At the beginning of his classic self-help book, Think and Grow Rich, Napoleon Hill tells the story of R. U. Darby and his uncle, who went out to Colorado from their homes in Maryland to strike it rich digging for gold.
After finding a carload of ore, their mine ran dry. They dug on for a few more weeks and then quit, selling their rights, their equipment, and their maps to a junk man.
The junk man consulted an engineer to take a look at the maps, and after digging another three feet, struck one of the richest veins of gold in Colorado history.
In their book, 100 Ways To Motivate Others, Steve Chandler and Scott Richardson call what Darby and his uncle did throwing the “Quit Switch”. The gold-diggers threw the switch just three feet away from incredible wealth.
Every day, I speak with professionals who have either thrown the Quit Switch or have one in hand.
“Asking for referrals never worked for me.”
“I tried doing seminars a few times, but they never did anything.”
“I tried running my own practice, but it was just too hard.”
“You can’t make a living as a [financial advisor, insurance agent, small town attorney, realtor—you insert the category]…Well, I know some people do, but I can’t.”
It was difficult, or it wasn’t instantly successful…throw the Quit Switch!
It was going along, but too slowly…throw the Quit Switch!
NFL Coach George Allen said, “Most people succeed because they are determined to. People of mediocre ability sometimes achieve outstanding success because they don’t know when to quit.”
If your career or practice isn’t where you want it to be, stop thinking that you know when to quit. You may be only three feet away from your vein of gold. Don’t throw the Quit Switch.
One of the points Napoleon Hill makes in his story about Darby is that the junk man was smart enough (or humble enough) to call in an engineer (an expert) to look at the mining maps. That option was always open to Darby and his uncle, but they either didn’t think of it or they ignored it, and they chose to stop digging instead.
The only real question is: Do you want to be successful in this career or not? If you do, get the help you need to succeed. Don’t wait until you feel it’s hopeless and you already believe you have no choice but to give it all up.
In other words, if you really want it, swallow your pride, and keep REACHING…
Many professionals complain about the long hours they work. For some, at least, all those hours are being compensated. These professionals are moving and shaking because they want to make as much money as possible—even at the cost of family time, recreation, and often, their own health. It’s difficult to be sympathetic about their complaints, since their situation is a choice.
But many professionals are plagued with long days and long workweeks for which they are not being adequately financially compensated. Some of these people are simply not charging enough. They have priced their services at a low rate, believing this to be the only way they can compete in their market. They have not learned how to create value for clients so that they know they deserve—and then, can request and receive—better compensation.
Still others in this latter group may be confusing attendance at the office with productivity. They feel “busy” at work, but hours are spent each day performing tasks that aren’t actually making them money. Someone in this situation may spend an hour or two each workday involved in non-business conversations. Maybe there’s another half hour or so spent trying to resolve computer issues. Then, there are those lunch plans with someone he or she already sees every day…
Don’t confuse being present with being productive. You may spend an hour and a half at the gym or health club, but how much of that is talking sports, waiting for an exercise station instead of using a different machine in the meantime, and “resting between sets”? You could even count washing your socks—which is something you do have to do in connection with your workout—but none of this time really counts.
“The only time that counts is the time you spend with the weights,” says Corey, a financial services sales manager I work with. “You do have to wash your socks, but you can’t count that time.”
When you’re selling and providing services, the only time that counts is the time you spend face-to-face or on the phone with clients or prospects. If you’re not doing one of these things, you can’t claim you’re working a twelve-hour day. You may be at the office or on the road for that much time, but a lot of that time, you’re just washing socks.
Some experts call the time you’re actually performing income-generating activities “green time”. If you’ve been feeling that you are working long hours and not making enough money for the time you put in, try this for a week: Write down everything you do, all workday long, every day, for all five-to-seven workdays. Don’t change what you do, just record it. Then, go back and see how much time you’re actually spending “with the weights”—that is, how much of that time is actually green.
If your green time is six to eight hours daily, and you’re putting in ten-to-twelve hour days, too much of your time is being spent on socks. If this non-productive time is somehow work-related (follow-up phone calls and paperwork someone else could be doing for you), get some help. If it’s not work-related, either accept the fact that you’re at the office longer by choice, or choose to save non-work matters for after hours.
