Monthly Archives

August 2016

A cure for entrepreneur procrastination


True story-On her fortieth birthday, Anita goes to her pastor for counsel.

Anita-Pastor I have always wanted to become a nurse but I never had the money to pay for school until now.

Pastor-Praise God that the money has come. What is stopping you now?

Anita-well…hmm.. you see, I just turned 40. By the time I’m done with the course I’ll be 44 years old. 4 years is a long time.

Pastor smiles and wonders if he should scold her…but he restrains himself.

Pastor-Anita, if you don’t take the course, how old will you be in 4 years?

Anita- 44

Pastor- You can either turn 44 with a Nursing degree or 44 without one. Which would you prefer?

Lesson-many people focus on the price they have to pay or how long something will take to accomplish.
What’s more important is the prize and return on investment.

I always ask my students and clients:
Where will you be in 4 years?

What price do you have to pay for your startup to grow 10x in the next 3 years?

What can you invest in today that will make you 10 times better in the next 12 months?

Do you like your customers?

do you like your customers

It’s rare for many businesses to follow up with a customer after a transaction.

The few who do, do it once in a while or poorly.

To my surprise, I heard a report that said many business owners say they don’t have a followup system because they don’t like their customers.

Others said their customers may complain or ask for a refund. lol
Lesson-most of your competition are either lazy or not motivated to do the right thing for a myriad of reasons.

Here is a secret I share my all my clients:
Most people are so beaten and burdened by society, their spouse, their friends and life in general that all you have to do to make them happy is to be nice to them.

You can easily increase market share by being nicer to your customers.

Do you like your customers?

Please comment below

Study when your customers are sleeping, sell when they are awake

mark cuban books reading

I heard a preacher say “Don’t use all of the night for sleeping. Use some of it to read.”

That stuck with me.

Reading good books is fast way to results even before you experience them in your life.

Some years ago I read some comments by Mark Cuban in his first book.

Years later I can still relate.

 “Every hour your customers are awake you should sell and when they’re asleep you should sharpen your sword”.-Mark Cuban

Most people spend all their time working and none of the time sharpening their minds.

It’s like spending all your time trying to chop down trees and none of the time sharpening the axe.

My favorite quote from the book is–

Mark Cuban book how to win read

Books develop the mind the way exercise develops the muscles.

Please comment below


Giving Results Before Making The Sale

Car dealerships offer test drives because they have found out that after driving a new car, the mind gets a taste of what we call Instant Gratification.

The prospect gets to enjoy what it’s like to drive a brand new car without paying for it. This rush of instant gratification plants a seed that is difficult for many people to uproot. After that test drive, people say their current vehicle starts to look and feel old. In many cases they return to trade in their old car or buy a new one.

The quicker you can get someone to experience your product, the easier it will be to persuade them to buy.

I heard of a piano salesman who would come and give his prospects a piano to keep in the home for about a week. By the time he returned to collect it, most of the homes decided to keep the piano and pay for it.

This happened because they had already gotten a taste of what it felt like to have a piano in the home. Their children were already enjoying the piano and were even considering getting lessons. All this instant gratification made it easy for the salesman to close the sale.

If his customers hadn’t gotten to experience it beforehand, it would have been a tougher sell.

 Free samples, free trials, free consultations, demonstrations and other try-before-you-buy tactics work very well.

What can you give people that will get them to experience the benefits of your product immediately?

Please comment below.



Five Psychological Triggers To Help You Influence Your Customers

What do people want?
1 Results with little or no work
2 To be told what to do
3 Convenience, Speed and Ease

Human behavior to be conscious of

1 Its emotionally unacceptable for people to blame themselves. It’s usually someone or something else’s fault like the government, their past, their employees, their industry or that no one else does things this way.

2 They are selfish and always looking out for benefits and self-preservation. Eg First thought is what’s in it for me

3 Fear makes them care about what others think of them. Many would act differently if they could be themselves or do something without anyone ever finding out. It’s partly the reason why bold entrepreneur succeed without adding any extra skill. Eg Celebs and all high profile scandals either lie to deceive or to save face, investors have fear of missing out

4 It’s difficult for them to go somewhere they haven’t seen themselves go or someone else.

5 Many people are driven by insufficiency. Eg The “I’ve got to have that to be complete syndrome” that makes people buy things they don’t need and compare themselves to people they see online or in the media.

Please comment below.

GS Question:What to do if your staff is trying to extort more equity.


I run a business with less than 20 employees. Two of my top staff who have been with me for 4 years want more equity or they are threatening to leave and start a competing business. I don’t want them to leave but I’m not sure if giving each of them 30% of the equity is reasonable.

What should I do?


I can’t answer accurately until I know the full story since there is more to this than you have explained.

