John Knotts

Harvard Business Review

As a member of the research community, I provide insight to shape the content HBR develops, and I enrich its understanding of perspectives on ideas from HBR and the wider world of management and leadership.

Advisory Council Member

Crosscutter Enterprises

Operational Success Incubator.  Expertise in strategic planning/transformation, change management, process management/improvement, organizational design/development, human capital planning, employee engagement, training and education, and strategic communication/marketing, with broad skills in information technology and facilitation.

Owner

The right time to hire a chief operating officer (COO) is just before trouble appears in your company. The reality is that most businesses realize they need a COO too late. A COO is quite different than any other employee in your company.

If you cannot afford a fulltime COO that your company needs, then how do you move forward? You cannot keep struggling in your visionary role while being the full-time integrator.

A fractional COO is a business professional with many years of experience who is willing to work in a temporary capacity, part-time, for an hourly rate that would typically amount to the same as hiring someone full-time. However, you can bring on talent with experience as a business owner, business coach/consultant, or former full-time COO without all the costs. Fractional COOs might get paid the same as a full-time COO, but they bring to your company much more. Plus, there are many other benefits to contracting with a fractional COO.

When involved in a M&A, consider a Fractional COO, CFO, CMO, and CSO to come in and smooth out the transition and get the one company, made out of two (or more), functioning at top capacity.

Fractional COO

A 20-year Toastmaster, working with ten different clubs in Europe and Texas, John is a very versatile speaker on many different business topics. His broad education and experiences have created a wide-array of speaking topics from Strategic Planning to Process Automation to Social Media. As a certified Master Speechwriter, he crafts presentations that engage and entice, while staying on topic and on time. Contact John to speak at your next event.

Keynote Speaker & Podcast Guest -- Business

Experienced Published Author.

Books:
- One Dead Marine
- Overcoming Organizational Myopia
Multiple Blogs
Multiple Magazines and Newsletters
Internal and External Corporate Products

Author

Gemba Academy LLC

Coaching Lean Six Sigma and Lean Practitioners who enroll in Gemba Academy's training and certification programs.

Senior Coach

Fine Print Farms

Responsible for overall operations at the premier equestrian destination in South Texas.

Chief Operating Officer

Along with wife, own Fine Print Farms, an Equestrian Destination in the Texas Hill Country. Handle all the business strategy, operations management, and marketing for the business.  Leverages Lean Management approach to continually improve the operation.  Provides horse board, training, and conditioning. Run a horse breeding operation.  Developing a formal Horsemanship Academy and Riding Academy.  Has additional offerings like, leadership and team building; birthday parties, camps and kids clubs, wedding and photography venue, and much more.

Co-Owner

Forbes Coaches Council

Forbes Coaches Council is an invitation-only organization comprised of leading business coaches and career coaches. The Councils allow for its members to write and publish with Forbes.

Official Member

Whiskey Bid'ness

Nonprofit social networking group for people interested in business ownership and operations and like whiskey and cigars.

Military Transition Roundtable

Business coach and advisor to the Military Transition Roundtable.

Advisory Board Member

Hallmark University

Advisor for the Hallmark University School of Business.

Business School Advisor

Executive Book Review

Board and Faculty Member of Executive Book Review, which is a free program where the faculty present various books to an audience.

Board and Faculty Member

Reckless Rangers Veteran's Equitherapy

Nonprofit providing free equine-assisted therapy to military service members and veterans with post-traumatic stress helping them to live full and productive lives.

President, Program Director, and Founder

Success Incubator: Personal & Professional Coach & Consultant (Coachsultant) & Fractional COO | Speaker, Author, & Educator

You want to Start, Grow, Scale, and Improve Your Business!

You want to Become Unbelievably Successful!

I'm your Personal and Professional Success Incubator!
I incubate people and business strategic successes. 

My professional business coachsulting clients desire to:
•	 develop clear strategic direction and build a strong company culture;
•	 grow their operation, scale to meet demand, and improve along the journey;
•	 typically, through fractional support, businesses double or triple their gross profits.

My personal business coachsulting clients desire to:
• 	improve their career, job, or position;
•	get organized, develop goals, and stick to them;
•	find purpose in life, create a vision, and build direction

Working with me, you and your business embark on the journey of becoming unbelievably successful.

I consider myself your Success Incubator. Your success is my success. My vision is to "leave nothing but success in my wake."

I'm a 33+ year personal and professional business coach and consultant and I often support with Fractional COO strategic engagement.

What I believe sets me apart as my differentiator: "E3+TL."

- Experience, Education, & Expertise (Certification) plus Thought Leadership

Good day from San Antonio TX! 🤠 Like any good Texan, I also own and operate a thriving equestrian (🐎) destination, where we board horses, train horses and riders, and help busy professionals deal with their stress. We're one of the largest equestrian businesses in South Texas!

To that end, I freely provide value on social media (LinkedIn, Facebook, Twitter, Instagram, and TikTok) every single day. Follow me for success and click that notification bell 🔔.

I've been called by Al Cini, a "Ubiquitous LinkedIn Correspondent."

If I don't have a book or article that addresses your personal and professional business need, then I just haven't written it yet.

Also, check out my website, www.crossctr.com, for a bevy of publications and presentations.

