The full 12 episodes of Jim Cathcart's new TV series debuts on TSTN!
Dish Network features TSTN, The Success Training Channel, and it is also available on the web via this link. There is a special seasonal discount right now for new subscribers.
This exciting new show has 12 half hour episodes covering the following topics:
1. Relationship Selling: Managing relationships as business assets.
2. Reputation Management: Reputation Creation, Expansion and Management.
3. The Metrics of Sales Success:
What to measure and how, Behavioral Economics, Doing what pays off.
4. The Eight Competencies of Relationship Selling.
5. UpServing for Greater Sales:
Increasing satisfaction in order to increase transactions.
6. Enlisting Everyone in Selling (Sustaining a Sales Culture):
gaining full cooperation and involvement in sales.
7. Face to Face Selling- Confirming the Sale:
Presentations, Persuasion and Communication.
8. i-Contact Skills for Today’s Digital World:
(alternatively: e-contact Skills)
9. Sales Negotiation: How to sell when the prospect isn't ready yet to buy.
10. Selling to the Differences in People: How to sell in the way that people like to buy.
11. Selling In Fast Times- (The Time Value of Action):
How to sell when change is faster than you are.
12. Sustaining the Selling Mindset (Think Sales):
Thoughts shape actions, certain mindsets generate sales; others restrict sales.
Follow the link by clicking on the TSTN banner above or just go to TSTN on the web
http://www.tstn.com/programming/ThePurposeofSelling.aspx?img=28&kbid=1240
to access this and many other great shows on this exciting new channel from Splash Network.
Let us know how you like the show and any suggestions you have for making it even better. You can subscribe and have your entire team watch this series of programs as an ongoing training series. The only cost is your one subscription. And with the other programs from world leading authors and experts you can design a curriculum that is truly powerful.
Thursday, December 07, 2006
Saturday, November 18, 2006
Watch for my new Website Video Clips
I just spent two days in the studio creating a series of video messages to guide people through my website. Each is 1 minute or less in length so they won't be obtrusive or in the way.
Watch Cathcart.com and 101Leaders.com over the next few weeks for these enhancements.
Here is the link to my "video One Sheet" with clips from live performances.
http://youonyourwebsite.com/Cathcart/One_Page.htm
Let me know what you think of it.
I will also send out a few video emails that I think you'll enjoy.
If you would like to do some of these same upgrades to your own online marketing just let me know. I have a team who can create the items for you and I'd be happy to assist you as an online spokesperson if appropriate.
See you in the movies! :-)
Jim Cathcart
Watch Cathcart.com and 101Leaders.com over the next few weeks for these enhancements.
Here is the link to my "video One Sheet" with clips from live performances.
http://youonyourwebsite.com/Cathcart/One_Page.htm
Let me know what you think of it.
I will also send out a few video emails that I think you'll enjoy.
If you would like to do some of these same upgrades to your own online marketing just let me know. I have a team who can create the items for you and I'd be happy to assist you as an online spokesperson if appropriate.
See you in the movies! :-)
Jim Cathcart
How to build your board & leadership team
How to Build Your Board & Leadership Team
by Jim Cathcart, founder, 101 Leaders Institute
Chairman, Cathcart Institute,Inc.
Until you multiply yourself through others you are not using all your strength.
Our potential lies not only within us, but also within all who share our goals and concerns and those who care about us.
To build your leadership team there are several approaches to take:
1. Determine who is already on your team.
Look at your email log, your phone call log, your daily calendar, your checkbook register and other "tracks" of where you've been and who you have communicated with recently. Many of these folks are in your corner already. Note who they are.
2. Identify the people you want on your team.
Write down the names of the individuals who, in a perfect world, would be aligned with you. Set goals to connect with them and lead them to your cause over time. Consider this a multi-year project, "sooner or later I'm going to get you."
3. Determine the expertise level of your current team.
What level of expertise is on your team now? What would you like it to be?
Plan to train, develop, coach and support your team members so that they advance to the next levels of their potential. This will make them greater assets for you.
4. Assess the mix of talent and perspectives on your team.
Does everyone bring the same talent to the team? If so, go shopping for new and different abilities to recruit to your cause. Get a balanced team of varying viewpoints, skills and connections.
