February 16, 2024 • 19 mins
(April 18, 2014) Yes you can accomplish anything in business with these specific insights. Unlock your potential in business, with clients, and cultivate the outcomes you desire.
In your daily interactions you will face this situation. Are you responsible for your actions and outcomes? This can help you accomplish more each day.
Do you have control over your emotion to maximize outcomes? These insights unlock your ability to reach peak performance -- will you have the courage to use it?
Accomplish more today, tomorrow, and more than others accomplish in a month. Discover easy to follow insights. Join us at https://www.insidestrategicrelations.com/newsletter/
#PeakPerformance #OutcomeManagement #SuccessMindset #MentalToughness
Become a supporter of this podcast: https://www.spreaker.com/podcast/inside-strategic-relations--3010682/support.
In your daily interactions you will face this situation. Are you responsible for your actions and outcomes? This can help you accomplish more each day.
Do you have control over your emotion to maximize outcomes? These insights unlock your ability to reach peak performance -- will you have the courage to use it?
Accomplish more today, tomorrow, and more than others accomplish in a month. Discover easy to follow insights. Join us at https://www.insidestrategicrelations.com/newsletter/
#PeakPerformance #OutcomeManagement #SuccessMindset #MentalToughness
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.
(00:03):
Yes, you can accomplish most anythingin your business if you're willing to follow
some very simple steps in decision making. Hi, I'm justin Hit with commercial
electrical profits in side strategic relations ata couple other newsletters, and I do
these audio programs to address specific questionsof my subscribers and clients and actually to
(00:28):
address situations that kind of irk methroughout the day when I'm working with people.
One of the things that I sawtoday is that I was on a
meeting and I'll facilitate this particular meetingfor I don't know, maybe fifteen twenty
people, and the objective is isto just see how everything's going, get
focused on this particular project. Andthis is one of my larger clients.
(00:50):
And I was asked to communicate whena certain file is updated and this file
identified the scope of work to becompleted. Now, this is similar to
asking someone to maybe send an updatewhen you post something new to a calendar.
And I'm thinking, well, I'mjust going to be blunt. These
(01:15):
are grown adults, and if acertain file is updated every thirty days,
and they regularly use this file inorder to make a decision that if it
was not updated when they opened thefile, then it had not been updated
yet, and that would be acause for action. So, like a
management by exception, I opened thefile, it wasn't up to date.
Therefore I take action. They don'tnecessarily need a communications. So are they
(01:42):
sitting around waiting for someone to tellthem the file got updated. They're supposed
to be regularly using this file.And I know I could ran on about
this for a little bit, buthere's the point. Here is the success
factor that you need to know,not only to implement the insights that we
share with you in this newsletter,not only to get more from your business,
not just profits. It's not allabout money. You can have a
(02:05):
big ass pile of money and stillnot be happy. You can have a
tiny pile of money and still notbe happy. You might be happier with
the big pile, but you notnecessarily guaranteed. But you will be happy
if you're able to have the lifestylethat have the friends have, the opportunities,
have the freedoms, personal freedoms andliberty freedoms that come with a certain
(02:29):
perspective. What is that perspective.Well, first, that perspective is an
internal locus of control. Now.I know, locus of control sounds all
fun, fancy and stuff, butlocus of control is is what you believe
you have control over, or whatyou believe controls the world around you.
(02:49):
So an external focus, a locusof control is believing that it's the outside
coming in, it's the government.The reason why my business is as big
as I want it to be andI don't have the free time that I
want, it's because the government.Ah damn government. You know you hear
You probably heard that before. Somebodysaid, well, it's raining outside,
so I can't play golf. Wellthat's okay, it's an obvious fact that
(03:14):
it's raining outside doesn't mean you can'tplay golf. You could play golf in
the rain. Maybe you don't wantto play golf now and you want to
do something different. An external locusof control is where you allow the outside
world to shape your decisions. Youknow, somebody cuts you off in traffic.
That is an external event, butit doesn't have to make you upset.