Another financial advisor I’ve worked with greets everyone in his office in the morning, and then spends the next 8 hours on green time. He makes it known that while he’s unavailable during the day to discuss pleasantries, at 6 PM, he’ll be happy to go for a beer with anyone who wants to spend time with him.
Stop the load of socks, and make room for green time instead. Once things are really shaking for you, keep REACHING…
A few years ago, I presented a teleseminar for advisors throughout the U.S. on referrals.
During the live Q and A, Paul, an advisor in the Midwest, expressed frustration with his efforts to grow his practice by asking for introductions.
“I ask my clients about people they know who could use my help,” he told us, “But it feels awkward, and then my clients get all awkward and put me off.”
“Who gets awkward first?” I asked him.
“Well, I guess I do,” was his response, “But it’s because I know that they’re going to be uncomfortable.”
“Did it occur to you that maybe they get uncomfortable because you’re awkward, and your discomfort actually triggers theirs?” I asked.
“I never considered that,” he admitted.
We then went through 3 Steps Paul could use to take the discomfort out of the act of asking for referrals:
1. Start your client meetings by giving your clients (verbally or in writing) an agenda, that includes as the final item a discussion about friends, associates, and family members you might be able to help. Don’t surprise a client with a sudden request at the end of an appointment to talk about this important subject. If a client is going to be uncomfortable with this agenda item, let him or her tell you right at the beginning, and spend a few minutes either then or at the end discussing why this item makes him/her uncomfortable.
…The last thing I’d like to talk about this morning is some of the people in your life who you would want to have my help. I’d much rather be working with someone you want me to work with than someone whose name I took off a list somewhere. We’ll talk about some of the people you have in mind, and, if we decide it makes sense, we’ll figure out the most comfortable way for us to get in contact…
2. Always ask about the value you’ve given them—either on that particular appointment, or in your professional relationship over time. Ask him what he got out of your meeting, what he learned, and what he will get or has gotten out of his relationship with you. Ask him to tell you something specific that he found particularly helpful. Then utter the magic question: “What else?” Keep getting feedback until he can’t think of anything else, and then direct him to the ideas that you wanted him to find helpful, and ask if he did.
Did you find our discussion this morning helpful?…Was there one specific idea that you found particularly useful?…What else?…What else?…How about when I explained…
3. Now, you can ask them about people they know who could be helped in the same way. Remind her that this was one of your agenda items and ask who came to mind.
Mary, I’m glad you found the work we did here today so helpful. The last thing I promised you we’d do this morning is discuss some of the people you care about who might want the same kind of help, and decide whether it would make sense to arrange an introduction—and how we would go about that. Who is the first person who came to mind?
Speak with confidence, I told the group. If you don’t feel confident, act as if you do. Paul admitted that part of his problem was that he had not practiced being firm, clear, and self-assured when he brought up the subject of referrals…and practice is essential.
If you want to attract more clients, put talking about the people in your clients’ lives on your appointment agenda and get it out into the open, right up front. Act assuredly, and keep REACHING…
A favorite hypothetical of mine:
Let’s imagine two professionals in the same field. We’ll call them Advisor A and Advisor B.
We’ll give them the same educational background, the same training, the same resources and connections, and even similar personalities and work ethic.
But when we put them out in the field, I can promise you that one—let’s say, Advisor A—will do better than the other—our unfortunate Advisor B.
If we made them practically identical in every aspect, the only factor that could account for the difference in their performances is that Advisor A would be taking more of the kind of action he needs to take than Advisor B is taking.
But if their work ethic were the same, how could their actions be any different?
The simplest explanation is that for each, the way his world is occurring to him will be different: the way he views his work, the way he views the people he interacts with, and, of course, the way he views himself.
Advisor A might see his work as being important to the people he works with—something they need in their lives.
He might see the world as a safe and friendly place where what he has to offer is welcome.
He might see clients and prospective clients as open and interested in doing what they need to do for their families. And he might see the people he works with as good people, who are there to support him.
Advisor B—the less successful advisor—might have a different view of his world:
Maybe it’s a difficult, unfriendly place, where you have to struggle to succeed.
Maybe he sees himself as a “salesperson”, who “bothers” people.
Perhaps he sees clients and prospects as closed and deceitful, and he sees the people he works with as being there to make his life difficult.
When Advisor B feels he is not succeeding, he tries to imitate what Advisor A is doing, or he enrolls in yet another course to learn another way to do what he already knows how to do. He experiments with the latest and most advanced strategies and language nuances, and finds that none of it works for him.