5. Grow tomorrow's leaders like you'd grow a garden.
Tend your relationships like plants; daily attention, adding nutrients, grooming them for growth. Think of every customer, supporter, buddy, vendor and colleague as a potential leader for your team. Nurture them over time to become more involved, more committed and more interested in your cause. All relationships are assets and all relationships have a future.
6. Make sure each meeting, bulletin, email broadcast, and phone conference is productive and interesting. Remember, there must be some payoff to them for helping you. Make your meetings fun and useful. Don't waste time and don't be boring.
7. Find out what they would like.
Study each individual's interests, values and goals. Help them get to where they'd like to go. Make the service a two-way street. You help them ge what they want and they open doors to what you want.
Copyright 2006 Jim Cathcart
www.cathcart.com
www.101Leaders.com
by Jim Cathcart, founder, 101 Leaders Institute
Chairman, Cathcart Institute,Inc.
Until you multiply yourself through others you are not using all your strength.
Our potential lies not only within us, but also within all who share our goals and concerns and those who care about us.
To build your leadership team there are several approaches to take:
1. Determine who is already on your team.
Look at your email log, your phone call log, your daily calendar, your checkbook register and other "tracks" of where you've been and who you have communicated with recently. Many of these folks are in your corner already. Note who they are.
2. Identify the people you want on your team.
Write down the names of the individuals who, in a perfect world, would be aligned with you. Set goals to connect with them and lead them to your cause over time. Consider this a multi-year project, "sooner or later I'm going to get you."
3. Determine the expertise level of your current team.
What level of expertise is on your team now? What would you like it to be?
Plan to train, develop, coach and support your team members so that they advance to the next levels of their potential. This will make them greater assets for you.
4. Assess the mix of talent and perspectives on your team.
Does everyone bring the same talent to the team? If so, go shopping for new and different abilities to recruit to your cause. Get a balanced team of varying viewpoints, skills and connections.
5. Grow tomorrow's leaders like you'd grow a garden.
Tend your relationships like plants; daily attention, adding nutrients, grooming them for growth. Think of every customer, supporter, buddy, vendor and colleague as a potential leader for your team. Nurture them over time to become more involved, more committed and more interested in your cause. All relationships are assets and all relationships have a future.
6. Make sure each meeting, bulletin, email broadcast, and phone conference is productive and interesting. Remember, there must be some payoff to them for helping you. Make your meetings fun and useful. Don't waste time and don't be boring.
7. Find out what they would like.
Study each individual's interests, values and goals. Help them get to where they'd like to go. Make the service a two-way street. You help them ge what they want and they open doors to what you want.
Copyright 2006 Jim Cathcart
www.cathcart.com
www.101Leaders.com
The Chairperson's Planning Guide
The Chairperson's Planning Guide
by Jim Cathcart
(To be completed in writing)
"If it isn't written, it isn't a plan." Jim Cathcart
"Plans are nothing but planning is everything." Dwight D. Eisenhower
"No plan survives its contact with reality." Leland Russell
1. What is Your Primary Purpose? Describe your desired outcome. What will the successful effect be if you do what you plan to do?
2. Determine the Need. What is it that you plan to do and why does it matter? Who is concerned about it? Who will be affected by it? How urgent is it? How big is the need?
3. Relationship to Other Goals. How does this project fit into the other priorities you are working on? Does it help lead you to another accomplishment or away from it? Are there others who are working on related tasks? How might you combine efforts with them?
4. Establish Priorities. Define the importance of this project in relation to the other interests on your list. Should this come first, second, last? Is your method of setting priority based mostly on hard facts, other people's opinions, your own feelings, relative risks, or what?
5. Set Your Goals. Define specifically what you will do, by when and to what extent. Make sure it is measurable, achievable, challenging, and most of all...desirable. You and others must truly care about whether these goals are reached.
6. Brainstorm possible obstacles and how you will address them. See your problems before they occur.
7. Identify Your Resources. Who can help? What tools will be needed? What information will be needed? What skills will be essential to your success?
8. Define the Steps in the Process. Identify your milestones, checkpoints, and key events. Know every step that has to happen in every aspect of the project.
9. Budget and Schedule. Then Schedule and Budget. Determine the cost of doing what you plan. Specify the revenue that will be generated and when it will arrive. Also specify the costs you will incur and when you will incur them. Lay out a detailed time-line of the steps and budgetary effects, then revise and improve the schedule and budget to achieve the optimum plan.