(03:36):
It's not your fault that they're stupid, just the bottom line. So
I'm advocating you have an internal locusof control, where you believe and act
according to you having control. Now, you may not actually physically have control,
(03:58):
but your response to a situation determineswhether or not you benefit from the
situation or it's detrimental to you.Now, bad things really can happen,
and it's okay to get upset.But maybe now is not the most appropriate
time to get upset. But whatI'm talking about here is responsibility. So
let's take out the extremes and focusjust on the average things to happen to
(04:21):
you every day. These individuals onthis call are grown adults and professionals,
but they're waiting for an external indicatorof when they can then take action.
Okay, so it's kind of likea salesperson waiting for the telephone to ring
(04:42):
before they can start set and appointments. I want you to take that and
flip it over and look at itin a way that helps you most ask
the question, why isn't the phoneringing? Well, maybe the phone's not
ringing because nobody knows your company exists. Maybe the phone's noting in because you,
as an individual selling professional, oryou as an executive, haven't done
(05:05):
what's necessary to get the phone ringing. Just a change in perspective can identify
solutions to some of the most challengingproblems. If you're not making enough money,
how could you make more money?You know, it's not I'm not
making enough money because the government's takingit from me. Well, it's true,
the government's taking the money from you, but if you add more money,
(05:27):
they're just going to take more,but you'll still have some for yourself.
It's not like they're going to takeit all. If they do take
it all, well, then there'sa whole different thing that you got to
deal with, and no sense worriedabout it. It's a perspective oriented towards
outcome rather than a perspective oriented towardsyou know what, people would blame what
(05:49):
people are doing to you. Sowhat other ways can you use that internal
locus of control? Well, whenyou work with your sales people, if
you ask the question why are wegetting enough sales or why are we making
enough profits? And your response isis because the salespeople didn't bring in the
sales. Your response to your ownquestion, or your own answer to your
(06:14):
own questions should be what can Ido about it? And that's an answer
to a lot of things. Whatcan you do about it? Well,
you can encourage your salespeople to takeup take responsibility. Then you can walk
down there and explain to them,Look, your salespeople, you create sales,
and it doesn't matter what the excusesare why you haven't created sales.
If you don't create sales, thenI can't keep you on staff. And
(06:39):
that's a blunt way of putting it. It's just one way of putting it.
The fact of the matter is thoughyou can't make sales for them,
and customers don't just magically appear,So what are they doing to make sales?
What could they do to make sales? So internally you have to take
(07:00):
and be a catalyst. Now youmight have a sales manager in between you
and the salespeople. That's fine.Ask the sales manager what could the sales
team be doing? But you're actuallyplaying on his external locus of control and
then you measure him on his internalSo you say, well, what could
(07:23):
the salespeople be doing in order toincrease sales? And he says, well,
you know they can get out prospectmore. Great, what will you
do in order to be sure theyprospect more? It almost doesn't matter what
the answer is, what are theygoing to do to create results, You
give them responsibility, you give thema notion that they are responsible, they
(07:48):
are going to make things happen,and pretty much it's stating in a sense
that excuses are not welcome. Solet me just tie this all together.
There's a lot of crap that's goingto happen now and in the future.
And you know, there's a lotof things that would be really nice if
(08:09):
people told you about what's going on. But I'm advocating you have a proactive
approach that puts you in the centerof getting things done. That doesn't mean
you actually have to do everything yourself. You could have your assistant monitor a
situation. In order to hold someoneaccountable and responsible for a certain activity,
(08:30):
you could use external controls like measures. For example, a direct mail campaign.
I hold that a direct mail campaignaccountable for a certain level of leads,
and I measure how many letters Isend to how many leads I receive,
in the quality and value of thoseleads. It's an inanimate object.
It can't physically have a perspective,but I hold it to that perspective as
(08:54):
part of a responsibility an action thatI take to get more leads, and
all this breaks down into a chainof events, a chain of cause and
effect events, where you are ultimatelythe first cause. This chain of events
eventually creates a specific result, andthen, as the first cause an observer
(09:18):
of the chain, you make adjustmentsto that chain in order to reach the
results faster. Now here's a veryI'm going to explain it in terms that
anybody can understand, but a verycomplex in depth topic that you could meditate
on for years. But if youare the first cause and what you cause
(09:41):
eventually affects some kind of outcome,that chain of cause and effect from you
to that outcome is a process.Because you want a certain outcome. Repeat
it. So you want sales everymonth, Your cause is to either hire
a sales team, or to goknock on doors, or to go make
(10:05):
phone calls, and the effect ofthat activity, after a series of steps,
is a sale. Now you don'tjust want sales, you want customers
for life. This is how youexpand the concept. But basically, you
could write a list of the stepsthat you take to col call. You
pick up the phone, you diala phone number, and you engage with
(10:28):
the prospect. Well, how dowe make this step of engaging with prospect
more successful. Well, that meanswe add a step before, which might
be researching ideal prospects, and thenwe only call the people on the ideal
prospect list by picking up the phone, dialing the number and engaging. You
literally can master your environment, engineersuccess in your business by understanding that you
(10:52):
are the first cause in the resultsthat your organization produces, and that chain
of CAUs in a effect is actuallyjust the process and the result you desire.
