Revive Your Real Estate Leads

Here is a great script from my coach Joe Stumpf. Hope you have great success with it!

How To Revive Your Dead Real Estate Leads And Get Appointments NOW
Dec 27, 2011

Here's an interesting statistic:

50% of all real estate leads are never followed up with.

That means people are asking for things and they never hear back from anyone.

How about you? Are you generating real estate leads from your website and/or expensive print ads, but then following up gets pushed down your to-do list because of your crazy schedule, and then further down, and further down, until those leads end up languishing under a stack of paperwork?


Then the stack gets moved from your desk…to a chair…and then maybe filed on the floor.

By the time you get around to resurrecting the leads they've gone way cold. No point in contacting any of them now, right?

Wrong. Turn those old leads into gold…here’s how.

I spoke to Diane Cardano, a Realtor in Philadelphia, Pennsylvania about just such a problem with her old leads. She and her team of six buyer specialists are great at generating leads, and consistent about following up with their email drip campaign. Unfortunately, this tried-and-true strategy that had worked well in the past wasn't working so well anymore. As Diane put it, "Things were really slowing down. We had all these leads, but nobody was committing to come into the office."

Lots of leads – wanted appointments right NOW.

I gave Diane an easy follow-up strategy that we've tested and proven to work regardless of whether the lead is cold or fairly recent.

I call it the "Nine-Word Email."

Here it is:

Email subject line: Lead's First Name


Email message: Are you still looking for a home in ___________?


So your email might look like this:

======================
Subject: Richard

Are you still looking for a house in Shadow Ridge?
======================

That's it – nine words. (Ok 10)

Diane and her team got the city or area from the information their leads had put in their search parameters. Then they started sending the emails, and in just two weeks this strategy brought them five new ready-to-act buyers. Plus, they heard from additional people who said they'd be looking again a few months down the road, and to please keep in touch with them.

Now, it's OK if you're skeptical – Diane was, too. When she called me to share her results, she confessed that she'd thought, "Of course this can't work – it's way too easy."

Diane also 'fessed up that putting just the lead's first name in the subject line was contrary to everything she believed an email should be; that is, putting your whole life story in the subject line and then your whole life story again in the email. Simple and effective.

That's that tried-and-true strategy I mentioned earlier.

So, here it is again: The formula that brought Diane and her team five buyers in just two weeks:

Email subject line: Lead's First Name


Email message: Are you still looking for a home in ___________?


That's it – nine words.

Include your contact information, of course.

And of course, don't send your emails unless you're committed to following through and ready to meet prospective buyers now, and add future buyers to your pipeline.

Don’t let anymore commissions slip through your fingers, OK?

Drop me a comment on Facebook when you revive some of your old leads.

http://www.facebook.com/ByReferralOnly

"An EXTRA TRAIN will leave Shoreditch" - Trains on Christmas Day before 1900

Last year around this time, I showed how Christmas was celebrated on the London and South Western Railway before 1900 (HERE). However, one thing stuck in my mind, namely, that the railways still operated on Christmas Day. Therefore, this year I conducted a bit of research to discover more about these services. Unsurprisingly, I found that the increasing importance of Christmas throughout the nineteenth century affected how many trains were run on Christmas Day.

In the 1830s and early 1840s it seems that the railway companies did not make any special arrangements for Christmas Day and ran regular weekday services. An advert printed on 22 December 1837 for the Grand Junction Railway’s forthcoming services between Birmingham and the Liverpool and Manchester Railway contained not one word about the coming festivities.[1] Indeed, adverts printed in the week before Christmas for trains on the London and Greenwich Railway[2] and  the Great Western Railway (GWR) in 1838,[3], as well as on the Birmingham and Derby Railway in 1839[4], also mention no special passenger train arrangements on Christmas Day. Furthermore, an Eastern Counties Railway advert from the 22 December 1843 clearly announced that ‘On Christmas day the trains will run the same as on week days.’[5] Lastly, shown on the left is an example a Great Western Railway advert published on 19 December 1840 which has no mention of Christmas.[6]

The reason that trains continued to run as normal on Christmas Day in this period was, I presume, because it was only significantly observed by the upper and middle classes and for many people it simply a normal day. Nevertheless, 1843 was a year when the increasing popularity of Christmas amongst all the population was becoming evident. In that year the first Christmas card appeared [7] and on the 17 December Dickens’ A Christmas Carol was published, a text which helped to revive interest in forgotten Christmas traditions [8].