10. Do It Now! Get started today. Stop planning and start doing. Call people, take action, get moving, produce measurable progress now.
11. Watch Yourself and Improve. Do an after-action review as each part is completed. Ask what worked and didn't. Determine why. Avoid blame, just analyze and learn from it. Ask the WIN question, "What's Important Now?" Revise your plan constantly to reflect the best approach now. When in doubt...stick to the plan! Follow your plan until shown concrete reasons to do things differently. The success of most endeavors is found in the persistent actions and daily improvements.
12. Celebrate! Take time to enjoy your success...but not too much time. There is more to be done and more people who need what you can do.
copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
by Jim Cathcart
(To be completed in writing)
"If it isn't written, it isn't a plan." Jim Cathcart
"Plans are nothing but planning is everything." Dwight D. Eisenhower
"No plan survives its contact with reality." Leland Russell
1. What is Your Primary Purpose? Describe your desired outcome. What will the successful effect be if you do what you plan to do?
2. Determine the Need. What is it that you plan to do and why does it matter? Who is concerned about it? Who will be affected by it? How urgent is it? How big is the need?
3. Relationship to Other Goals. How does this project fit into the other priorities you are working on? Does it help lead you to another accomplishment or away from it? Are there others who are working on related tasks? How might you combine efforts with them?
4. Establish Priorities. Define the importance of this project in relation to the other interests on your list. Should this come first, second, last? Is your method of setting priority based mostly on hard facts, other people's opinions, your own feelings, relative risks, or what?
5. Set Your Goals. Define specifically what you will do, by when and to what extent. Make sure it is measurable, achievable, challenging, and most of all...desirable. You and others must truly care about whether these goals are reached.
6. Brainstorm possible obstacles and how you will address them. See your problems before they occur.
7. Identify Your Resources. Who can help? What tools will be needed? What information will be needed? What skills will be essential to your success?
8. Define the Steps in the Process. Identify your milestones, checkpoints, and key events. Know every step that has to happen in every aspect of the project.
9. Budget and Schedule. Then Schedule and Budget. Determine the cost of doing what you plan. Specify the revenue that will be generated and when it will arrive. Also specify the costs you will incur and when you will incur them. Lay out a detailed time-line of the steps and budgetary effects, then revise and improve the schedule and budget to achieve the optimum plan.
10. Do It Now! Get started today. Stop planning and start doing. Call people, take action, get moving, produce measurable progress now.
11. Watch Yourself and Improve. Do an after-action review as each part is completed. Ask what worked and didn't. Determine why. Avoid blame, just analyze and learn from it. Ask the WIN question, "What's Important Now?" Revise your plan constantly to reflect the best approach now. When in doubt...stick to the plan! Follow your plan until shown concrete reasons to do things differently. The success of most endeavors is found in the persistent actions and daily improvements.
12. Celebrate! Take time to enjoy your success...but not too much time. There is more to be done and more people who need what you can do.
copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
Tuesday, October 31, 2006
Keys to Successful Presentations
Public Speaking Tips
Keys to successful presentations
by Professional Speaker and Author Jim Cathcart,
Speaker Hall of Famer and cofounder of the Professional Speaking Institute.
1. Remember, it is not the speech that counts. It is the value of the message to the audience that matters most. If you can reach the audience effectively then your speech was successful. So, don't focus on your speech, focus on getting your audience to understand and accept the message.
2. Dress Appropriately. Don't dress to impress, dress to succeed. If you are speaking to farmers at their local co-op, don't wear a three piece suit. Go for business casual. But if you are addressing a formal awards banquet, put on your best formal attire. Don't dress to be attractive, dress to be persuasive. You want credibility first, charisma second.
3. Know why this group should want to hear about this topic from you at this time. Determine what the message will mean to them. How will they benefit from knowing what you know and agreeing with your suggestions? Answer their age old question "WIIFM- What's In It For Me?"
4. Don't open with a joke, unless you must. Your opening should be designed to connect with them, not just to amuse them. If you want to be credible then tell them why you are here today and what benefit they will get from the ideas you are about to present. Jokes are fine but don't make them the purpose of your speech, unless you are a humorist.
5. Organize your thoughts in threes. People retain things well when they are presented in small groupings. Three is a good working number. Break your message into three main points, illustrate each one with an example or a story, then conclude by showing them specifically what to do next.