If you want it to happen periodically, you can create a process and
then now you've documented this process,the series of steps, and it can
be tuned to best impact or createresults in your business. So let's go
(11:18):
back to the conversation with the salesmanager. You say to the sales manager,
we first asked the question, nowcan we increase sales? The sales
manager has five ideas? Great,what is your plan to implement the very
best idea? Well, they writedown the plan. Now, because they
wrote down the plan, you canhold them accountable for their plan. Now,
(11:39):
they could have all kinds of excuseswhile their plan didn't work, but
it was their plan. It wasthe very best plan they had, So
why not you can give it afew adjustments here and there based on a
dialogue or conversation. But now you'vegot a written plan, and that written
plan will have certain characteristics tied toit, including how long did the plan
(12:01):
take, how much money did itcost to implement the plan, what was
the result of the plan or didwe not increase sales? If we increased
in sales, was it specifically becauseof the plan or something else? You
got it. It's a process.Now. Because you have the written process
or written plan, you could thenstart syndicating it, which is an advanced
(12:22):
topic that we talk about. It'ssustainable wealth secrets. But the syndication is
basically, instead of two salespeople implementingthe plan, you've got three people implementing
the plan, or thirty people implementingthe plan. You could outsource parts of
the plan and have other teams executeon the plan. It just when you
(12:43):
understand, with this internal locus ofcontrol that you are in fact the root
of your success or failure in yourbusiness. You now have an unlimited number
of options. You still might haveall the same numbers of pains and the
asses around you and stuff not goingright and the world crashing down around you.
(13:05):
Literally, the government could be outto get you, and everybody hates
you, and but none of thatmatters because you can just look at what
is it that I can do tomake the situation better? Even if it
is just to accept how crappy thissituation is and do the best I can.
Your attitude is gonna make all thedifference. This perspective will give you
leverage and strength in many situations.People will call you dilute it, and
(13:31):
that's fine because what do they knowanyway? And finally, because you now
see the connection between your first causeand the desired outcome or result. And
by the way, if you don'tsee the connection between what you're doing today
and where you want to be inthe future, you know that you can
change it. This isn't this incredible? Think about it. If what you're
(13:54):
doing today will not produce in yourmind the outcome that you desire tomorrow,
then you can just not do it. It's like who needs therapy? There
it is. But if what you'redoing today will produce the outcome, you
now can document the steps that it'sgoing to take. Even at the highest
level, serious folks, even atthe highest level, you can eventually then
(14:16):
get yourself out of doing all thework. You can start gaining the free
time that you deserve. You canstart having those things that you really desire
and want because you've now structured thatfirst cause, cause and effects steps,
process, steps, desired outcome measuredas along the process, and you can
hand it to someone else to manage. So let's say you're currently managing salespeople
(14:41):
and you like them to do fivecalls a week. Salespeople can then manage
themselves by doing five calls a weekand reporting a checklist of what five calls
they did. They're grown adults.You don't need to tell them every morning
to do five calls. They justtell them one time, have a measure,
and then as part of their regularprocess, that's what they do.
(15:01):
And because you're measuring it, youknow whether or not that's worth doing.
And voila, you're now free ofthe shackles, which is having to manage
people to every little detail. NowI know some people's personalities, you want
to manage to every little detail,but it's not necessary and it's not necessary.
Starting with you deciding that you're thefirst cause. Not only are you
(15:24):
the first cause, but you arenot time wise connected with the outcome,
meaning what you do this minute isn'tnecessarily got to immediately create a result.