Do you want to live an Unbelievably Successful life or operate an Unbelievably Successful business? As a coach, consultant, and fractional I'll take you there!

President and Founder

Hill Country Eventing Foundation is a nonprofit organization dedicated to the advancement of English Equestrian Eventing in the Texas Hill Country. 

The grass isn't always greener on the other side of the entrepreneurial fence.



It's appropriate that I would use a picture like this to depict my point. As an owner and operator of an equestrian business, Fine Print Farms, I see horses do this all the time. And I know entrepreneurship.

Many employees believe that starting their own business will be many things that aren't true!

They'll make more money.

They'll work less hours.

They not work as hard.

They'll have more freedom.

They won't have to deal with terrible bosses.

Well, that entrepreneur grass isn't as green as you think it is.

Sure, there are well known businesses owners that started successful businesses and are part of the super rich today, but we only hear about the successful ones. The millions of stories of failed businesses never make the magazines, newspapers, or television.

Make More Money

As an employee (unless you're in sales), you get paid for a job. If the business doesn't have work, you still get paid. As a entrepreneur, you have to pay for everything up front and hope there's enough left over to pay yourself. Many businesses don't see profit for several years.

Work Less Hours

As an employee, you work a normal 30 to 40 hours -- sometimes 50 to 60 in stressful jobs. An entrepreneur works all the time. In fact, you never stop working, because the success of the business rests on you.

Not As Hard

As an employee, you have one job -- the job you're paid for. The entrepreneur is everything -- strategy, marketing, sales, operations, HR, finance, technology, etc. Basically, you have to do it all, especially starting out.

More Freedom

Employees would love more than two weeks of vacation a year. Believing entrepreneurs spend a lot of time on vacation is a fallacy. If you're not working, the business isn't making money. If you're not there, there's no one to run the business.

No Terrible Bosses

Employees have one boss and maybe a few leaders above them to deal with. Most never see a customer or deal with them. Entrepreneurs have hundreds to thousands of customers to deal with directly -- each one is your boss.

The world of entrepreneurship has its rewards and many of them are long-term, after a successful launch, several years later. However, the success of the business will always reside on you -- you can never truly let you foot off the gas or your finger off the pulse.

And, no, the grass isn't greener, it's just on the other side of the fence.

.....

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#neversettle 

What does your relationship with money look like?



Good friend, Julie Hruska, recently published in Cracking The Rich Code about our relationship with money.

https://lnkd.in/gBg4AE65

In Becoming Unbelievably Successful, I share how managing our Financial Health through Self-Care is critical to success.

https://lnkd.in/gCsViD56

A poor relationship with money can manifest in various behaviors and attitudes that negatively affect your financial health and overall well-being.

Recognizing these signs is the first step towards improving your financial habits and relationship with money.

Do you exhibit any if these signs?

Living Beyond Your Means: Consistently spending more than you earn, leading to a cycle of debt and financial stress.

Lack of Savings: Having little to no savings for emergencies, retirement, or future goals, indicating a focus on immediate gratification rather than long-term security.

Financial Anxiety: Experiencing constant worry or stress about money, regardless of your actual financial situation.

Avoiding Money Conversations: Feeling uncomfortable discussing money, whether it's asking for a raise, talking about financial goals with a partner, or dealing with creditors.

Lack of Financial Goals: Not having clear financial goals or a plan for the future can indicate a disconnection or lack of engagement with your financial health.

Impulsive Spending: Making purchases on a whim without considering their impact on your overall financial situation, often leading to buyer’s remorse.

Not Tracking Spending: Being unaware of where your money goes each month, which can lead to overspending and financial surprises.

Debt Denial: Ignoring debts or not having a plan to manage them, allowing interest and penalties to accumulate.

Money Equals Happiness Belief: Believing that more money or buying things will lead to happiness, often leading to a cycle of spending and dissatisfaction.

Financial Dependence: Relying on others for financial support without taking steps to improve your own financial independence.

Fear of Investing: Avoiding investing due to fear of loss, which can mean missing out on opportunities for financial growth.

Jealousy and Resentment: Feeling negative emotions towards others' financial success, which can hinder your own financial progress.

If you recognize these signs in your own behavior, it might be beneficial to seek advice from a financial advisor, take financial literacy courses, or explore resources designed to help improve financial habits and mindset.

Changing your relationship with money takes time and effort, but it's a crucial step towards achieving financial stability, peace of mind, and success!

…..

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#neversettle 

Be different!



In a sea of pine trees, you're just another tree. 

However, in a sea of blue pine trees, you're the only yellow one.

You or your business is in the sea of sameness. You might not realize it, but whatever you do or your business does, there are tons of others that do the same thing.

But that doesn't mean that you have to look the same!

It's in the visible differences where you can find opportunities.

Here are three ideas...

1. Express Your Creativity.

It can be in what you wear, the color of your building, how you operate, what you share, how you talk, etc.

Use your creativity to create a signature style. Once adopted, make it a consistent and constant thing. This means that your regular actions and activities reflect your signature.

I'm a Success Incubator!

2. Do Things Other Won't Do.

Most people stop at the ordinary. If people are commenting on things that you do, specifically saying things like, "I don't know how you do that," then you're there. Keep it up!

