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Answer Upon - Why Can You Expect to Improve Your Effectiveness by 20 Times?
A clever title is great if it is clear, but a clear title is always preferable. The best? A clear and clever title. A shorter title is better than a longer one. Your reader will spend only four-eight seconds on the cover. While some long titles have succeeded, usually the shorter, the better.A title is part of your book's front cover. Busy buyers including bookstore buyers, wholesalers, distributors and your audiences buy mainly because of the cover. Dan Poynter, author of Writing Nonfiction, says, "The package outside sells the product inside." Make your cover sizzle.Start with a working title before you write your chapters. Include your topic, your subject and use the book's benefits in your sub title if possible. Here's your ten tips for titles that sell:1. Create impact for your title-check out magizine print and radio ad headlines.Check out other authors' titles on the bookstore shelves. Your title must compel the reader to buy now. Which title grabs you? Elder Rage or Caregiving for Dad?2. Include your solution in your title.Does your title sell your solution? Make su
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produce
FIRST IMPRESSIONS CAN KEEP YOU FROM OPPORTUNITIESMost people can identify situations in which they dismissed an opportunity that someone else capitalized on later. Often these opportunities were overlooked or rejected because they were perceived as dull, boring, or unpleasant. You may recall the fairy tale of "The Ugly Duckling." It is the story of a cast-off baby bird that is mistreated because it is unattractive to the young ducklings raised with it. Much to everyone's surprise the ugly duckling develops into a beautiful swan. Thus, what we call the unattractiveness stall prevents people from seeing potential because they make judgments based on insufficient knowledge.As you contemplate this point, it is worth remembering that if Alexander Fleming had been unwilling to work with the unpleasant green mold that affects stale bread, the world might not yet have the wonder drug penicillin and its heirs.DON'T TAKE MY PICTURE, I'll Break the CameraThe Taj MahalAll too frequently, management becomes engrossed in creating posh office space. Having feathered their nests, executives avoid
― Anonymous
A 2,000 percent solution is any method of accomplishing what your organization does now with zero-to-four percent of the current time and resources, or accomplishing an increase of 20 times in results while employing the same or fewer resources. A combination of those results can also be a 2,000 percent solution.
When first creating a 2,000 percent solution, many people report discovering that their solution could have been implemented at any time during the prior 50 years. But no one had. Why is that?
Here's a story that helps explain such delays. An executive works in a business where 95 percent of the ingredients were once discarded at the end of the production process. That's like taking a piece or two of a large wedding cake and then throwing the rest of the cake away. The organization first called the unused ingredients "waste" and dumped that material into the ocean. A new treaty in the 1970s prohibited this kind of dumping, and the "waste" went into landfills. Environmental laws were later enacted that made it more attractive to do something else with the "waste," and the leftover ingredients were turned into "by-products" that didn't have much value. The executive redefined those used ingredients as "products" and discovered that with a little upgrading they became valuable forms of organic fertilizer that many were anxious to buy. Soon the executive had developed a large fertilizer business and was successfully making similar upgrades of waste into valuable products for other manufacturers.
From this experience, the executive learned that people only pay a lot of attention to "products," seldom focus on "by-products," and hardly ever examine their "waste." Similarly, people pay a lot more attention to 2,000 percent solutions than to efforts to meet the annual budget increase of 10 percent. Why? It's more exciting and rewarding to develop 2,000 percent solutions. When you accomplish that first 2,000 percent solution, your self-esteem reaches a higher level than you ever thought possible. You've done it once and you know you can do it again.
A parallel observation to Pareto's Law (referred to by some as Pareto's Principle, or the 80/20 principle, meaning that 80 percent of the results can be observed to come from 20 percent of the people doing an activity) states that 80 percent of the results of any economic activity come from 20 percent or less of the efforts. Let's look at an example.
Imagine that a business has 100 salespeople selling 100,000 units a year. Consistent with the parallel observation to Pareto's Law, 20 of those salespeople produce total sales of 80,000 units per year (an average of 4,000 units per year) while the remaining 80 salespeople produce total sales of only 20,000 units per year (an average of 250 units per year. The 20 most productive salespeople create on average 16 times (4,000/250) more than the average of the 80 remaining sales people. Matching the performance of the remaining 80 sales people to what the most productive 20 salespeople accomplish is a 1,500 percent solution.