Of course it doesn’t. All of his effort is like trying to take the apples off of someone else’s tree and tape them to his own, withering tree stump. It’s not the same, and it won’t yield any new, ripe fruit.
If you identify with Advisor B in this hypothetical, you should understand that it is a mistake to try to solve your work performance problems with more information. You already know enough to succeed. What you need is a transformation—an alteration in how your world is occurring for you. Your “inner game” needs fixing, not your “outer game”.
Strategies and language nuances may help a little, but until you view the world as a place where taking action is easy and fun, you will continue to struggle.
If you’re not taking enough action because you are uncomfortable or overwhelmed, don’t spend your time, energy, and money on another course to learn new ways of doing the same thing. Instead, get to work on your view of your world.
How different would your practice be if you believed that finding new prospects is easy? That people are grateful for the help you offer? That it’s OK to tell them what you believe, even if it might upset them? That you bring value to everyone you speak with?
Change your inner game and you automatically change your results—but only always.
I always believe in game-changers, so contact me if you’re in need of one. In the meantime, keep REACHING…
After two visits—a total of six hours—advisor Marianne had gotten an enthusiastic “thumbs up” from her new “almost clients”—a young professional couple with small children—to prepare a financial plan for them. The plan would specifically include some much-needed life insurance. There was no doubt the mission was going forward!
But a few days later, just before Marianne’s scheduled return with her specific proposal, the couple called to tell her they had decided to hold off on doing anything.
“I needed that sale,” Marianne complained to me during our coaching session.
“And that’s probably why you lost it,” I responded.
Our need is the ugliest thing we can show prospective clients. If they believe that your need to make money is more important than your delivery of the service they would be hiring you to do, they’ll back away. Retaining you or buying what you have to offer has to be their idea, not yours.
Blake, an attorney in Michigan, wrote me last week about his problem in getting prospective clients to engage his services.
“I find out what their situation is,” he writes, “and then I explain very carefully what I’ll be doing for them.”
“Then they ask about price. I tell them my hourly rate, which is competitive, but they say they want to think about it…and then, I don’t hear from them again.”
Professionals like Blake often don’t spend enough time developing a relationship with their clients, customers, or patients. They know their work. They know how to diagnose problems, and they know what the most likely solutions are. But they don’t know what their prospective clients really need: someone to hear them out; sympathy, empathy, and validation.
Here are some suggestions that might help you “close” more clients:
1. Ask more and better questions. “Situational” questions are essential for you in order to enable you to do your work, but they have relatively low value to a prospective client who already knows his or her own situation.
How does the situation make him or her feel? Why does he/she feel that way? What result would this person like to get from working with you? How will that make him/her feel better?
These kinds of questions don’t necessarily add any information to your business stats, but they help you to create a bond with your new client.
2. Find out if they’re committed to change before you talk about fees. Ask if she’s receiving value from the discussion and if she has any questions for you. Ask if she’d be interested in working with someone who could alter her status quo.
3. Find out what is causing them to hesitate. If he says, “Let me think about it,” find out what he agrees with and narrow down what his concerns are. Does he have reservations about your abilities? Is he looking for a better price? It’s okay—and important—to ask these questions.
If you want more clients to say “yes” and stick to it, start by making sure you spend the time to ask compelling questions, and base the solution you offer directly on their answers. Whether it’s in asking for the sale or asking for introductions, make it about them—not about your need.
I’ve shared a good deal of information with you recently on being willing to brand (and speak up about) the special service experience that only you offer. Consider this a prequel to all of that. Good; so, you’re special! But before we get into it…
The last time you sat down with a prospect, you probably went through some awkward small talk while you anticipated getting down to fact finding, when you could relax a little. After all, you’ve helped clients like this many times before. You’ve listened to them answer your questions and waited patiently until it was your turn to talk about insurance or financial concepts and strategies.
Then, as you got into your prepared interviews and well-practiced presentations, your confidence would grow a little, because now you had the opportunity to show your stuff. You were able to explain what you might do for each of these prospective clients. You told them why you love your work. You told them why your approach is unique—and it is—and that always felt great to share, didn’t it? And they always seemed really interested in the conversation you were leading. So all that was left was for you to ask them to get started—to “close”.
I mean, after all, potential clients only have one decision to make, right? It’s simple: Would you like to work with me—yes or no?