Look at those around you and what they do. You'll notice that everyone does the same things and nothing more. Now, consider what's more that can really set you apart.

3. Explore The Fringes.

Examine what it is you do and consider the wraparound, end-to-end experience. What happens before and after what you do? 

Here's an example: You're in sales and you're great at it. However, to get a lead, people must be attracted by marketing. And, once you sell something, it must be built, delivered, installed, and serviced. A typical sales person only sells -- our yellow pine tree can work the entire life cycle.

Standing out isn't just about being noticed, it's about being remembered positively. It's important to find a balance that feels true to who you are.

Or, you could be just another blue pine tree in the forest. That's fine too...

I suppose.

.....

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#neversettle 

When you get bucked off a horse, do you get right back on?



Resilience is often tested in the most unexpected moments. 

Owning an equestrian business, Fine Print Farms, I've occasionally seen people being bucked off a horse.

It's sudden, disorienting, and frankly, it hurts.

But as with any challenge, the critical moment comes immediately after the fall—do you stay down, or do you get back on the horse? 

Personally, I chose the latter. Getting back in the saddle isn't just about continuing where I left off; it's about analyzing what went wrong, learning from it, and approaching the next steps with a renewed sense of purpose and strategy.

Now, I've been lucky, as I've never been bucked or fell off a horse in my life. But I also tend to ride very quiet horses.

This experience, however, reinforces a vital lesson: resilience is not just about recovery; it's about agile adaptation and growth. 

As we face challenges, big or small, the choice to "get back on the horse" shapes our path forward, our growth, and our successes.

Let's embrace resilience not just as a response, but as an opportunity for transformation.

Here are ten proposed steps to getting back on the horse:

1. Assess Yourself.

2. Calm Your Emotions.

3. Check the Horse.

4. Reassure the Horse.

5. Analyze What Went Wrong.

6. Prepare to Remount.

7. Mount with Confidence.

8. Start Slowly.

9. Reflect on the Experience.

10. Seek Guidance if Needed.

Been bucked off a horse recently? Did you get right back on?

…..

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#neversettle 

Do you have a tendency to beat yourself up over stuff?

https://lnkd.in/gtPxMhN5

We can be our own worst enemy in this world, you know?

Self-deprecating humor and being authentic and vulnerable shows humility to a point. That point is when people around you start to cringe or shy away because of your personal negative attitude. Or worse, you start to rub off on them.

I started playing golf later in life, while stationed in Germany with the AIr Force. I played often with a First Sergeant that had become a good friend. Since there were only two of us, we often picked up a couple of walk-ons as we would start a second round for the day.

One day, we were joined by this guy that started out the first hole apologizing for his poor game, even though he was a pretty good golfer. 

In fact, his game made mine look terrible, so I started really feeling bad. If he thought he was bad, then he must think mine was horrible.

However, by the turn, we had started to see his game fall apart. He was living up to his apologies. The problem was that his attitude got worse.

On the ninth hole, I had a beautiful shot up the fairway of the par 4 with my driving iron. I was set up for a clean shot at the green and a possible Birdie.

This guy, grumbling and all negative, blasted one off the tee right into a tree on the left side of the tee box. It was a dangerous shank! He got so mad, he walked over to the tree and swung his driver at it, breaking the club.

We asked him to leave. 

He did.

We never played with him again, but we did see him on the course a few times.

Imagine being the leader that constantly berates him or herself in front of their people. Who takes the blame for everything that wasn't even their fault. Who lives in a world of negativity where they're waiting for the other shoe to drop.

When it drops -- and it will drop -- they lose it!

Unless your name ends in "T-1000," "GPT," or something similar, you're probably human. That means, you, like everyone else, make mistakes. How you handle and treat yourself sends a message to those around you.

Your family, friends, coworkers, employees, partners, suppliers, and customers will all start to shy away from your "Me, oh my" Schleprock attitude.

So, stop being Eeyore, and start practicing a little self-compassion.

See this tip and 14 other in this Forbes article linked above on leading with self-empathy.

What would you add to the conversation?

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#neversettle 

Are you interested in a powerful business growth strategy?



This idea incubated from a discussion with Scott Newton yesterday.

Guaranteed to work? No!

Possibly of huge upside? Yes.

High risk? Not really.

For those who don't know, my wife and I own Fine Print Farms, which is now one of the largest equestrian operations in South Texas. 

We operate on 100 acres, have upwards of 40 horses on property, have four training areas, enjoy a half-mile gallop track, and lots of room to open ride. Most of the year, we have a waiting list for boarding and training.

On one side of us is a rodeo arena, called Tejas Rodeo, and they have a steakhouse. On the other side of us is a vineyard. About a half a mile away is a restaurant and bar, called Specht's Store. About a mile away is another equestrian property, now owned by The San Antonio Polo Club.

When we started in 2016 (grand opening in 2017), I saw the opportunity of a strategic partnership -- the ability for all of us to grow together.

It didn't work out, but the idea was sound -- still is a sound business idea.

Whether located centrally, or just similar virtual businesses, strategic partnerships can be very powerful. Normally, two similar businesses might see each other as competition, or they could work together to build a one-stop-shop community.