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produces
Leading vs ManagingWhether you are the owner of your own business, the chief executive of a corporation, or a manager rising through the ranks, it is critical to develop your leadership skills. Great leadership brings great results. A great manager can get great results but the results reflect on a project or goal, not on the long term process of leading people. A manager can bring a project in on time or perhaps under budget, but a leader gets great results working with people, building relationships, and empowering all members which motivates even better results in the future.Managers can be useful and successful at achieving project goals, but leaders are essential for long term growth, profitability, quality of work life, and positive results in major challenges from business crisis. You know, and possibly have worked with, or for, good managers. Perhaps you have been fortunate and worked with, or for, a great leader. The great leaders are not soon forgotten and are always appreciated. When an organization has great leaders in their management ranks, they suffer less from sabotage and turnover. Th
From this experience, the executive learned that people only pay a lot of attention to "products," seldom focus on "by-products," and hardly ever examine their "waste." Similarly, people pay a lot more attention to 2,000 percent solutions than to efforts to meet the annual budget increase of 10 percent. Why? It's more exciting and rewarding to develop 2,000 percent solutions. When you accomplish that first 2,000 percent solution, your self-esteem reaches a higher level than you ever thought possible. You've done it once and you know you can do it again.
A parallel observation to Pareto's Law (referred to by some as Pareto's Principle, or the 80/20 principle, meaning that 80 percent of the results can be observed to come from 20 percent of the people doing an activity) states that 80 percent of the results of any economic activity come from 20 percent or less of the efforts. Let's look at an example.
Imagine that a business has 100 salespeople selling 100,000 units a year. Consistent with the parallel observation to Pareto's Law, 20 of those salespeople produce total sales of 80,000 units per year (an average of 4,000 units per year) while the remaining 80 salespeople produce total sales of only 20,000 units per year (an average of 250 units per year. The 20 most productive salespeople create on average 16 times (4,000/250) more than the average of the 80 remaining sales people. Matching the performance of the remaining 80 sales people to what the most productive 20 salespeople accomplish is a 1,500 percent solution.
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produce
A low credit rate has several ramifications. It could result in your credit applications being rejected forthwith or it could result in you having to pay a premium when credit is eventually extended to you.In spite of what you may be thinking, a low credit rate is a setback rather than an insurmountable obstacle. Low credit rates can be remedied – either through one of the many credit repair firms that have been proliferating since the early 1990s or alternately, by taking some of the necessary steps on your own.The choice is yours. If you do decide to go it alone – either completely or in part – you will save on some or all of the professional fees charged by credit repair firms. There is still an investment in respect of time that you’ll need to make and you will need a fair measure of patience along the way.The time and effort you spend on taking steps towards improving your low credit report, will eventually culminate in an opportunity for you to secure credit on fair and reasonable terms.Here are a few things you can do right away:Obtain a Copy of Your Credit Reports The fir
From this experience, the executive learned that people only pay a lot of attention to "products," seldom focus on "by-products," and hardly ever examine their "waste." Similarly, people pay a lot more attention to 2,000 percent solutions than to efforts to meet the annual budget increase of 10 percent. Why? It's more exciting and rewarding to develop 2,000 percent solutions. When you accomplish that first 2,000 percent solution, your self-esteem reaches a higher level than you ever thought possible. You've done it once and you know you can do it again.
A parallel observation to Pareto's Law (referred to by some as Pareto's Principle, or the 80/20 principle, meaning that 80 percent of the results can be observed to come from 20 percent of the people doing an activity) states that 80 percent of the results of any economic activity come from 20 percent or less of the efforts. Let's look at an example.
Imagine that a business has 100 salespeople selling 100,000 units a year. Consistent with the parallel observation to Pareto's Law, 20 of those salespeople produce total sales of 80,000 units per year (an average of 4,000 units per year) while the remaining 80 salespeople produce total sales of only 20,000 units per year (an average of 250 units per year. The 20 most productive salespeople create on average 16 times (4,000/250) more than the average of the 80 remaining sales people. Matching the performance of the remaining 80 sales people to what the most productive 20 salespeople accomplish is a 1,500 percent solution.