Therefore, around this time railway companies began offering special rates to passengers in the festive period. In 1844 the Preston and Wyre Railway offered, in bold capital letters, ‘CHRISTMAS CHEAP TRAINS’. Between Christmas Day and New Year passengers travelling by the 8.30 am train from Preston to any station on the company’s network could return with the same ticket by any train. Furthermore, on Christmas Day and New Year’s Day anyone booking to Preston on either of the two morning trains, could also return the same day on the same ticket.[9] In 1845 the GWR reduced the cost of all return tickets by a third on Christmas Day.[10] Lastly, the Midland Railway allowed passengers who purchased first or second class day tickets between the 24^th and 26^th December to return on any of those days or on the 27^th and 28^th.[11] Consequently, throughout the Victorian period offers of this nature were provided by most companies in the festive season.

However, the GWR’s 1845 advert included words which indicated that further changes in Christmas services were afoot. The reduced fares were allowed, ‘reckoning Christmas Day as a Sunday.’ [12] Indeed, while in the GWR’s case they offered the special Sunday fares on Christmas day, seemingly it wasn’t long until many companies began running Sunday timetables on that day also. Evidence has been found of this being advertised by the London and South Western Railway in 1846,[13] the GWR in 1849,[14] the London, Brighton and South Coast Railway in 1854[15] and the Chester and Birkenhead Railway in 1857. Indeed, by the 1860s the running of Sunday services on Christmas Day seemed to be the norm across the railway industry.

However, unlike at present, Sunday timetables were not simply a slightly reduced version of the weekday one and the number of trains running was small compared with the rest of the week. The Chester and Birkenhead’s December 1857 timetable shows ten up and eleven down trains between Liverpool and Chester on a weekday. However, only four up and three down were provided on a Sunday. The GWR’s timetable for services between London and Chester shows five up and six down on a weekday, but only one each way on a Sunday.[16] Furthermore, as Sunday trains were not greatly profitable, railway managers gradually reduced the number of lines that had them as the nineteenth century progressed. Thus, in 1847 only 2.6% of Britain’s railway network had no Sunday services, yet by 1861 the figure was 5.7%, in 1871 it was 18.9% and by 1887 it was 20.1%.[17] Only in Scotland did religious feeling play a role in stopping Sunday services, and by 1914 over 60% of the network had no trains.[18]

Therefore, because the Sunday timetables operating on Christmas Day would have been unable to convey all who wanted to travel in the festive season, especially given its increasing popularity, from the 1850s the railways ran extra services in the three or four days before the 25 December. Indeed, this seems to have become an industry norm. An issue of The Standard from 22 December 1863 shows the following railways were advertising additional services in this period:

Crystal Palace

Great Eastern

Great Western

London and North Western

London and South Western

London, Brighton and South Coast

London, Chatham and Dover

North London

South Eastern[19]

Special trains on Christmas Day have been hard to find before the 1860s, and thereafter they were few in number in each year. An Eastern Counties’ Railway advert from 1844 stated that on Christmas day ‘an EXTRA TRAIN will leave Shoreditch Station to Brentwood at a Quarter before Ten o’clock A.M. calling at all the intermediate stations.’[20] However, this seems an anomaly for the period.