Look at your business and ask these five questions:

1. Do you have direct competitors that offer slightly different goods and services?

2. Do you serve more people than can feasibly participate in each business at a time (capacity)?

3. Who are the indirect competitors that complement your business?

4. Are there ways to bring everything together to create a district or destination -- even virtually?

5. Do you and your comoetitors all serve the same customers, yet in different ways?

There are many great examples where the same, similar, and related businesses have banded together to create a significant power bloc of businesses that attract many different customers.

These relationships can be very formal or incredibly informal. Yet, they tend to be very effective.

Not all work, but when they do ... watch out!

What opportunities do you see?

Where have you seen this effective?

.....

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#neversettle 

How do you detect quiet quitting?



Quiet quitting is where employees do just enough to meet their job requirements but disengage from going above and beyond.

Quiet quitting isn't anything new. This has been around for as long as employees have been disengaged at work.

With 70-plus percent of workers typically disengaged in the work center, chances are that a good amount of your employees are just "going through the motions."

However, this issue doesn't show up as explicitly as other poor workplace behaviors. Usually, the employee is doing their job, but nothing more.

What are signs you can look for to detect quiet quitting:

A noticeable decrease in an employee's productivity or quality of work.

A lack of initiative in taking on new tasks or contributing ideas.

The employee does the bare minimum required.

There is a reluctantance to take on additional responsibilities or participate in tasks outside of the job description.

A decline in participation in meetings, social events, or team-building activities.

Showing little to no enthusiasm for the work, the company's goals, or its success.

Less frequent updates or communication with colleagues and managers.

Less responsive to emails or messages.

It's important to note that these signs could also be indicative of other issues, such as personal problems, burnout, or dissatisfaction with the job or workplace environment. 

This is why it's important to know your employees well enough to detect subtle changes in behavior.

Before assuming an employee is "quiet quitting," it's crucial to have open, honest conversations to understand their perspective and address any underlying issues.

Most importantly, disengagement and quiet quitting tend to be the result of something happening in the work center. It could be everything from a lack of mission and purpose, poor relationships with another employee, to a toxic work environment.

It's important to seek the root cause(s) of quiet quitting. Dealing with the individual without understanding the reasons is like slapping a bandaid on a sucking chest wound.

Have you ever experienced quiet quitting in your work life?

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#neversettle 

Do you believe that toxic leadership is a major business problem?

https://lnkd.in/gMjZfdfR

I've always had this saying in business: "Show me a toxic leader, and I'll show you a lack of accountability in leadership."

Even when leaders mean well and are leading with their heart, if they're not holding people below them accountable, then, a toxic work environment is forming for the employees. 

Have you ever heard the saying about telling the emperor that he's not wearing any clothes?

If you're a leader that has created an environment where you don't allow others to tell you the truth, then you lack personal accountability. 

Thus, as I point out in this ground breaking Forbes article on toxic leadership, the fish always rots from the head.

Over many years I've studied the concept of toxic leadership. This was a deep subject in my work with my PhD studies in industrial and organizational psychology.

This led to an extensive article on LinkedIn several years ago that outlined the behaviors of a toxic leader. Today, I'm writing a detailed book on the subject of toxic leadership, which I plan to publish in 2025.

Although toxic leadership is a systemic problem, the root cause is a lack of accountability. That's both a lack of accountability for others as well as a lack of personal accountability.

I hope you find this article enlightening and helpful.

I welcome your thoughts on toxic leadership and the concept of accountability.

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#neversettle 

What does a fixed mindset look like? Can you detect it when you see it?



People talk about the concept of a fixed and growth mindset all the time. They've read (or have heard of) Carol Dweck's book and position them as an expert in the subject. I've seen these "textperts" post daily on social media about it.

However, could you identify a fixed mindset versus a growth mindset in the moment?

If you're wondering to yourself if you could or not, here's a real life example.

I was recently facilitating a strategic planning session for a small business. In the room was the CEO and the COO -- both co-owners of the business. The CEO had been my coaching client for nearly a year.

We were talking about marketing and generating visibility through thought leadership. Specifically, we were talking about writing articles for industry magazines that their customers read.

The COO commented, "The CEO is the writer, he should do that."

The CEO responded, "I learned to do that from my coach."

Do you see the fixed and growth mindset in those two real and very short statements? Would you be able to catch them in the moment?

Fixed simply means that you believe that the way you are today cannot change. You're not able to do something you've not done before. This is typically born out of never trying or not being good at it when you did try (typically in your formative years)

Growth is accepting that you don't know how to do something, but believing that you can learn to do it. Nothing is impossible, when given the right amount of focus and effort.

So, what was the COO's mindset and why? How was the CEO's mindset different?

I think you'll clearly see the difference now...

Now, listen to others, when they're asked to do something they've never done before. Do they say, "I can't," because they've never done it before? Or do they say, "I'll learn," or "I'll figure it out?"

Now ... listen to yourself.

Do you have a "can't" or a "learn" response to everything new?

A growth mindset, coupled with curiosity, is what creates a lifelong learner. 

If you examine my background, you'll see 34 years coaching and consulting experience. You'll see multiple degrees and certifications. You'll see extensive and broad experience.