6. When in doubt...tell a story. True stories are best, but fables, parables, hypotheticals are also just fine. Be sure that you bring your points to life by describing how people can use or understand what you are telling them. The greatest teachers through time were excellent story tellers; Jesus, Abraham Lincoln, Mark Twain, Will Rogers, Ronald Reagan, Confucius. When asked to describe her ministry, Mother Teresa replied, "Come and look! Come and look." Don't just talk about things, bring them to life for people.
7. It's OK to use PowerPoint, but it's not OK to depend upon it for your success. Let your visuals reinforce and enhance your message. Don't expect them to carry your message, that's your job. Use visuals sparingly.
8. Turn on the lights! Let people see you and make sure you can see them. Your best and most important audio-visual is your own face. Do not stand at a darkened lectern while slides give your speech. Stand in the light and talk with your audience. Put the slide screen off to one side.
9. Get away from the head table. Do not stand behind a table filled with others who are also facing the audience. Head tables are dead, relics of a bygone era. Have reserved seating up front if you must, but have only the speaker stand on the stage. Focus the audience's attention on the person they are expected to listen to. Keep others out of their line of sight.
10. Be real and have fun. If your notes fall to the floor, say "excuse me" and pick up your notes. If someone says something funny, laugh along with the audience. Relax, this is your chance to connect with people and to make a difference. Be yourself, not some speech teacher you thought you were supposed to be like. You'll do just fine. Trust yourself.
Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
Keys to successful presentations
by Professional Speaker and Author Jim Cathcart,
Speaker Hall of Famer and cofounder of the Professional Speaking Institute.
1. Remember, it is not the speech that counts. It is the value of the message to the audience that matters most. If you can reach the audience effectively then your speech was successful. So, don't focus on your speech, focus on getting your audience to understand and accept the message.
2. Dress Appropriately. Don't dress to impress, dress to succeed. If you are speaking to farmers at their local co-op, don't wear a three piece suit. Go for business casual. But if you are addressing a formal awards banquet, put on your best formal attire. Don't dress to be attractive, dress to be persuasive. You want credibility first, charisma second.
3. Know why this group should want to hear about this topic from you at this time. Determine what the message will mean to them. How will they benefit from knowing what you know and agreeing with your suggestions? Answer their age old question "WIIFM- What's In It For Me?"
4. Don't open with a joke, unless you must. Your opening should be designed to connect with them, not just to amuse them. If you want to be credible then tell them why you are here today and what benefit they will get from the ideas you are about to present. Jokes are fine but don't make them the purpose of your speech, unless you are a humorist.
5. Organize your thoughts in threes. People retain things well when they are presented in small groupings. Three is a good working number. Break your message into three main points, illustrate each one with an example or a story, then conclude by showing them specifically what to do next.
6. When in doubt...tell a story. True stories are best, but fables, parables, hypotheticals are also just fine. Be sure that you bring your points to life by describing how people can use or understand what you are telling them. The greatest teachers through time were excellent story tellers; Jesus, Abraham Lincoln, Mark Twain, Will Rogers, Ronald Reagan, Confucius. When asked to describe her ministry, Mother Teresa replied, "Come and look! Come and look." Don't just talk about things, bring them to life for people.
7. It's OK to use PowerPoint, but it's not OK to depend upon it for your success. Let your visuals reinforce and enhance your message. Don't expect them to carry your message, that's your job. Use visuals sparingly.
8. Turn on the lights! Let people see you and make sure you can see them. Your best and most important audio-visual is your own face. Do not stand at a darkened lectern while slides give your speech. Stand in the light and talk with your audience. Put the slide screen off to one side.
9. Get away from the head table. Do not stand behind a table filled with others who are also facing the audience. Head tables are dead, relics of a bygone era. Have reserved seating up front if you must, but have only the speaker stand on the stage. Focus the audience's attention on the person they are expected to listen to. Keep others out of their line of sight.
10. Be real and have fun. If your notes fall to the floor, say "excuse me" and pick up your notes. If someone says something funny, laugh along with the audience. Relax, this is your chance to connect with people and to make a difference. Be yourself, not some speech teacher you thought you were supposed to be like. You'll do just fine. Trust yourself.
Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
How to Motivate Volunteers
How to Motivate Volunteers
by Jim Cathcart, Founder, 101 Leaders Institute.