It's gonna help, but it's notimmediately going to create the result. And
understanding that a series of cause andeffects are necessary, maybe to build a
momentum, maybe to reach a certainperson, maybe to refine the process to
(15:48):
get there more directly. But thebottom line is you have the power over
this. Now. You can assistother people or have other people assist you
to make it happen, but itis your decision, even if you've got
a boss. But anyway, lastcall round, we're going to round this
up. This is programmed JAY zerofour one eight B and it is specifically
(16:15):
about shifting your focus. If youwant more customers, you want more profits,
you want more long term benefit fromyour organization, then it is simply
deciding what will you do right now. There's nobody on the outside that has
to tell you to do it.What are the things that you've got to
do right now in order to getthose results? What are the things that
(16:38):
are standing in the way that couldmaybe not be done, that could be
set aside while you focus on whatneeds to be done, Maybe you focus
on what needs to be done forthree hours a day, and everything else
could be totally crapped up, andyou're still going to give the results because
you got the best things, themost important, the most critical path items
(16:59):
done first. It's really up toyou. Now. A lot of people
don't want to hear that because itfeels good to be able to blame other
people. But I'll tell you everythingthat's been screwed up in my life before
to this point and long into thefuture is going to be a result of
what I did or did not do, and not doing something is as much
(17:21):
of a decision as doing something,you know, and I can't for the
For the folks that asked about thistopic, how do I get motivated?
That was one of the questions.How do I get more done? You
know? How do I deal withirritating people? How do I how do
(17:41):
I? Well, you just decidethat you're going to have a certain result.
Based on that result, what isthe cause, what needs to be
done, what is necessary to impactthat situation? And then out of that,
what can you do Right now?I want to thank you for listening
to program. If you have anyquestions about this or any other program that
(18:02):
we provide, we have a twentyfour hour recorded message hotline, and you're
gonna get one of these audio responsesor or printing report or facts to your
office when you call seven five seventwo eight two seven seven seven nine and
ask your question. This has beenprogrammed JAY zero four one eight B and
you're welcome to ask about this oranything else. If I don't know the
(18:26):
answer, I won't I won't answeryou. I'll just send you a note
with a reference to somebody who doesdoes have an answer. But if it's
about building business relationships, if it'sabout improving in your performance and optimization of
your business process, especially those processesaround generating and keeping profitable customers, then
(18:47):
I'll be happy to answer those withthe with the blend honesty that I've got
the answered with. But the bottomline, folks, is is that you
are the catalyst for your results.There are certain things you don't need to
be told to do. You justneed to do them, and you get
to decide what things need to bedone for the result of your life.
It gives you more power, itgives you more control, and it gives
(19:07):
you a greater ability for significant results. I'm just at it with commercial electoral
profits and Inside Strategic Relations newsletter.I want to thank you for listening.
This has been programmed Jay zero fourone eight b
Yes, you can accomplish most anythingin your business if you're willing to follow
some very simple steps in decision making. Hi, I'm justin Hit with commercial
electrical profits in side strategic relations ata couple other newsletters, and I do
these audio programs to address specific questionsof my subscribers and clients and actually to
(00:28):
address situations that kind of irk methroughout the day when I'm working with people.
One of the things that I sawtoday is that I was on a
meeting and I'll facilitate this particular meetingfor I don't know, maybe fifteen twenty
people, and the objective is isto just see how everything's going, get
focused on this particular project. Andthis is one of my larger clients.
(00:50):
And I was asked to communicate whena certain file is updated and this file
identified the scope of work to becompleted. Now, this is similar to
asking someone to maybe send an updatewhen you post something new to a calendar.
And I'm thinking, well, I'mjust going to be blunt. These
(01:15):
are grown adults, and if acertain file is updated every thirty days,
and they regularly use this file inorder to make a decision that if it
was not updated when they opened thefile, then it had not been updated
yet, and that would be acause for action. So, like a
management by exception, I opened thefile, it wasn't up to date.