However, I believe that there's always something more to learn. Even in the things I know very well, I continuously study and dig deeper. I'll take the same course several times because I know I will learn something new every time.

Can you spot the fixed mindset in others?

Can you spot the fixed mindset in yourself?

.....

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#neversettle 

If life is one grand casino, how do we make sure bets?

https://lnkd.in/gV5qbdba

In the post above, Ray Treviño likens life to one grand casino, and that everything in life is a gamble.

Unless you have a working crystal ball 🔮, or you're secretly from the future, you don't know what's going to happen tomorrow. So, any decisions you make -- even making no decision -- is a gamble, right?

Are you making safe bets? Are you playing it small? I wouldn't throw shade in your direction if you were. Afterall, we have no idea what tomorrow will bring, so why bet the farm?

I asked Ray, "How do you make a sure bet if your life is one grand casino?"

Here are two things to consider -- some sure-(er) bets:

1. Have A Plan.

Look in the mirror and ask yourself this, "Do you have a written strategic plan that you follow every single day?"

Chances are (I'd make the bet), you're answer to yourself will be, "No." Remember, we have to convince ourselves of a lie first, before we can ever convince others.

Very few people go through their lives with a real plan. Few even know where to start, let alone how to follow one.

I've been following my Personal Strategic Plan, which I outlined how to create in my book, Becoming Unbelievably Successful, for nearly 25 years!

Life is way less of a gamble when you have plans to help you deal with the unknowns. 

2. Influencer Access.

Jim Rohn famously said, "You are the average of the five people you spend the most time with." Dan Pena adopted that quote and said, "Show me your friends, and I'll show you your future."

Both are right, but this is only half the story.

See, the influences that you hold closest to you, shape you. That's true! Family, friends, television, books, movies, etc. All of these things influence your future.

But, if you want more secure bets in your future, consider the access that your influencers provide. What doors do they open for you -- for knowledge, information, and connection?

I have a connection who has access to a major business celebrity. He often talks about his connection and friendship with this person. However, he never makes introductions to others. He guards this relationship closely. He doesn't provide access.

How many people do you know that are like that? You want influencers that provide you access to new levels of life -- this ups your game.

..

These are only two sure-(er) bets in the grand casino -- there are more. Following people on social media who constantly share value for free that you can implement would be another.

Do you have any gambling tips to share?

.....

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#neversettle 

Are you afraid to ask for help?



Before you blurt out your answer, really think about this question.

Consider that I work with over 100 coaching clients at a time (currently 146), and have been coaching and consulting for 25 years.

Most people are terrified of asking for help.

The global self-improvement market size is poised for significant growth from 2023 to 2032, driven by the increasing emphasis on personal development, mental well-being, and lifelong learning.

In 2023, the market value was estimated at $41.2 Billion, and it is projected to reach $81.6 Billion by 2032. 

The key word is "Self" in self-improvement.

Here's a common statement that I often hear in coaching:

"I wish I had done this sooner."

Most businesses I've ever worked for built their business and struggled for years before turning to someone for assistance. Unfortunately, many either seek help too late or never do and fail. 

It's a well known fact that people will read tons of self-improvement books and take tons of self-improvement courses and never improve. 

Why?

Ask yourself these questions regarding whether you're afraid of asking for help:

Do I hesitate to reach out for assistance even when I'm stuck on a problem for a long time?

Am I worried about what others will think of me if I ask for help?

Do I feel like asking for help is a sign of weakness?

Have I ever regretted not asking for help in the past?

Do I believe that I must solve problems on my own to prove my worth or capability?

Am I concerned that asking for help will burden others?

Do I fear that my request for help will not be well-received or that I'll be rejected?

Do I often find excuses to justify why I shouldn't ask for help?

How do I react internally when I see others asking for help?

Do I tend to isolate myself when faced with challenges instead of seeking assistance?

Am I afraid of appearing not knowledgeable enough in my role if I ask for help?

Do I believe that I know it all and don't need any help from others?

Do I believe that going it alone and struggling through it is more satisfying, even if I fail?

Your honest answers to these questions will help you become more self aware regarding your willingness to ask for and accept help from others.

In the Air Force, I learned that together everyone achieves more. I was taught to rely on others to be the most successful. Going it alone always ended in disaster. 

If you were talking to a friend, who needed help, what advice and recommendations would you give them?

.....

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#neversettle 

Do you believe that you have more time then you will ever admit?



"I'm too busy!"

"I don't have enough time!"

I hear those two things a lot. I've even said these things in the past as well.

We all have 24 hours available to us every day. But, you're probably wasting much of it.

Everyone's time is broken into basically five buckets:

1. Work (if you have a job).

2. Sleep (we need this to survive).

3. Eating (preparing food, eating it, and cleaning up)

4. Household Chores (laundry, mowing, cleaning, etc.)

5. Available (everything else).

However, we fill our time -- especially our available time -- with useless activities. Here are the main time wasters:

✔️ Doom-Scrolling
✔️ Gossiping
✔️ Resisting Change
✔️ Worrying and Angst
✔️ Complaining
✔️ Playing Games
✔️ Watching Television 
✔️ Partying

I'm sure I'm missing a few items, but you get the picture.

Now, for our mental well-being, we need to have some entertainment in our lives. All work and no play makes Johnny a dull boy and all that.