"People do things for their reasons, not yours." author unknown
"A person convinced against his will is of the same opinion still." Benjamin Franklin
1. Give people a reason. There has to be a motive if you want motivation. Motives vary from person to person and time to time, but all actions are driven by some motive. Appeal to compassion, pride, fun, fulfillment, significance, conformity, or whatever appropriate motive might get people to do as you desire. Base it on their wants in relation to your goals.
2. Be specific. People can contribute Time, Talent or Treasure but they need to know exactly what you want before they can determine how to best get it for you. Tell them what you need and by when. Show them or describe to them the ideal outcome you are seeking.
3. Have the attitude of gratitude. Being grateful is the psychological equivalent of magnetism. People are drawn to others who are appreciative. Thank people, point out what they have done and how it mattered. Show your appreciation for what you receive. "Give without remembering and receive without forgetting."
4. Inspect what you expect. Be a good supervisor. Show that you are concerned, involved and paying attention, but do not hover over others as they work and micro-manage with constant corrections. Agree with them as to how you will monitor their progress, in that way they will expect you to be watching but not become bothered by it.
5. Sell the vision and purpose. Continually talk about the bigger purpose behind the actions. Walt Disney showed everyone his dream of Disneyland. He built models, drew pictures, told stories and dreamed aloud so that everyone could see the goal and feel its value. They say that the person who knows how to do something may have a job but the one who knows why it matters will always be their boss.
6. Collaborate with your volunteers. Treat them as your equals. Show them that you respect them and appreciate the value of what they are doing. Ask their opinion. You don't have to always follow their suggestions but you should listen to them and seriously consider them. Most breakthroughs are achieved through the suggestions of the workers rather than their leaders.
7. Celebrate their successes. When something good is achieved take time to point it out and comment on it. Saying 'thank you' and 'good work' goes a long way to keeping people motivated. Remember, they are volunteers.
8. Treat failures and mistakes as teachable moments. Instead of blaming, accusing and criticizing, use these occasions to do an after-action review of what happened, why it happened, and what effect it had. Then look for ways to avoid allowing it to happen again. Determine whether it was due to something: situational, personal, interpersonal, technical, or systemic. Then correct the cause.
9. Document the actions and outcomes;what was done and how it worked. Help people have a tracking system to assure that they know when they are on and/or off course. Things that are measured tend to improve, so be careful to set up measures. Know the progress and document what you have learned together.
10. Trust people a bit more than they deserve. Someone with no experience leading others would be ill equipped to take charge without some supervision, but with constant supervision, they'd never learn to lead. Give people enough room to take decisions and make mistakes but not so much room that you put everything at risk. There must be enough trust so that people find their own solutions, otherwise you will always have to supervise them. Remember; the role of a supervisor and motivator is to become progressively unnecessary. You will know you were successful when your motivation is no longer essential.
Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
by Jim Cathcart, Founder, 101 Leaders Institute.
"People do things for their reasons, not yours." author unknown
"A person convinced against his will is of the same opinion still." Benjamin Franklin
1. Give people a reason. There has to be a motive if you want motivation. Motives vary from person to person and time to time, but all actions are driven by some motive. Appeal to compassion, pride, fun, fulfillment, significance, conformity, or whatever appropriate motive might get people to do as you desire. Base it on their wants in relation to your goals.
2. Be specific. People can contribute Time, Talent or Treasure but they need to know exactly what you want before they can determine how to best get it for you. Tell them what you need and by when. Show them or describe to them the ideal outcome you are seeking.
3. Have the attitude of gratitude. Being grateful is the psychological equivalent of magnetism. People are drawn to others who are appreciative. Thank people, point out what they have done and how it mattered. Show your appreciation for what you receive. "Give without remembering and receive without forgetting."
4. Inspect what you expect. Be a good supervisor. Show that you are concerned, involved and paying attention, but do not hover over others as they work and micro-manage with constant corrections. Agree with them as to how you will monitor their progress, in that way they will expect you to be watching but not become bothered by it.
5. Sell the vision and purpose. Continually talk about the bigger purpose behind the actions. Walt Disney showed everyone his dream of Disneyland. He built models, drew pictures, told stories and dreamed aloud so that everyone could see the goal and feel its value. They say that the person who knows how to do something may have a job but the one who knows why it matters will always be their boss.