Therefore I take action. They don'tnecessarily need a communications. So are they
(01:42):
sitting around waiting for someone to tellthem the file got updated. They're supposed
to be regularly using this file.And I know I could ran on about
this for a little bit, buthere's the point. Here is the success
factor that you need to know,not only to implement the insights that we
share with you in this newsletter,not only to get more from your business,
not just profits. It's not allabout money. You can have a
(02:05):
big ass pile of money and stillnot be happy. You can have a
tiny pile of money and still notbe happy. You might be happier with
the big pile, but you notnecessarily guaranteed. But you will be happy
if you're able to have the lifestylethat have the friends have, the opportunities,
have the freedoms, personal freedoms andliberty freedoms that come with a certain
(02:29):
perspective. What is that perspective.Well, first, that perspective is an
internal locus of control. Now.I know, locus of control sounds all
fun, fancy and stuff, butlocus of control is is what you believe
you have control over, or whatyou believe controls the world around you.
(02:49):
So an external focus, a locusof control is believing that it's the outside
coming in, it's the government.The reason why my business is as big
as I want it to be andI don't have the free time that I
want, it's because the government.Ah damn government. You know you hear
You probably heard that before. Somebodysaid, well, it's raining outside,
so I can't play golf. Wellthat's okay, it's an obvious fact that
(03:14):
it's raining outside doesn't mean you can'tplay golf. You could play golf in
the rain. Maybe you don't wantto play golf now and you want to
do something different. An external locusof control is where you allow the outside
world to shape your decisions. Youknow, somebody cuts you off in traffic.
That is an external event, butit doesn't have to make you upset.
(03:36):
It's not your fault that they're stupid, just the bottom line. So
I'm advocating you have an internal locusof control, where you believe and act
according to you having control. Now, you may not actually physically have control,
(03:58):
but your response to a situation determineswhether or not you benefit from the
situation or it's detrimental to you.Now, bad things really can happen,
and it's okay to get upset.But maybe now is not the most appropriate
time to get upset. But whatI'm talking about here is responsibility. So
let's take out the extremes and focusjust on the average things to happen to
(04:21):
you every day. These individuals onthis call are grown adults and professionals,
but they're waiting for an external indicatorof when they can then take action.
Okay, so it's kind of likea salesperson waiting for the telephone to ring
(04:42):
before they can start set and appointments. I want you to take that and
flip it over and look at itin a way that helps you most ask
the question, why isn't the phoneringing? Well, maybe the phone's not
ringing because nobody knows your company exists. Maybe the phone's noting in because you,
as an individual selling professional, oryou as an executive, haven't done
(05:05):
what's necessary to get the phone ringing. Just a change in perspective can identify
solutions to some of the most challengingproblems. If you're not making enough money,
how could you make more money?You know, it's not I'm not
making enough money because the government's takingit from me. Well, it's true,
the government's taking the money from you, but if you add more money,
(05:27):
they're just going to take more,but you'll still have some for yourself.
It's not like they're going to takeit all. If they do take
it all, well, then there'sa whole different thing that you got to
deal with, and no sense worriedabout it. It's a perspective oriented towards
outcome rather than a perspective oriented towardsyou know what, people would blame what
(05:49):
people are doing to you. Sowhat other ways can you use that internal
locus of control? Well, whenyou work with your sales people, if
you ask the question why are wegetting enough sales or why are we making
enough profits? And your response isis because the salespeople didn't bring in the
sales. Your response to your ownquestion, or your own answer to your
(06:14):
own questions should be what can Ido about it? And that's an answer
to a lot of things. Whatcan you do about it? Well,
you can encourage your salespeople to takeup take responsibility. Then you can walk
down there and explain to them,Look, your salespeople, you create sales,
and it doesn't matter what the excusesare why you haven't created sales.
If you don't create sales, thenI can't keep you on staff. And
(06:39):
that's a blunt way of putting it. It's just one way of putting it.
The fact of the matter is thoughyou can't make sales for them,
and customers don't just magically appear,So what are they doing to make sales?
What could they do to make sales? So internally you have to take
(07:00):
and be a catalyst. Now youmight have a sales manager in between you
and the salespeople. That's fine.Ask the sales manager what could the sales
team be doing? But you're actuallyplaying on his external locus of control and
then you measure him on his internalSo you say, well, what could
(07:23):
the salespeople be doing in order toincrease sales? And he says, well,
you know they can get out prospectmore. Great, what will you
do in order to be sure theyprospect more? It almost doesn't matter what
the answer is, what are theygoing to do to create results, You
give them responsibility, you give thema notion that they are responsible, they
(07:48):
are going to make things happen,and pretty much it's stating in a sense
that excuses are not welcome. Solet me just tie this all together.