After 1860, special Christmas Day services provided were seemingly operating on long-distance routes only. In 1860 the South Eastern Railway put on a special train between London and Canterbury at 8.30am, returning in the evening. The Eastern Counties Railway ran a special train to Norwich leaving at 9.50 am. [21] In 1890 the London and South Western Railway put on a special train at 8.50am for Basingstoke, Salisbury and Exeter, as well as another for Southampton, Portsmouth, Salisbury Bournemouth and Lymington. Both trains called at principal intermediate stations along the way. In the same year the ‘London and North Western Railway’s timetable had ‘several important additions’[22] and in 1895 the company ran a special train from Euston at 6.15 am stopping at all major stations between there and Glasgow.[23] Lastly, In 1899 the South Eastern Railway offered ‘several extra trains.’[24] Ultimately, the total number special Christmas Day trains each year is unknown, however, it is clear they were not numerous.

Overall, during the Victorian period the number of trains railway companies provided on Christmas Day diminished. Immediately after the industry’s birth companies ran full weekday timetables on 25 December. However, in the 1840s sparse Sunday timetables were adopted, which themselves provided a diminishing number of services as the decades passed.  Thus, this adoption of Sunday timetables began the long decline of the Christmas Day passenger train, the last of which was run in 1981.[25]

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[1] LiverpoolMercury etc, Friday, December 22, 1837

[2] The Examiner, Sunday, December 23, 1838

[3] The Morning Chronicle, Saturday, December 22, 1838

[4] The Derby Mercury, Wednesday, December 18, 1839

[5] The Essex Standard, and General Advertiser for the Eastern Counties, Friday, December 22, 1843

[6] The Bristol Mercury, Saturday, December 19, 1840

[7] http://en.wikipedia.org/wiki/Christmas_card

[8] http://en.wikipedia.org/wiki/A_Christmas_Carol

[9] The Preston Chronicle etc, Saturday, December 21, 1844

[10] The Morning Chronicle, Monday, December 22, 1845

[11] The Derby Mercury, Wednesday, December 23, 1846

[12] The Morning Chronicle, Monday, December 22, 1845

[13] Hampshire Advertiser & Salisbury Guardian, Saturday, December 05, 1846, pg.1

[14] John Bull, Saturday, December 08, 1849, p. 765, Issue 1,513

[15] The Morning Chronicle, Tuesday, December 12, 1854, Issue 27445

[16] Wrexham and Denbighshire Advertiser, and Cheshire, Shropshire, Flintshire, and North Wales Register, Saturday, December 12, 1857, Issue 202

[17] Simmons, Jack, The Victorian Railway, (London, 1991), p.286

[18] Simmons, Jack, ‘Sunday Services’, The Oxford Companion to British Railway History, (Oxford, 1997), p.486

[19] The Standard, Tuesday, December 22, 1863, pg. 1, Issue 12282

[20] The Essex Standard, and General Advertiser for the Eastern Counties, Friday, December 22, 1843

[21] The Standard, Saturday, December 22, 1860, p.1

[22] The County Gentleman- Sporting Gazette, Agricultural Journal, and The Man about Town, Saturday, December 13, 1890, pg. 1759

[23] Speaker, No.12 (1895, December 21), p.682

[24] Outlook, Vol. 4, No.98 (1899, December 16), p.633

[25] The Times, Thursday, Dec 16, 1982, pg. 26, Issue 61416

"Christmas fare from the provinces" - Euston Station and the Distribution of Festive Goods in the 1840s

Given that in the nineteenth century the railways were the main way of transporting anything long distances, it is unsurprising that the festive season was their busiest period of the year. Indeed, the railways carried everything the people of Britain needed for their Christmas festivities, not to mention the people themselves. For this reason some newspapers seemed obsessed with what traffic was carried, how it was carried and its volume, and their reports provide an insight into the level of activity occurring on Britain’s railways in the week before Christmas Day. Receiving particular attention in the late 1840s and early 1850s was the delivery arrangements at the Euston terminus of Britain’s largest railway company, the London and North Western Railway (L&NWR).

