The Dictators
Many organizations have leaders who consider themselves the fount of all knowledge and wisdom. Sometimes they founded the place, and believe because they know how to create fluid injection machines they also know the inner workings of human motivation. Some are
Three Flavors of Consultant
I have the rare opportunity in my communities to observe consultants consulting with each other—offering advice, asking questions, engaged in mutual and constructive improvement. I've noticed that in virtually zero cases do these very high powered consultants in the room
Speed Consulting
• Look for cause, not blame. • Validate everything, never trust an opinion. • Make it clear that you are responsible only to the buyer. • Seek evidence in the environment and observed behavior. • You can't remove a problem unless you remove its
There’s No Magic In Too Much Success
We can experience too much success. I returned to The Magic Castle in LA last night after 25 years' absence. The performances are still wonderful, but the experience isn't. There are too many people crowding into the place. The rooms are
Lessons from the Shameless Promotion Workshop in London
• Another person's view will often create better descriptions of our accomplishments than we create for ourselves. • We need to use more drama, be edgier, and be bolder in our promotional conversations and literature. • "War stories" and examples are powerful,
Success Practices from the Hall of Fame
From the Mentor Hall of Fame meeting at The Palace Hotel in New York City: Success Practices • Tell the client what others have been afraid to tell. • Connect one-on-one, never email when you can phone, never phone when you can visit
Quick Tips to Success from the Hall of Fame Members
From our current Private Roster Mentor Community Hall of Fame® Meeting in New York City: • Embrace your entire life, don't "compartmentalize" your business. • Simple is far more valuable than complex. • Market even more when you are successful and have the
NORK (No One Really Knows)
A long time ago, the great science fiction writer, Robert Heinlein, created the neologism "grok" in the magnificent novel, Stranger in A Strange Land. It means to "grasp" and truly understand, sort of. I'm introducing NORK, which means that "no one
Consulting 602
• When you arise in the morning, your belief must be that you have tremendous value to impart to a great many people. • Focus on that value in your conversations, writing, speaking, and collateral. Don't talk about methodology, technology, or models. •
Tell Me Where It Hurts
When you're coaching people or simply observing clients, you're well served never to assume someone else is "damaged" or malicious. We tend to make too many assumptions about others' motives without any evidence. There are four key vectors to consider when,