There's a lot of crap that's goingto happen now and in the future.
And you know, there's a lotof things that would be really nice if
(08:09):
people told you about what's going on. But I'm advocating you have a proactive
approach that puts you in the centerof getting things done. That doesn't mean
you actually have to do everything yourself. You could have your assistant monitor a
situation. In order to hold someoneaccountable and responsible for a certain activity,
(08:30):
you could use external controls like measures. For example, a direct mail campaign.
I hold that a direct mail campaignaccountable for a certain level of leads,
and I measure how many letters Isend to how many leads I receive,
in the quality and value of thoseleads. It's an inanimate object.
It can't physically have a perspective,but I hold it to that perspective as
(08:54):
part of a responsibility an action thatI take to get more leads, and
all this breaks down into a chainof events, a chain of cause and
effect events, where you are ultimatelythe first cause. This chain of events
eventually creates a specific result, andthen, as the first cause an observer
(09:18):
of the chain, you make adjustmentsto that chain in order to reach the
results faster. Now here's a veryI'm going to explain it in terms that
anybody can understand, but a verycomplex in depth topic that you could meditate
on for years. But if youare the first cause and what you cause
(09:41):
eventually affects some kind of outcome,that chain of cause and effect from you
to that outcome is a process.Because you want a certain outcome. Repeat
it. So you want sales everymonth, Your cause is to either hire
a sales team, or to goknock on doors, or to go make
(10:05):
phone calls, and the effect ofthat activity, after a series of steps,
is a sale. Now you don'tjust want sales, you want customers
for life. This is how youexpand the concept. But basically, you
could write a list of the stepsthat you take to col call. You
pick up the phone, you diala phone number, and you engage with
(10:28):
the prospect. Well, how dowe make this step of engaging with prospect
more successful. Well, that meanswe add a step before, which might
be researching ideal prospects, and thenwe only call the people on the ideal
prospect list by picking up the phone, dialing the number and engaging. You
literally can master your environment, engineersuccess in your business by understanding that you
(10:52):
are the first cause in the resultsthat your organization produces, and that chain
of CAUs in a effect is actuallyjust the process and the result you desire.
If you want it to happen periodically, you can create a process and
then now you've documented this process,the series of steps, and it can
be tuned to best impact or createresults in your business. So let's go
(11:18):
back to the conversation with the salesmanager. You say to the sales manager,
we first asked the question, nowcan we increase sales? The sales
manager has five ideas? Great,what is your plan to implement the very
best idea? Well, they writedown the plan. Now, because they
wrote down the plan, you canhold them accountable for their plan. Now,
(11:39):
they could have all kinds of excuseswhile their plan didn't work, but
it was their plan. It wasthe very best plan they had, So
why not you can give it afew adjustments here and there based on a
dialogue or conversation. But now you'vegot a written plan, and that written
plan will have certain characteristics tied toit, including how long did the plan
(12:01):
take, how much money did itcost to implement the plan, what was
the result of the plan or didwe not increase sales? If we increased
in sales, was it specifically becauseof the plan or something else? You
got it. It's a process.Now. Because you have the written process
or written plan, you could thenstart syndicating it, which is an advanced
(12:22):
topic that we talk about. It'ssustainable wealth secrets. But the syndication is
basically, instead of two salespeople implementingthe plan, you've got three people implementing
the plan, or thirty people implementingthe plan. You could outsource parts of
the plan and have other teams executeon the plan. It just when you
(12:43):
understand, with this internal locus ofcontrol that you are in fact the root
of your success or failure in yourbusiness. You now have an unlimited number
of options. You still might haveall the same numbers of pains and the
asses around you and stuff not goingright and the world crashing down around you.
(13:05):
Literally, the government could be outto get you, and everybody hates
you, and but none of thatmatters because you can just look at what
is it that I can do tomake the situation better? Even if it
is just to accept how crappy thissituation is and do the best I can.