Unfortunately, it isn’t that simple. Prospects actually have Three Decisions in front of them, beginning at the time when you first approach them for an appointment:
(1) Whether to spend some of their precious time with you. If you’re sitting down with them, they’ve already made this decision in your favor.
(2) Whether they want to change their status quo. A prospect may have no particular regard for his current advisor, and he may fully recognize the need for more or better insurance or professional advice, but he may still not want to do anything about it. This is the concept of inertia: A prospect at rest tends to stay at rest.
(3) Finally, the prospect has to decide that if he is willing to change, he wants that change to be with you.
If you’ve ever heard the words “I’d love to work with you…” and then couldn’t get the prospect back to hear your proposal, then you were probably short-changing yourself on appreciating the magnitude (and rarity) of the Second Decision. It’s one of the biggest mistakes advisors make in the sales process.
Deciding to change—from no advisor to having an advisor, from one advisor to another, from no insurance to having insurance, from one investment to another—is actually the most difficult of the Three Decisions. The prospect is weighing the status quo against what a change will mean, what the issues are, what his or her competing commitments are and what new commitments (financial, medical, legal, and mental) will involve, and who else might be impacted by this change.
She may have an advisor she doesn’t like. She may actually know she needs help, or more insurance, or some other change in her financial or insurance situation. But she just hasn’t yet made the commitment to do it. If a potential client has not yet decided she is ready to work with someone new, and you charge in with your “solutions” and your “methodology” and your “training, experience, and credentials”, you have launched an irrelevant conversation.
You might think they need to understand the benefits of what you’re proposing, but in the absence of the Second Decision, prospects have no interest in hearing your Third-Decision Discussion—the “why you”. Until a prospect has made the Second Decision, Third-Decision behavior (discussing the solutions only you can provide) is futile.
Talking about your unique services with someone before the person has decided to change is one of the biggest reasons you’ve often heard those positive comments about your work, and then are surprised [yet again] when the prospect cuts off communication. He or she may have truly been enthusiastic about the idea of working with you, even if he or she hadn’t made the commitment to do it. A single contradictory conversation with a brother-in-law, an accountant, or even a plumber could have been enough to send your shaky prospect back into hiding.
Ask questions to make sure the prospect is ready to hear solutions. The reward will be more meaningful commitments to hearing you out and moving into the Third Decision—in other words, fewer wasted presentations, and fewer lost sales.
If you could use help moving your potential clients into their Third Decision, you only need to decide you’re ready to make a change before you contact me. In the meantime, keep REACHING…
*This article was inspired by a recent writing shared with me by my coaching colleague, Rich Litvin. I admit to “borrowing” some of his ideas and language.
You know the feeling: You gave the presentation of your life! You were “on fire”. Every question was met with a dazzling, intelligent, emotional, cogent, coherent answer. Every idea that you could share with your clients or prospective clients found its way into your head and flowed bountifully into your words. But…
As you’re driving home, you’re not so sure. They seemed to love the first feature you spoke about, but there was something about their comparison of your second feature to the competitor’s that might have indicated a preference for the competitor’s services…
And then, there were those few awkward seconds when your attempt at humor went right over their heads…
And those few moments when you remember feeling you were a bit “salesy” or sounded a little too desperate.
And a piece of food from lunch was stuck in your teeth!…and your tie was on, but it was sticking out from under your shirt collar…and the stain you failed to notice until now…
Growing your network, giving presentations, interviewing for clients—or for work—definitely has its ups and downs. When the adrenaline rush starts to dissipate, the self-doubts to which we are all susceptible come flooding in. We begin to analyze everything we’ve done, finding fault with enough things to replace all the confidence we had a few moments before with an empty, aching feeling that we’ve somehow botched the whole endeavor.
Courtesy of DeviantArt.com
It’s The “But” Monster at work. In my book, The High Diving Board, I talk about this creature whose original purpose was to prevent you from roaming out into the streets, or beyond the borders of your “safe neighborhood“. As you grew and expanded that “neighborhood”, however, The “But” Monster learned to hide better, but grew with you. Now, when he pops up out of nowhere, he’s huge, and he’s angry that you got past him in the first place to make that important call or presentation.