The Morning Postof Monday 26 December 1848 reported that ‘yesterday [Christmas Day] and during Sunday, the termini of the various metropolitan termini presented an unusual scene of bustle and activity in consequence of the extraordinary influx of Christmas fare from the provinces.’ The Post stated that the volume of incoming traffic at Euston was so large that on the arrival platform a temporary tarpaulin shed had been constructed in to which goods were unloaded before distribution. It was eighteen feet high and fifty foot long, and at one point before Christmas it had been full. Nevertheless, because the distribution system worked perfectly confusion was avoided.[1]

A year later, the Daily News printed a more detailed account of the distribution arrangements at Euston between the 22 December and the morning of the twenty-fifth. The General Manager of the company, Captain Mark Huish, and Mr Brooks, the company’s Traffic Superintendent,[2] had made special arrangements with the company’s delivery agents, Messrs Chaplain and Horne, to expedite the deliveries as quickly as possible. Once again, there was a tent on the arrival platform. However, in 1849 it was larger than a year before, being twenty foot high and sixty foot long. From the Daily News' article we also learn that it was lit by gas lamps to allow unloading operations to continue at night.

Trains arrived day and night alongside the tent and their contents of ‘barrels of oysters, baskets of fish, fruit game and other Christmas presents’  were unloaded into the tent by fifty or sixty porters. The loads were then handed to the Chaplain and Horne's agents who, with the help of ‘sorters’, arranged the parcels into large compartments on the station wall. These compartments were each labelled with the districts of London that the consignments were being sent to. Some of which were as follows: ‘the City, Strand, Squares over the water, Islington, East End, Finsbury, West-end, Kingsland, Clerkenwell.’

At each compartment two and three omnibuses stood being loaded with parcels and packages being checked by the L&NWR’s clerks. They were loaded carefully and securely, and that efficient loading was achieved not just by ‘laying the packages across,’ but also by ‘suspending turkeys and pigs outside.’ Some were estimated to hold 200 packages and were so piled up that they were as the second floors of houses. Thus, the paper commented that on leaving the station they ‘attracted no small attention.’ Overall, there were thirty or forty omnibuses and when all were filled to capacity they departed ‘without delay.’

Of course, with so many goods passing through this may have offered an opportunity to criminals to pilfer, and to prevent such loss the company’s policemen were present the entire time.

The operation was highly efficient. On Sunday 23 December the majority of the trains carrying mail and goods for London began arriving at 4.30am, and by 9am all their contents had been despatched into the city. However, on Christmas Eve and Christmas Day mornings it took until 10am to clear the incoming traffic.[3] Further evidence of efficiency was recorded in 1853 when only two consignments out of 40,000 were found to have lost their labels.[4] But, additionally, the effectiveness of the operation is so impressive when considering the number of parcels and packages entering Euston Station in the three days up to and including the morning of Christmas Day. The estimates reported were as follows:-

1848 - 12,000 [5]

1849 - 15,000 [6]

1850 - 10,000 [7]

1851 - Inward and Outward: 40,000 (figures for the week before Christmas) [8]

1852 - 12,000

1853 - 12,500 [9]

1864 - 17,000 [10]

Clearly, with just the use of paper and ink, the L&NWR organised the unloading and delivery of consignments with a speed and efficiency that puts some modern delivery services to shame. Ultimately, this enabled London’s residents to have a very, merry Christmas.