However, if you really looked at your life, how you're spending your time, and how you're wasting it, you would probably be pretty surprised!

In my book, Becoming Unbelievably Successful, I focus on Time Management as a business transferable skill, but it also can be a self-care activity.

https://lnkd.in/gCsViD56

The thing is, if you identify and remove one wasteful activity that's eating up your available time, then you'll be amazed at what you can accomplish in your life.

The problem is, many of us have no idea what to fill the space with. And this is why the wasteful activity exists in the first place.

Many years ago, I eliminated watching television. I just stopped, cold turkey. I was amazed at all the time that freed up in my life.

Many people go on a digital detox and step away from their phone and computer for a day or a week and are blown away by the results.

A friend of mine had a rule for him and his teenage son, "No introducing a new computer game during the week." It's because he knew both of them would be consumed with playing it and important stuff would drop.

When we talk about time, there is value added time and non-value added time. We can focus on making our value added time more productive, but it's better to eliminate the waste first.

Gemba Academy has a good overview video on waste and this concept of time.

https://lnkd.in/g7_vP4jj

Looking for more time in your day?

First, determine what you will do to fill that time.

Then, pick one of your biggest wasteful activities and give it up for a week.

See what happens.

…..

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What is the value of your bucket list?



Everyone, even if they don't use the term, has a bucket list. A bucket list is a list (surprise) of things people would like to complete in their lifetime.

Some items on mine are:
1. All U.S. States.
2. Japan.
3. Australia.
4. Machu Picchu.

Typically, these are travel location related, like the list above. However, some times they're milestone related, like:
1. Publish a book.
2. Sail around the world.
3. Become a pilot.

In a way, these are similar to strategic goals, but they're often not linked to a strategic plan or strategic vision.

But what do I mean when I ask about the value of your bucket list?

The "value" is in the details behind each item on your bucket list. Sometimes, this value isn't even fully understood until the item on the list starts to become a reality. Sometimes it's a check-the-box exercise.

See, I don't want to just go to Machu Picchu to see it. I want to fully experience the visit. If all I needed was to see it, I might fly over in a plane and take pictures or do an immersive Oculus tour (yes, it's a thing).

No, I want to hike the Inca Trail with a Sherpa, climb to the summit of Huaynapicchu, and fully explore the ruins. This is what I mean when I say, "value."

New York City was on my bucket list, and in 2019, I checked that item off (mostly). But it wasn't just going to the city. We visited the 911 Memorial, went to the top of the Empire State Building, walked through Central Park, visited The Metropolitan Museum of Art, rode the Tubes, crossed The Brooklyn Bridge, walked the Financial District, saw Times Square at night, spent time in Grand Central Station, and ate lots of iconic foods.

The two things we didn't do was tour the Statue of Liberty and Ellis Island, and see a Broadway Show. So, New York City is still on the list.

When it comes to your bucket list, what's the value behind each item listed on there? Or are they just "check the box" items?

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Have you ever wondered why some messages resonate deeply, compelling you to take action?

.

Or maybe why others simply pass us by unnoticed? 

Neuromarketing may hold the key.

I was speaking with neuromarketing expert, Aimee Montgomery, and she highlighted this concept, which makes up a large part of her work.

Carmen Simon also talks a lot about this concept on LinkedIn.

I went down the rabbit hole, and here's what I learned:

At the intersection of neuroscience and marketing, neuromarketing offers an insightful glimpse into the consumer's mind, unveiling the unconscious responses that drive purchasing decisions.

This is a revolutionary marketing approach that measures physiological and neural signals using tools such as eye tracking, facial coding, and brain imaging. The insights gained enable business owners, marketing professionals, and salespeople to craft strategies that genuinely connect with their audience, transcending traditional marketing techniques.

The value of Neuromarketing lies in its ability to decode the 'why' behind consumer behaviors, preferences, and aversions. By understanding the subtle cues that trigger positive or negative emotional responses, brands can tailor their messages, products, and experiences to align more closely with consumers' desires and expectations.

This not only enhances customer satisfaction but also drives loyalty and increases conversion rates.

But how does one embark on this neuromarketing journey?

Start small, with A/B testing on your campaigns to see what resonates best with your audience.

Consider partnering with a neuromarketing firm that can provide deeper insights through advanced technologies.

Most importantly, stay committed to understanding and valuing the consumer's subconscious, the true drivers of their buying behavior.

As we continue to navigate the ever-evolving landscape of consumer preferences, neuromarketing can offer a unique perspective and understanding of our audience.

How ready are you to deep dive into the neural underpinnings of your customer's decisions and redefine the way you market?

.....

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Are you playing the odds at The Grand Casino of Life?

https://lnkd.in/gSeHJSKT

Yesterday, I share the above post about making sure-(er) bets in life. I didn't have enough space to share my third point. So, let's discuss it today.

If you didn't see yesterday's post, I suggest you read it.

Tip 3: Playing The Odds.

The term, "Playing the Odds," means to act, hoping for a particular, possible outcome.

As Scott Newton and I discussed yesterday, without a plan, everything in life is random. When you have a solid plan, then, you begin to control the randomness of life.

Scott Boddie and I discussed this third tip in the comments.

Do you gamble?