So, he welcomes you back home to him with the doubts that should have kept you from venturing out in the first place. He tells you, “Yes, you wanted to fly, BUT…you’re really out of your league here.” Or, “Sure it was a good presentation, BUT…you don’t really know that much and your competition is probably much better, anyway.” Or, “It was a good presentation, BUT…they were probably stuck staring at that food in your teeth.”
“Why don’t you just stay here where it’s safe?” he urges. And he could be speaking powerfully enough to keep you wallowing in that self-doubt, and causing you to avoid the next venture altogether.
BUT…don’t let The But Monster beat you!!! Here are some ideas that might help:
a) You can’t stop the negative feelings from arising, so let them. Your lifelong gatekeeper is strong, immortal, and immutable. The one thing you can do is let him rattle on, but recognize that the doubts he raises are a natural reaction to your choice to go beyond your safe neighborhood. If you’ve accepted the concept that it’s okay to be afraid in the pursuit of your goals, then accept this corollary: You can’t stop the self-doubts, but you can decide not to let them slow you down.
b) It doesn’t matter, anyway. No deal, no presentation, and no single event should matter so much that actually “blowing it” could possibly destroy your life or career. Get over your doubts about this one by jumping right into the next one. Hey—if nothing else, you’ll have a new disaster to worry about!
c) Let go of your outcomes. Set your goals, do the things you need to do to reach those goals, and then stop worrying about how an individual situation works out. For every call or presentation you actually mess up, there will be another you get right.
If you need help changing your attitude toward the bumps in the road to your success, and toward your very own incidental “But” Monster, contact me. Or hone this outlook and other skills by joining me for my Mastering Client Referrals Workshop on Saturday, October 19th.
In the meantime, keep REACHING…
COME TO PRINCETON IN OCTOBER
AND BECOME A REFERRAL MASTER
If you’re a financial or insurance professional, join me on Saturday, October 19th for an all-day
Mastering Client Referrals Workshop.
Boost your year-end sales and start 2014 on a roll. For details, take a look at
Register by Friday to take advantage of the Early Registration Discount. Or call me at (609) 454-3810 and we’ll talk about whether this program makes sense for you.
Most people don’t really understand what courage is. When I ask them to define it in my workshops on Overcoming Fear, the answer I often get is “the absence of fear”.
But this answer isn’t accurate. While there are a few seemingly fearless fighters, most military personnel will admit, when you ask them, that they were afraid much of the time they were in the field.
Courage is not the absence of fear; it’s action in the face of fear. These brave people risk—and sometimes sacrifice—their lives, but not without fear. They do what has to be done, despite the fear.
Wherever I go, I find professionals and entrepreneurs struggling to grow their businesses or advance their careers. These are people with all of the technical skills they need to be successful, but they’re still, somehow, not getting what they want.
Other times, more simply:
(3) they haven’t yet decided to make the change.
If you feel like your practice ought to be growing, but you’re just stuck, start by recognizing that one, both, or all three of these factors might be at play. If fear is one of them, understand that it’s okay to be afraid when it comes to stepping into sales and marketing and other “dangerous battlefields“. Admit that you are afraid. But don’t respond by backing away.
Ultimately, the fear itself can’t hold us back from having what we want and need in our businesses or lives—how we view fear and our learned response to fear are the real threats. We feel the “fear factor”—the butterflies in our stomachs, the rapid pounding in our chests—and the little voice in our heads warns us: “It’s not okay, back away.” And we obey.
When we were children, this response probably saved our lives many times. We’d feel those feelings when we came too close to a hot stove or stepped into the street. But as adults, if we so much as think of picking up the phone to make that prospecting call, or attending a networking event, or making a presentation—our “back away” response keeps us from doing what we need to do.
The good news is that if we learned this response, we can unlearn it and replace it with something better:
“It’s okay to be afraid, but if this is my goal, then I have to do it.”
If you can get past the fear on your own, do it. If you can’t, decide to hire someone who can help you, or contact me to take a step in the right direction and back onto the playing field. No matter what you choose to do, if you have a mission, keep REACHING…
As a coach, I work with all kinds of already successful people looking for help to bring their careers—and lives—to the next level. Most are selling professional services of one kind or another, and much of the time, they are doing so as part of an independent business or practice. Their next level is getting more clients, getting better clients, or simply turning the clients they have already into fiercely loyal advocates who will keep working with them for years to come.
Many of my clients come to me with an idea—a paradigm—that the only way they can grow is to do something they dread: marketing, prospecting, or (horror of horrors): “selling”.
