, and it always feels likeyou could be doing better. And even
when I've done worse, made zeroin a year, it always feels like
(03:46):
you could do better. But inboth situations there's a dramatic difference in the
outcome, but it's the same person. And as I develop as an individual,
the only thing I have to showfor my effort is these plans and
reports, and there's hundreds of themon my shelf. So basically every consulting
(04:08):
assignment, we document the processes andprocedures. We document the problems that we're
having, We document the conditions inwhich those problems exist. We developed plans.
That's plural, sometimes there's more thanone plan that's necessary to get results.
We develop sets of goals and howwe're going to measure those goals,
and they're on shelves in my office. And so even though I've got all
(04:30):
these solutions, I still have thesame problems you guys have. Now.
Of course, I'm better equipped tosolve the problems in a lot of cases
because I've gotten the experience, justlike you are better equipped to solve many
of the problems that potential clients mayhave because you have experience. The difference
is you may be trapped inside ofa workplace today where you're given forty hours
(04:53):
a week, not realizing that atany time they can let you go,
and you don't have that residual value. That gives you the opportunity to branch
out. It gives you the opportunityto start developing passive income, the opportunity
to open doors where you can't physicallybe there. Now, think about this,
this is very important. I've writtena number of books, and while
(05:14):
they have not been best sellers,while they don't sell a lot on Amazon,
I can feedex somebody my book,so I pre qualify them. I
identify that they got a problem thatI can help them solve. I write
a cover letter, I FedEx thema copy of my book. Almost one
hundred percent of the time, withinthirty days, I will have an appointment
(05:36):
with that individual. I will havesome kind of contract with that individual.
I always get some kind of callback. But there's commerce that happens. Sometimes
it's small, sometimes it's big.But it's that book that shows up in
advance that primes the pump to themidentifying me as a recognized expert in their
(05:59):
area. Now I'm not sending outhundreds of these books every week. It
costs money to send books, betweenfour to five dollars. You'd be surprised
how little it costs. But ultimatelythe book itself can speak for me.
It can go out there, justlike these podcasts. These can go out
there in the marketplace. Somebody canlisten to it and say, Look,
(06:20):
I've got a problem and i don'tknow how to solve it, and I've
identified the root cause, and I'mfeeling this pressure of solving it. But
I don't have the time, Idon't have the focus, I don't have
the organization. Because the brain thathas the problem isn't necessarily the brain that
can solve the problem. Let mecontact Justin I'm going to contact Justin hit.
(06:42):
He's going to help me identify theproblem more clearly, determine whether or
not we should solve the problem,develop a root cause. From the root
cause, develop corrective actions so thatwe can implement a solution incrementally rather than
having to be in there all atonce. He's going to do a project
plan, is going to coach meduring the implementation. It's going to walk
(07:03):
me through the ideas and concepts thatare necessary to solve this problem. May
even find contractors. You can helpsolve the problem passively. Do you see
what we're talking about here? Thesame thing that I can do for my
clients with my more than thirty yearsof experience. Because I started when I
was a teenager, I got thementors that I needed, I had the
(07:25):
experiences in life. I wasn't afraidof mistakes, I wasn't afraid of success
or failure. We can translate thatinto your own experience. Give you the
tools that you need. So nowyou can take your twenty years of experience,
your fifteen years of experience and packageit. Okay, So in my
program Establish Instant Credibility, we talkabout how do you help the people who
(07:47):
can hire you see you as someonewho's credible, someone with expertise. It
just really gets me how a lotof people are trying to prove to Google
that they're an expert. But theydon't clean up their LinkedIn profile, they
don't put their LinkedIn profile in frontof people who can make buying decisions,
who can make hiring decisions. Theydon't gather and collect a database of recruiters,
(08:11):
a database of hiring managers. NowI know it seems like a little
bit of work, but I seeit more as an investment in future opportunity.
There are some of you guys outthere and gals that have experience,
that have stories that you could tellthat are interesting and help stimulate ideas about
how you particularly can help solve problems. And if those stories were in front
(08:35):
of the right people, those peoplewould just pick up the phone and call
you and say, hey, look, do you know are you interested in
a new opportunity. It wouldn't bethose spammy ones that are on LinkedIn.
It wouldn't be the you know,I don't know how many times you get
phone calls, but I get phonecalls all the time from recruiters who sought
me out and say, look,I've got a risk management position in my
(08:56):
environment and I think you're a perfectmatch for it. I'd like to I
already got a copy resume. I'dlike to interview. You. See.
I had a mentor who every monthwould interview, even though he enjoyed his
position, even though he was ina leadership role, he would interview for
a new opportunity every month within hiscareer area. This helped him identify problems
(09:20):
that he faced and didn't know hehad think about that you know you have
some problems and better business relationships wouldsolve those problems. But you don't know
the problems that you don't You don'tknow about the problems you can identify.