Silly question. We all gamble every day. We gamble in Ray Treviño's Grand Casino of Life.

The purpose of these two posts is to increase your odds of success. Since we're talking about odds, it's important to focus on them.

There are no sure things when it comes to betting, but there are ways to increase the odds to ensure success in life. I'll use a roulette example.

First a disclaimer: Casinos know about this and they control the game to prevent it from happening.

Most people, who play Roulette, play it much like they treat their lives. Randomly! It's just a game.

But there's a way to always win and it's true in life too.

Have you ever played roulette? There's a large table filled with black and red squares and numbers, and a large spinning wheel where they use a ball to select a random number.

The safest, but stupidest, bet on the table is playing the 1:1 odds (e.g., Black, Red, Odd, or Even). You have a 50/50 shot at doubling your bet.

The unsafest bet is to select a specific number and bet there. It pays out the most, but your chances are slim.

The worst is to randomly place bets.

Let's talk about the sure bet...

They're called 2:1 odds. These are the spots at the end of each column and the 1st, 2nd, and 3rd 12th set of numbers.

Here's how you play the odds:

1. Take one chip (minimum bet) and place it on one of the six spots. 

2. If you lose, double the next bet on the exact same spot. Until you win, keep doubling your bet every spin on the exact same spot.

3. When you win, take one chip from your winnings and stick it in your winnings pocket. Never play with your winnings! Then, repeat the three-step process. 

This approach leverages the law of averages. As long as you double your bet every time, on every spin, and always the same spot, you will win and you will make money, albeit slowly.

This approach is true in life and business too, especially when you have a strategy. If your approach is sound and stick with it, you will eventually win.

What's your sure-(er) bet in life?

…..

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How do you identify good customers that you want to work with?



Yesterday, I talked about some warning signs regarding potential bad customers. A bad customer can cost you time, money, and reputation. But good customers are even more important to spot early.

https://lnkd.in/g3VukUZj

Here are the signs -- which ones have you seen?

- The Great Communicator. Opposite of the bad communicator, they respond right away, don't need lots of follow up, and are easy to get hold of when needed.

- The Loyalist. Customers who as loyal to businesses as they are to losing sports teams are hard to find. These should be your key customers.

- The Respecter. When a customer respects your expertise and has realistic expectations, they treat you well and know the value they're paying for.

- The Referrer. The best new business is earned by word of mouth and social proof. Look for customers who like to recognize others.

- The Investor. Customers who are interested in working together and paying you to customize or co-develop products and services are often looking for a deeper business relationship.

- The Johnny on the Spot. These customers are engaged, they pay on time (or even ahead), and they're super flexible and understanding in the relationship.

I'm sure you have some good customers who might have a bad behavior or two, but they are super supportive. 

Scott Newton pointed out that it all boils down to the Cost to Serve, which is like a Cost of Quality metric in the Lifetime Customer Value key performance indicator.

How do you detect good and bad customers?

…..

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How do you take your product quality to the next level?

https://lnkd.in/gQsKwTwX

Most businesses only focus on improving what exists between the four walls of its own processes. However, have you ever heard of the term, garbage in / garbage out?

Typically, this is a coding term referring to writing bad software code that creates bad software.

However, all processes start with an input, and end with an output. In the middle, the magic (process) happens. What happens when the inputs are flawed -- when they're not right to begin with?

Imagine that you wanted to bake a cake. You would need basic ingredients like eggs, milk, and flour, right? Since you don't make these ingredients, you have to go to the store for them -- this is your supplier.

If any one of these ingredients is bad, it will destroy your final product, right?

Well, what if your business was making and selling cakes? You would want your end product -- the cake, also known as the output -- to be consistent as long as you followed the recipe exactly. This is what your customer expects.

If you're final output lacks consistency, we typically look at our process (the recipe) and try to standardize it. 

What happens when your supplier's process to make the basic ingredients that we use isn't standardized? What happens when these ingredients vary? How does this impact our process and end product?

In this recent Gemba Academy blog, I talk about this end-to-end process and what you should consider doing about your suppliers -- especially when it comes to reliability of their final products that you use every day.

In your business, can you identify the key inputs to your processes?

Do you have a way to validate the quality of these inputs?

Which suppliers can you influence and which ones can you not influence?

…..

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What happens when you generate 50 leads a month for your business.



A very common unsolicited pitch that I get in messages, emails, and texts, is, "Could your handle 50 leads a month?"

I'm sure that there are several service-based entrepreneurs that are thinking, "Sure, bring it on!"

But here are some thoughts that you should be thinking:

Have you ever considered how much work goes into one lead?

Have you ever measured your average conversion rate?

What would happen to your business if all 50 leads became customers in one month?

Now, can you really handle 50 leads a month?

When you consider lead conversion, sit down and do the math.

Step 1. Determine, on average, how much effort goes into successfully converting one lead into a customer. Determine the average number of emails, messages, calls, meetings, etc. that you have and how much time is involved in each.

Usually, the lead nurturing and conversion process takes at least two to three months minimum. Large deals can take a year or more. If you're responding to RFPs, the level of effort is significantly increased.

Now, apply that average against 50 leads a month.