Here is my suggestion, take it with a pinch of salt since I’m not your certified advisor.

1. Decide if the value they bring to the business is equal to the equity they are asking for. If not, let them go.

If they are that valuable, then you should have given them that equity a long time ago.

2. Be careful about HOW you do this.

If the rest of your team sees this as weakness, others may demand for more equity as well.

Firing 1:I got fired sometime ago and the boss simply called me into the conference room at around 11a.m. He said “I’d like us to divorce our work relationship but I want us to remain friends. Please leave your work laptop. We will pay you for the rest of the month.”

Firing 2:The next time I got fired, it was a partnership of sorts. The person I was working with simply sent me an email. He talked about how we didn’t have the same vision and that he had even spoken to his father about it etc. In that instance he immediately cut off my salary. lol

Both experiences weren’t great but at least it made me respect the first CEO more for having the boldness to tell me to my face.

3. Consider Loyalty

This reminds me of a story from Felix Dennis’ book, How To Get Rich.

His version is a tad harsh but he has some interesting thoughts on the subject you asked about. 

He had a similar experience and I’ll share it below.

Personally I don’t approve of blackmail so if their loyalty is purely based on money then we shouldn’t be working together.

Loyalty is worth more than equity. People who do not share the same vision as you do probably shouldn’t be working in your company.

Last thoughts:

Think about their value to you if they stay and if they were to leave. That will help you make a wise decision.

Email me at if you have any more questions about attracting customers, making sales or how to influence people.

Felix Dennis’ account:

Years ago, in the early days of my company, four of my colleagues got
together and had a long talk, I assume in a pub, although I cannot be sure
of that. One was a senior manager, one was a publisher, one was a designer
and the other an editor. Together, they hatched a small conspiracy. Knowing
how important they were to my little company, they confronted me and
demanded a share. They bearded the lion in his lair.

They were polite and civilised about it. They pointed out that I owned
100 per cent of the company and could easily afford to share out, say, 20 per
cent between them. It wouldn’t cost me anything and it was only fair. Those
were the words they used. They were working just as many hours (10–12
hours on a good day) as I was and they were committed to making the
company a huge success. They were even willing to discuss a slight reduction
in their salaries in return.

In addition, they went on, I should remember that such a ‘dispersal’ (I
remember they actually used that word, too) would incentivise them mightily.
Such a gesture would never be forgotten. And my remaining 80 per cent
of the company would ensure that I was still the boss.

However, should I not ‘disperse’ these shares among them, they
intended to leave. And leave immediately, virtually without notice. They
would have no option but to do so, although they didn’t want to.

The company would suffer dreadfully — and might even fail altogether.
They had already agreed the name of their new company, in case I wouldn’t
play ball, and had even registered it. They would set up as rivals. They were
serious and they meant business. All of this unpleasantness could be avoided
if I would just hand over a pitiful 20 per cent to them, perhaps based on
future performance?

Both as friends and colleagues, they earnestly advised me to consider
their demands dispassionately and honestly. In my heart, they argued, I knew
they were right. It was only fair.

I fired them on the spot. Or they walked away. I can’t remember which
– it didn’t matter then and it doesn’t matter now. What mattered is that I
held on to every single share in my company. I would run the entire bloody
company myself, write the articles, design the pages, answer the phone and
sell the ads if I had to. But I would not part with a single, solitary share. Not
for love. Nor for fairness. Not for loyalty. Not for anything. And certainly not
for moral blackmail.

They set up their new company. They launched their magazine. Either it
folded or they gave it away, I don’t remember now. Two of them came back
to work for me. There were no recriminations. I am on friendly terms with all
four of them to this day. Not one of them ever got rich. Nor ever will, I

I didn’t blame them, by the way. I would have tried the same stunt
myself if the positions had been reversed. But if I had tried it, I would have
made a damn sight more certain of its success.

‘Why doth treason never prosper? For shouldst thou fail, thou must
hang. And if it doth succeed, why, ’twas never treason!’
Over the next thirty years, I estimate that their suggested 20 per cent,
had I handed it over, would have earned those four gentlemen around
$80,000,000 — say it again — eighty million dollars, in current asset value and
past dividends. This is the problem with sharing ownership. The laws of
simple mathematics are relentless and obdurate.

Words are an asset class

I was interviewed recently and the question was “what helped you grow your business?”

My response was —
I learnt how to use words to my advantage. To pack them with value and deliver it to prospects and customers.

You see, people don’t really buy products or services.They buy the words that they are told or the words they tell themselves.

Learning how to use words will pay any business owner more dividends than investing in any other asset class. Remember, words rule the world.

It’s not usually the best politician who wins the election or the best employee who gets the promotion. It’s the one who knows how to use words that wins.

Read more value packed words here