“But I’m an advisor,” my client Bob protested a few years ago, “not a SALESMAN.”
The picture Bob had in his mind of someone who “sells” is the pushy salesman on the used car lot with the loud plaid sports jacket, the phony smile, and the bad toupee. Who wants to be that guy?
Like most professionals who are not precisely where they want to be, Bob couldn’t fill his day working with quality clients for two reasons:
1. He didn’t know how to attract more business; and
2. He was apprehensive about cold calling, making presentations, and other “salesy” things he was sure I’d be making him do.
“What if instead of worrying about marketing, prospecting, and selling, you just positioned yourself to attract the clients you want?” I asked Bob.
“I don’t know what you mean,” he responded, “but that sounds a lot better than selling.”
If you’re just another financial advisor, insurance producer, or attorney, you’re faced with competition from dozens—or hundreds—of people doing the same work that you are. You’re just another “white crayon”. You will get business, but your ability to get more and better clients will be limited. Sending out mailings and refrigerator magnets, making cold calls and other marketing and sales activities might pull in the occasional new client, but what will work faster and better is having a way to distinguish yourself from all of the other white crayons.
Instead of struggling to sell your services, position yourself as a provider who can fulfill a specific need for a specific type of client.
Every day, I speak with people who are telling their prospects they are brokers, or consultants, or coaches, entrepreneurs or service providers, without differentiating themselves from all of the other people who do “the same thing”. Each of them is just one more white crayon in a box filled with white crayons.
The point they’re missing is that clients are more attracted to experts and specialists—to someone unique—than to general practitioners who look like all the other general practitioners in any field. Your prospective clients are looking for the Red Crayon. Start attracting them by giving them what they’re looking for.
When I explained this to Bob, he protested that he couldn’t be a Red Crayon. He was “just another financial advisor”. When I connected with him on social media, however, I found several posts he had written about putting four of his kids through college.
His expertise on this subject was already a way he could attract clients. But as we spoke, he mentioned how he had put himself through college, because his own parents couldn’t afford to help him.
These were two powerful personal stories that made Bob a Red Crayon, which would, if properly displayed, comfortably attract many more new clients than any “sales” effort ever could.
Why wasn’t his practice already as full as he would have liked it to be? Until now, Bob had always chosen to be “just another financial advisor”. Like many of us, on some level, he was afraid to be an individual in order to have the kind of success he deserved.
If you recognize that what holds you back is fear, try my book, THE HIGH DIVING BOARD: How to Overcome Your Fears and Live Your Dreams. If you know your hang up is not wanting to be a “pushy salesman“, look out for my upcoming workshop on MASTERING CLIENT REFERRALS without even having to ask for them, or contact me to find out more.
In the meantime, be your own Red Crayon, and keep REACHING…
I have written before on the Three Universal Marketing Questions that anyone selling his or her services needs to know the answers to:
(1) What are you offering?
(2) To whom are you offering it?
(3) Why should they hire you?
The third point—the “why”—seems to be the most troubling for many people.
“You should work with me because I really care about my clients,” Terry, a 2-year veteran financial advisor, posed in a role-play sales conversation with me.
“But that’s exactly what [your competitor] said to me,” I responded. “Why should I choose you over her?”
Terry was stumped. “If we’re all white crayons in a box,” I continued, “What difference does it make which crayon I pick? All of them would tell me, if they could talk, that they are really good at coloring inside the lines.” Once again, Terry could not answer.
“What is different about you,” I asked him again, “from all the other people who do what you do?”
“Well, I’m not really different in any particular way” he started, “we all provide the same kinds of planning services and give advice aimed at the same goals…I just know I would be more caring than anyone else.”
“What makes you think so?” I pressed.
Terry thought for another moment, and finally responded, hesitantly. “My father died when I was just a teenager and left us with no money, so I know how important having money is—and I made up my mind that I would spend my life helping people prevent that from happening to their families.”
As soon as the words were out of his mouth, Terry’s face brightened. He realized he had stumbled onto the perfect answer—for him—to the “why you” question.
When you can tell people why they should hire you or use your services in a way that distinguishes you from the other crayons in the box—perhaps by using powerful, personal stories or strong metaphors—you’ll get more business.
If you don’t have a clear answer to the third, or any of the Three Universal Marketing Questions, contact me for help. Don’t be afraid to stand out of the box, and keep REACHING…