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produce
I am not interested in a theory of management. I am interested in the practice of management. I am interested in having managers fulfill their purpose. And their purpose is that the jobs get done more and more effectively with them there than without them there.That needs to begin with an honest look at how we are as managers.The Distinction ‘Most-Manager’There is a class of management….equivalent, say, to 2nd and 1st lieutenants. They have no real management authority. They often cannot even make recommendations.They may have supervisors report to them (or even very low level managers). They have between 8 and 40 people directly and indirectly below them. They may have their own administrative assistant, though usually the administrative assistant is shared.This is the critical one: They are almost always promoted from the ranks. If not, that is their genealogy. They receive no management training… Or, if they do, it has virtually nothing to do with their jobs. I say this is so for most managers…and so I class this class of management ‘most-management’.Most-manag
A parallel observation to Pareto's Law (referred to by some as Pareto's Principle, or the 80/20 principle, meaning that 80 percent of the results can be observed to come from 20 percent of the people doing an activity) states that 80 percent of the results of any economic activity come from 20 percent or less of the efforts. Let's look at an example.
Imagine that a business has 100 salespeople selling 100,000 units a year. Consistent with the parallel observation to Pareto's Law, 20 of those salespeople produce total sales of 80,000 units per year (an average of 4,000 units per year) while the remaining 80 salespeople produce total sales of only 20,000 units per year (an average of 250 units per year. The 20 most productive salespeople create on average 16 times (4,000/250) more than the average of the 80 remaining sales people. Matching the performance of the remaining 80 sales people to what the most productive 20 salespeople accomplish is a 1,500 percent solution.
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produce
If you own a start-up business, you've probably heard over and over again that you should get QuickBooks for your business. This can be a great idea for most businesses, but the dizzying array of choices can leave any business owner reeling.First, consider why QuickBooks should be your first choice.QuickBooks was the first nationally recognized accounting software program designed for business owners, rather than accountants. Starting in 1992, QuickBooks software has made computerized accounting accessible to every business owner.QuickBooks uses real accounting methods, but allows users unfamiliar with accounting theory to record business transactions using everyday forms. Most regular business transactions can be entered into the computer by filling out traditional invoices, bills, checks, and deposits.While the accounting profession in general turned up their nose at this revolution, business owners quickly embraced QuickBooks. QuickBooks listened and learned from its users, and, 15 years later, now has the most widely used accounting software. In fact, I have heard estimates that
Within the group of 20, some are more productive than the others. Let's assume that the most productive salesperson produces annual sales of 7,000 units. That amount is 28 times what the 80 less productive salespeople average. If the less productive people can move up to the productivity of the most productive salesperson, that's a 2,700 percent solution.
Within the group of 80, some are less productive than others. Let's assume that the least productive salesperson who won't be fired sells merely 100 units per year. If that person could match the most productive salesperson, that would be a 6,900 percent solution.
The nature of which customers are served may have something to do with why these two salespeople vary so much in productivity. But if the least productive salesperson can increase performance to even half the average of the most productive group, that's still more than a 2,000 percent solution
Let's also assume that the company has a more effective competitor where the most productive salespeople sell on average 10,000 units per year. Within that group, let's also assume that the most productive person sells 18,000 units per year. If some of this success is based on selling methods that the least productive salesperson in the first company can emulate but doesn't use now, that relatively low performing salesperson would only have to capture one-eighth of the results of this most productive competitor‘s salesperson to achieve a 2,000 percent solution.
In addition, there are probably better performing salespeople in other industries who could also show the lowest producing salesperson in the original company how to improve. By drawing on those examples, the least productive salespeople can expand their productivity further.
From the first company's management perspective, notice that the challenge is different. Only if the salespeople in total improve their productivity by 20 times does the company enjoy a 2,000 percent solution. Even if the methods and personal qualities of the best salesperson can be duplicated in the rest of the sales force, such a 2,000 percent solution cannot be achieved. That's because the company would still need eight salespeople to equal the 100 current salespeople in performance. Only by dropping the sales force to four people and keeping the same sales level could the company achieve a 2,000 percent solution. Reaching that level of performance would mean exceeding the productivity of the competitors' best performer. What's the solution?
The odds for creating a 2,000 percent solution for the whole sales force are improved by another factor we have not discussed. Few of the top performing salespeople will be using identical methods. As a result, you can combine highly productive techniqu
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