Read last year's Christmas post HERE

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[1] The Morning Post, Tuesday, December 26, 1848

[2] Interestingly, no trace of a ‘Mr Brooks’ can be found in Terry Gourvish’s book Mark Huish and the London and North Western Railway, (Leicester, 1972)

[3] Daily News,Wednesday, December 26, 1849, Issue 1119

[4] The Standard, Saturday, December 27, 1851, p.1

[5] The Morning Post, Tuesday, December 26, 1848

[6] Daily News,Wednesday, December 26, 1849, Issue 1119

[7] The Era, Sunday, December 29, 1850

[8] The Standard, Saturday, December 27, 1851, p.1

[9] The Essex Standard, and General Advertiser for the Eastern Counties, Wednesday, December 28, 1853

[10] Jackson's Oxford Journal, Saturday, January 9, 1864

Self-Confidence Formula

Self-Confidence Formula
By Napoleon Hill
1) I know that I have the ability to achieve the object of my definite purpose in life; therefore, I demand of myself persistent, continuous action toward its attainment, and I here and now promise to render such action.

2) I realize the dominating thoughts of my mind will eventually reproduce themselves in outward, physical action, and gradually transform themselves into physical reality; therefore, I will concentrate my thoughts for thirty minutes daily, upon the task of thinking of the person I intend to become, thereby creating in my mind a clear mental picture.

3) I know through the principle of autosuggestion, any desire that I persistently hold in my mind will eventually seek expression through some practical means of attaining the object back of it; therefore, I will devote ten minutes daily to demanding of myself the development of self-confidence.

4) I have clearly written down a description of my definite chief aim in life, and I will never stop trying, until I shall have developed sufficient self-confidence for its attainment.

5) I fully realize that no wealth or position can long endure, unless built upon truth and justice; therefore, I will engage in no transaction which does not benefit all whom it affects. I will succeed by attracting to myself the forces I wish to use, and the cooperation of other people. I will induce others to serve me, because of my willingness to serve others. I will eliminate hatred, envy, jealousy, selfishness, and cynicism, by developing love for all humanity, because I know that a negative attitude toward others can never bring me success. I will cause others to believe in me, because I will believe in them, and in myself. I will sign my name to this formula, commit it to memory, and repeat it aloud once a day, with full faith that it will gradually influence my thoughts and actions so that I will become a self-reliant, and successful person.
Source: Think and Grow Rich Chapter 3: Faith

Vision & Mission

Visi :

 "Lucky" memiliki tekad yang kuat dalam mengembangkan produk keunggulan untuk membangun pengenalan merek kami ke pasar global.



Misi :

•   Lucky berkomitmen untuk memberikan produk nutrisi kepada konsumen dan masyarakat.
•  Lucky berkomitmen untuk memproduksi produk pangan untuk memenuhi kebutuhan konsumen untuk    konsumsi harian
•  Lucky bertujuan untuk mengembangkan produk inovatif dengan menerapkan teknologi produksi baru.
•  Lucky bertujuan untuk membangun pengenalan merek kami di benak konsumen sebelumnya. 
• Lucky berkomitmen untuk menjalin hubungan baik dengan karyawan, bisnis, dan konsumen sebagai bagian dari keluarga kami.

The York Tap - A peice of railway heritage restored

As some of you may be aware, last week I went on a short holiday to York. I love York so much. It is a place where there is great things to do, plenty of pubs and, of course, the National Railway Museum. However, this visit was enhanced by a recent addition to this wonderful city, namely, the York Tap. For those of you unfamiliar with the Tap, this is a new pub which opened on the 16 November at the station. Situated next to the platform, this establishment boasts 32 taps on the bar and somewhere between 80 and 100 bottled beers. Indeed, possessing such a range of beer puts it solidly in my top three drinking establishments in York (and believe me, this is a constant battle in my head) and it will not surprise anyone that during my three day visit, I popped into the Tap twice.

For most of the last quarter of a century the building which houses the Tap was home to the ‘York Model Railway,’ a small, much overlooked, attraction. Yet, in early 2011 it decided to move to a site in Lincolnshire and it was at this point that Pivovar, owner of the Euston and Sheffield Taps, as well as Pivni in York city centre, moved in. The decision by East Coast, the Train Operating Company that manages York Station, to allow Pivovar to inhabit the building was important for railway heritage. The building is Grade II listed and as such special care had to be taken with it. Indeed, the process of renovating and revealing the neglected interior cost £250,000, including a contribution of £75,000 from the Railway Heritage Trust.[1]

This money was clearly worth it, and entering the building is a bit like going back in time. Never, in all my drinking days have I experience a pub which satisfies two of my loves: railway history and good ale. Thus, after my visits I began thinking about the history of the Tap building and was resolved to investigate. Much to my surprise, after only a short period of digging I found an article in The British Architect describing the building’s construction and interior.