So there's actually problems that you haveright now that you think are something else
(09:41):
because you don't know how to identifythe problem, clarify the problem, identify
the root cause, and prioritize inorder to resolve it. You could have
fifty problems where you only think youhave three problems. The problem could be
you, the problem could be thecompany you're working for. My point being
is that by having a systematic approach, working with mentors identifying an opportunity in
(10:07):
the marketplace, you're going to bemore capable of solving problems. So this
mentor of mine would go out andjob interview. And he did this when
he was just an individual contributor.He did this when he was a middle
manager. He did this when he'svice president of the company. He did
this while he had ownership and equityin the company as a partner. Now
(10:30):
you might say, well, thatsounds like he's got a pretty good career,
And he did stay with the companyfor twenty two years, but every
month for twenty two years he interviewedwith their competitors. He interviewed with other
organizations, and it was known thathe was doing this because sometimes the rumors
would get back to the vice presidentsand stuff that he was out there interviewing.
(10:52):
But what he was using these interviewsfor is of course, finding a
new opportunity. There were times whenhe got offered a new opportunity that was
better than the opportunity he had there. He went out and looked at competitive
intelligence. He was interviewing people whohe sometimes eventually hired, so he's using
the interview to expand his network.He was interviewing to find out what challenges
(11:16):
other people in his industry, hispeers were facing. So the problems that
he didn't know he had, nowagain he did get better offers than what
he had. He got them inwriting, and then he took them to
the company he currently worked for,so he had loyalty in the company he
worked for, and in this hegot promoted. Because a good company will
(11:43):
identify those people who are even morevaluable outside the organization and they'll either let
them go or they'll move them upin the organization to utilize those resources.
And that's just one example, becausethis gentleman ended up in the same organize,
going from individual contributor to actually havingan equity stake, and then when
(12:03):
the company got bought out, heended up having a huge payout. So
there were times where his offer outsideof the company was larger than the company
could afford, and so he negotiated, now, we don't want to be
afraid of our problems, because sometimeshe found out that he wasn't getting paid
where he should be getting paid forthe value that he's contributing and the problems
(12:26):
that he's solving and the skills thathe puts into his work. And that
was a problem he didn't know hehad. And then he went to the
company and the company had a problemwhere they couldn't pay him anymore. So
they negotiated lump some payments to hisfour oh one K or his retirement account,
equity stake, private options, anew role inside the organization, adding
(12:48):
or reducing the size of his team. See, the problems aren't the issue.
It's your ability to implement reasonable solutionsthat create sometimes new problems, but
create a better situation or environment foryou in the future. So the reason
(13:09):
that I've documented all these things isbecause I work very well on paper.
When I help client solve a problem, I want to give them a plan
that they can just go implement,and they only come back to me to
solve new problems, or they comeback to me to refine their implementation.
Because my skill set is project management, risk management, and business development.
(13:31):
And in fact, risk management andbusiness development with the project management layered onto
it, the procurement layered onto it, the implementation layered onto it is really
where my strengths are. But yourstrengths could be completely different. And so
I take a report, I takea book, I take a material,
and we build an action plan synergisticto your unique situation. And then you
(13:54):
go implement that action plan and youget results that you can measure. You
get movement towards a a clear goaland objective. You put behind you the
problems that you don't need to solve. See, marketing in this world helps
you develop problems is those shortage ofproblems. But a lot of your problems
you don't need to solve. Andso why focus resources on things that,
(14:15):
even if they were solved, aren'tgoing to improve your situation. It's complex.
I understand that, but when youwant to transform business relationships into profits,
you need to know what the profitsare, and you need to know
the value of the relationships. Andvery often if we try to physically be
there and solve these relationships, therejust isn't enough hours in the day.
(14:37):
So development of tools, development ofsystems, and means of implementation that don't
require your direct action are always totake it to the next level. So
back to my mentor, he actuallyhad an assistant that would go find him
new opportunities. He actually had allof his training and his conference time devote
(15:01):
it to improving his ability to beaccepted for new opportunities. And then ultimately,
in his day to day work,he implemented everything he could find that
would improve the organization. He madehimself invaluable to the organization. That was
his plan. He didn't do fiftythings. He did three things. Was
great at his job, was greatat letting other people know he's great at
(15:24):
his job, and a contributor tohis career so that he was recognized as
an expert in that area. Foryou, it could be three different things,
it could be three of the samethings. The key is when working
on paper, we can often modeland structure differently than we can if it's
just trapped inside your head. Andone of the things that I do with
(15:46):
clients is in the coaching sessions iswe help extract those things. I help
evaluate what you're looking at, andwe develop a plan in writing. This
methodology works whether you want to growa business and so you're an executive,
if you want to grow a business, or you are an executive as far
as a knowledge worker or a talentedexperienced professional, or you own a business
(16:10):
and you want to implement through yourstaff, I've justin hit with Inside Strategic
Relations very often. Again, knowingyou have a problem is useful. Knowing
why you have a problem is helpful, But implementing reasonable and measured solutions is
priceless. If you have a challengeyou want to solve, if you want
(16:34):
to move into a new position ornew opportunity within your career path or within
owning a business, you want tocreate passive income, you want to create
passive influence, then visit us atwww dot inside Strategic relations dot com.
Ask your questions, listen to thispodcast. Again, there's a lot of
(16:56):
nuggets in here that you can implementright now, and then ultimately get involved
in some of our free resources atwww dot inside strategic relations dot com.
I'm just In Hit, and I'mhere to help you transform business relationships into profits Guaranteed
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