Your attitude is gonna make all thedifference. This perspective will give you
leverage and strength in many situations.People will call you dilute it, and
(13:31):
that's fine because what do they knowanyway? And finally, because you now
see the connection between your first causeand the desired outcome or result. And
by the way, if you don'tsee the connection between what you're doing today
and where you want to be inthe future, you know that you can
change it. This isn't this incredible? Think about it. If what you're
(13:54):
doing today will not produce in yourmind the outcome that you desire tomorrow,
then you can just not do it. It's like who needs therapy? There
it is. But if what you'redoing today will produce the outcome, you
now can document the steps that it'sgoing to take. Even at the highest
level, serious folks, even atthe highest level, you can eventually then
(14:16):
get yourself out of doing all thework. You can start gaining the free
time that you deserve. You canstart having those things that you really desire
and want because you've now structured thatfirst cause, cause and effects steps,
process, steps, desired outcome measuredas along the process, and you can
hand it to someone else to manage. So let's say you're currently managing salespeople
(14:41):
and you like them to do fivecalls a week. Salespeople can then manage
themselves by doing five calls a weekand reporting a checklist of what five calls
they did. They're grown adults.You don't need to tell them every morning
to do five calls. They justtell them one time, have a measure,
and then as part of their regularprocess, that's what they do.
(15:01):
And because you're measuring it, youknow whether or not that's worth doing.
And voila, you're now free ofthe shackles, which is having to manage
people to every little detail. NowI know some people's personalities, you want
to manage to every little detail,but it's not necessary and it's not necessary.
Starting with you deciding that you're thefirst cause. Not only are you
(15:24):
the first cause, but you arenot time wise connected with the outcome,
meaning what you do this minute isn'tnecessarily got to immediately create a result.
It's gonna help, but it's notimmediately going to create the result. And
understanding that a series of cause andeffects are necessary, maybe to build a
momentum, maybe to reach a certainperson, maybe to refine the process to
(15:48):
get there more directly. But thebottom line is you have the power over
this. Now. You can assistother people or have other people assist you
to make it happen, but itis your decision, even if you've got
a boss. But anyway, lastcall round, we're going to round this
up. This is programmed JAY zerofour one eight B and it is specifically
(16:15):
about shifting your focus. If youwant more customers, you want more profits,
you want more long term benefit fromyour organization, then it is simply
deciding what will you do right now. There's nobody on the outside that has
to tell you to do it.What are the things that you've got to
do right now in order to getthose results? What are the things that
(16:38):
are standing in the way that couldmaybe not be done, that could be
set aside while you focus on whatneeds to be done, Maybe you focus
on what needs to be done forthree hours a day, and everything else
could be totally crapped up, andyou're still going to give the results because
you got the best things, themost important, the most critical path items
(16:59):
done first. It's really up toyou. Now. A lot of people
don't want to hear that because itfeels good to be able to blame other
people. But I'll tell you everythingthat's been screwed up in my life before
to this point and long into thefuture is going to be a result of
what I did or did not do, and not doing something is as much
(17:21):
of a decision as doing something,you know, and I can't for the
For the folks that asked about thistopic, how do I get motivated?
That was one of the questions.How do I get more done? You
know? How do I deal withirritating people? How do I how do
(17:41):
I? Well, you just decidethat you're going to have a certain result.
Based on that result, what isthe cause, what needs to be
done, what is necessary to impactthat situation? And then out of that,
what can you do Right now?I want to thank you for listening
to program. If you have anyquestions about this or any other program that
(18:02):
we provide, we have a twentyfour hour recorded message hotline, and you're
gonna get one of these audio responsesor or printing report or facts to your
office when you call seven five seventwo eight two seven seven seven nine and
ask your question. This has beenprogrammed JAY zero four one eight B and
you're welcome to ask about this oranything else. If I don't know the
(18:26):
answer, I won't I won't answeryou. I'll just send you a note
with a reference to somebody who doesdoes have an answer. But if it's
about building business relationships, if it'sabout improving in your performance and optimization of
your business process, especially those processesaround generating and keeping profitable customers, then
(18:47):
I'll be happy to answer those withthe with the blend honesty that I've got
the answered with. But the bottomline, folks, is is that you
are the catalyst for your results.There are certain things you don't need to
be told to do. You justneed to do them, and you get
to decide what things need to bedone for the result of your life.
It gives you more power, itgives you more control, and it gives
(19:07):
you a greater ability for significant results. I'm just at it with commercial electoral
profits and Inside Strategic Relations newsletter.I want to thank you for listening.
This has been programmed Jay zero fourone eight b
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