The building that the Tap uses was originally opened in February 1907 by the North Eastern Railway (NER) as the station’s tea room. It seems that around the same time the NER may have been in the process of expanding tea rooms facilities at its large stations, as the article on the York establishment was accompanied by another describing a new tea room at Hull (now a Pumpkin Café). Indeed, the Hull and York tea rooms, as well as their interiors and furniture, were both designed in an art-nouveau style by Mr W. Bell F.R.I.B.A., the company’s architect.

The British Architect indicates that many of the features of the tea room have been restored in the Tap. The floor space was 2,500 square feet and, like at present, there were two doors, one facing the city and another opening onto the station platform. These two entrances were situated so that ‘the ordinary public, as well as passengers, may use the room.’ The only difference was that the room originally possessed ‘draught-proof’ revolving doors, whereas currently the Tap has regular ones.

The building's design was originally governed by the position of the pre-existing roof columns and spandrils. Indeed, these were incorporated into the tea room, with fretwork added to the columns to hide the fact that they were part of the station’s main structure. Furthermore, the joy with the current interior is that the colours are very similar to those adopted in 1907. The walls were ‘finished in crimson,’ the ceiling was cream and the woodwork was white. The furniture and counter were executed in ‘dark mahogany,’ and the floor, which remains to this day, was a mosaic with an ornamental border. The only significant departures in the Tap from the 1907 features is that the counter and furniture are in different positions and are of a different design, and there is an absence of floor rugs (as shown in the pictures). Nevertheless, what has been accomplished when sitting in the Tap today is a wonderful sense of history and nostalgia.

Lastly, a nod should go to those who created the structure in 1907. The contractors for its building were Messrs Blackett and Son of Greencroft East, Darlington, and the instillation of the mosaic's terrazzo paving was entrusted to Messrs Diespeker of 60 Holborn Viaduct, London.[2]

Overall, what has been restored at the York Tap is not just the fact that the building is again quenching the thirsts of passengers. By the early twentieth century, class distinctions in station waiting and refreshment rooms had been mostly abandoned across the railway industry and, thus, the NER created a facility worthy of both first and third class passengers. Therefore, what Pivovar have recreated within the York Tap is an example of the railway refreshment room’s last stage of development before the First World War, a period when passenger travel was at its most comfortable. Indeed, for this act of preserving railway history (combined with providing copious amounts of beer), I cannot heap on them enough praise.

Visit the York Tap’s website HERE

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[1] http://www.yorkpress.co.uk/news/9366138.New_pub_taps_into_the_real_ale_market

[2] The British Architect, 27 February 1907, p.127

Turn Frustrations into Systems

Here is a great article that i came across this morning.


Turn Frustrations into Systems
2011 | Dec 7 in Home Page News , Management , Leadership

By Joe Wollenweber, Senior Coach

Jayne’s business was eroding.

Areas of her business that were previously fertile and profitable were now barely breaking even.

She was frustrated and she needed to increase revenue.

If you follow the dictates of systemization, you might quickly arrive at the conclusion that her lead generation and lead conversion systems needed to be innovated.

But that's not necessarily right.

In fact, leaping straight to a solution can do more harm than good.



The System of Thinking
Creating effective systems requires systemic thinking.

Now, that statement is not as obvious as it may first seem. Too often, one’s first response to addressing a frustration is to simply rush to install a system that will make the frustration stop.

But, that’s like taking a pill to stop the pain without identifying its origin.