Example: If your process typically takes 3 months and an average of 6 hours (2 hours a month), then 50 leads would take 100 hours of your time a month. That's two and a half weeks of 40-hr work a month!

Step 2. Determine what your actual conversion rate is. Surprisingly, the industry standard is 2% to 5%, but yours might be higher. It really depends on the quality and readiness of the lead and your process.

This informs you on how many clients you can reasonably expect to convert against that 50 a month. Example: At 5%, that would be 2.5 clients a month.

Step 3. Consider what would happen to your capacity if 50% (25) or 80% (40) converted in one month. What if all 50 converted?

How would you deliver services?

What would have to change?

What would break?

How many future leads would be ignored?

These are the thoughts that should be running through your head when someone asks if you can accept X amount of leads a month.

Remember that many of those leads will probably be pure junk and not even interested in your service. If they're truly pre-qualified, which some people claim, then a large percentage should close.

Three final things to consider:

How can I speed up my sales process?

How can I increase my conversion rate?

How can I increase my capacity to handle more clients?

.....

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Do you think that the Serenity Prayer is flawed?



"Grant me the serenity to accept that which cannot be changed, courage to change that which can be changed, and wisdom to know the one from the other." (Adjusted slightly from the actual prayer.)

Seems like solid advice, right?

I had this conversation with Shadé Zahrai MBA LLB this morning.

I believe that we have control over way more than we give ourselves credit for.

She shared an exercise of listing out everything weighing on your mind. Then, place everything in a "I can control," or a "I can't control" circle.

Control has to do with two things in your personality (mindsets, really): Self-efficacy and Locus of Control. 

Self-efficacy is your belief in your ability to complete a task or achieve a goal.

Locus of control is the extent to which you feel in control of the events that influence your life.

In my book, Becoming Unbelievably Successful, I share two assessment questionnaires to help you measure these two things.

https://lnkd.in/gCsViD56

Go ahead, get the book and take the assessments.

Most people have a low self-efficacy and an external locus of control. They will fill the "I can't control" circle with many things in their life.

Why?

Because, when we're not in control, it's easier to complain about it. Afterall, if we were in control, then we would be complaining about ourselves, and that just won't do!

So, the first lie, as always, is the one we tell ourselves -- "It's out of our control!!!"

This protects us. It puts the blame on everything around us and absolves us of responsibility. We feel good about ourselves.

If you want to be honest with yourself, then when you think something is out of your control, rethink and reframe your thoughts.

Here was an example that Shadé shared: "Strategic decisions made by senior leadership."

The cry of the oppressed! (Another Bible reference.)

Consider what you could do, outside of complaining?

When's the last time you used the suggestion or comment box with strategic suggestions? Don't have one? Make it.

Have you had a discussion with your boss about your strategic ideas? Take some time to crat them up and share them.

Do you raise your hand to share ideas at the Town Hall? Or just sit there?

Have you asked to gather a Frontline Strategy Focus Group to review and provide input on strategic ideas?

Have you ever asked if you could be included as an observer in strategic discussions for your professional development?

All too often, we complain, but really have zero input. It's so easy to moan about strategic decisions when: 1) You don't have all the information, and 2) You don't have to make them.

How much control do you have?

…..

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What makes for a bad customer?



Here's a great piece of business advice from "all-knowing" business coaches and consultant gurus:

"You have to fire a bad customer."

These textperts know (and share) the keywords that they learn from Google or ChatGPT, but they never can tell you one thing:

"How to identify a bad customer."

But if you hire them, they'll help you figure it out. Tip: Most can't figure their way out of a wet paper bag.

Two realities exist when it comes to bad customers:

1. Your business, especially when starting out, needs to make money to grow. Being picky and turning away customers isn't a reality.

2. Companies don't learn what a bad customer looks like until they've seen one. Usually, by then, it's too late because they're already a bad customer.

All right business campers, let share the warning signs of bad customers that you can identify up front:

- The Poor Communicator. If someone is a poor communicator during the marketing and sales process, then this behavior will continue. You'll constantly be waiting for responses and wondering if they got the message.

- The Haggler. The haggler is the person that treats your business like a vendor on the border of Mexico. They're always trying to reduce the price, get discounts, or change your billing structure to benefit them. Expect this behavior to continue. 

- The Complainer. Typically, the complainer starts complaining early in the process. They might even bad mouth a previous competitor while in your buying process. Nothing (including you) will ever be good enough for them.

- The Business Changer. This person will want you to operate differently than you do for other customers to accommodate them. Their situation is always "different" and "unique." However, they will double your business complexity over night.

- The Late Payer. This person is the one that you have to send several messages to after they agree to purchase to actually get your initial money. Expect this to continue. You'll always hound them for money.

- The Bully. The last one is not always as easy to see, but can be a big challenge. They exhibit rude and aggressive behavior. Usually this doesn't come out in the marketing and sales process, unless they feel challenged. But they're really a pain to deal with as a customer.

Just one of these behaviors can make for a tough customer. Include two or more behaviors, then you will have real trouble on your hands.

You want to identify bad customers early in the marketing and sales process. This way, you spend less time trying to sell to them, and they don't end up becoming a bad customer.

Now, I shared bad. Why don't you share with us some behaviors of good customers?

Or, do you have any bad customer stories?

…..

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