A business is a reflection of its owner. Therefore, it’s imperative to look at yourself, as the owner, and first consider what you might be doing to cause the problem and not just leap to a solution.

Systemic thinking is, therefore, the act of thinking systematically. Step by step.

I knew it was time to introduce Jayne to E-Myth’s premier problem solving exercise, the Key Frustration Process.

I started from the beginning.

“So your basic frustration is a lack of revenue, right?” I asked her this question as a way to get her to ‘stop’ and focus in on the true underlying condition causing the frustration.

“Yes, Joe, I thought that was clear,” Jayne replied with a sigh. I was getting the sense that she felt going over it again or delving deeper didn’t much appeal to her.



Why?
Children are natural systemic thinkers. Their favorite word is “Why?” Sometimes, the best coaching approach is to model a precocious 5-year-old.

I knew Jayne needed to be both challenged and supported since it was hard for her to look at the actual conditions in the business that might be causing the results that were making her unhappy. Jayne tended to blame the outer economic situation; and the changing face of her industry. But I knew there was a deeper reality going on here and that’s exactly what the Key Frustration Process aims to address.

“Why has revenue not kept pace year over year?” I asked.

“Like I said, the environment has changed ” she insisted.

“Why do you believe that it’s the outer environment and not something internal to your company?”

“I just do.”

“Why?”

“Because it’s all the same people involved,” Jayne said with an air of frustration that facing the truth often brings if you’re not prepared for the answer.

It’s my job, as Jayne’s coach, to push her further than she would go on her own.

“Why would you accept that it’s an outer directed problem?”

“Because I’m making that assumption,” she replied.

“Good, that’s exactly it. Now, why would your sales people accept the results they are getting?” I asked.

“Um-mm,” she murmured. “Could it be that we really don’t have a way to focus them on targets and hold them accountable?”

“Might be. Why do you think that?”

“Well I have to admit, the entire culture around here is kind of lax in that regard. We just expect our folks to do it, and come to me if they can’t.”

“And how that’s going for you?” I asked.

“Well, the results tell the truth, right?” She replied.

“They keep the score if that’s what you mean. Why haven’t you been able to change those results?”

“Well I think it must have something to do with the fact that we lack any real accountability in our company. We just kind of stopped when we started to lose clients.”

“Why don’t you track your sales activity goals and your conversion rates?” I asked.

“Because we just stopped doing it,” Jayne acknowledged.

“So you see,” I said, “you seem to have identified a much deeper condition than simply needing a new lead generation or conversion system. It’s certain you may need to innovate these systems, but unless you solve this underlying problem of accountability, it will be like putting on a band-aid before you’ve stopped the arterial bleeding."

Graphic, but it made the point.

“Yes!” Jayne cried out, “you’re absolutely right. We’ve let ourselves believe we were doing all we can, but in truth, we gave up holding people accountable in any real fashion, and now we’re suffering the consequence of this.”



How It Works
Jayne decided, based on our coaching conversation, to create better expectation agreements with goals and measurements that were discussed in regular 1-on-1 accountability meetings with her salespeople.

In just a few weeks of these adjustments, Jayne started to notice a real difference with her staff. They now knew what was expected of them and how they were going to be measured and held accountable.

It is easy to find a system solution. But if in the process you haven’t addressed the shortcomings of your culture, leadership dysfunctions or other habits that need shifting, you may stamp down the fire - or stop the immediate pain - but you’re likely to leave the most critical flammable material still smoldering in the background. You won’t have transformed your business. Which do you want to achieve?

If you haven’t before experienced the power of the Key Frustrations Process – the premier exercise in thinking systemically – I’d suggest learning more about our Key Frustrations Process online seminar. Begin to systematically identify and eliminate the core frustrations in your business and life.

If you are an E-Myth Mastery client, you’ve probably already taken our Key Frustrations process for a test-drive. You might want to take it for another spin, with your 5-year old in the back seat, asking “Why?”