6. Collaborate with your volunteers. Treat them as your equals. Show them that you respect them and appreciate the value of what they are doing. Ask their opinion. You don't have to always follow their suggestions but you should listen to them and seriously consider them. Most breakthroughs are achieved through the suggestions of the workers rather than their leaders.
7. Celebrate their successes. When something good is achieved take time to point it out and comment on it. Saying 'thank you' and 'good work' goes a long way to keeping people motivated. Remember, they are volunteers.
8. Treat failures and mistakes as teachable moments. Instead of blaming, accusing and criticizing, use these occasions to do an after-action review of what happened, why it happened, and what effect it had. Then look for ways to avoid allowing it to happen again. Determine whether it was due to something: situational, personal, interpersonal, technical, or systemic. Then correct the cause.
9. Document the actions and outcomes;what was done and how it worked. Help people have a tracking system to assure that they know when they are on and/or off course. Things that are measured tend to improve, so be careful to set up measures. Know the progress and document what you have learned together.
10. Trust people a bit more than they deserve. Someone with no experience leading others would be ill equipped to take charge without some supervision, but with constant supervision, they'd never learn to lead. Give people enough room to take decisions and make mistakes but not so much room that you put everything at risk. There must be enough trust so that people find their own solutions, otherwise you will always have to supervise them. Remember; the role of a supervisor and motivator is to become progressively unnecessary. You will know you were successful when your motivation is no longer essential.
Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
Wednesday, September 20, 2006
Jim Cathcart's New TV Show
Jim Cathcart's new TV series debuts on TSTN!
Dish Network features TSTN, The Success Training Channel, and it is also available on the web via this link. There is a special seasonal discount right now for new subscribers.
This exciting new show has 12 half hour episodes covering the following topics:
1. Relationship Selling: Managing relationships as business assets.
2. Reputation Management: Reputation Creation, Expansion and Management.
3. The Metrics of Sales Success:
What to measure and how, Behavioral Economics, Doing what pays off.
4. The Eight Competencies of Relationship Selling.
5. UpServing for Greater Sales:
Increasing satisfaction in order to increase transactions.
6. Enlisting Everyone in Selling (Sustaining a Sales Culture):
gaining full cooperation and involvement in sales.
7. Face to Face Selling- Confirming the Sale:
Presentations, Persuasion and Communication.
8. i-Contact Skills for Today’s Digital World:
(alternatively: e-contact Skills)
9. Sales Negotiation:
10. Selling to the Differences in People:
11. Selling In Fast Times- (The Time Value of Action):
How to sell when change is faster than you are.
12. Sustaining the Selling Mindset (Think Sales):
Thoughts shape actions, certain mindsets generate sales; others restrict sales.
Follow the link by clicking on the TSTN banner above or just go to TSTN on the web to access this and many other great shows on this exciting new channel from Splash Network.
Let us know how you like the show and any suggestions you have for making it even better.
Dish Network features TSTN, The Success Training Channel, and it is also available on the web via this link. There is a special seasonal discount right now for new subscribers.
This exciting new show has 12 half hour episodes covering the following topics:
1. Relationship Selling: Managing relationships as business assets.
2. Reputation Management: Reputation Creation, Expansion and Management.
3. The Metrics of Sales Success:
What to measure and how, Behavioral Economics, Doing what pays off.
4. The Eight Competencies of Relationship Selling.
5. UpServing for Greater Sales:
Increasing satisfaction in order to increase transactions.
6. Enlisting Everyone in Selling (Sustaining a Sales Culture):
gaining full cooperation and involvement in sales.
7. Face to Face Selling- Confirming the Sale:
Presentations, Persuasion and Communication.
8. i-Contact Skills for Today’s Digital World:
(alternatively: e-contact Skills)
9. Sales Negotiation:
10. Selling to the Differences in People:
11. Selling In Fast Times- (The Time Value of Action):
How to sell when change is faster than you are.
12. Sustaining the Selling Mindset (Think Sales):
Thoughts shape actions, certain mindsets generate sales; others restrict sales.
Follow the link by clicking on the TSTN banner above or just go to TSTN on the web to access this and many other great shows on this exciting new channel from Splash Network.
Let us know how you like the show and any suggestions you have for making it even better.
Inaugural Summit generates Rave Reviews!
101 Leaders Summit - 2006
for Non Profit & Charity Leaders
Date: September 8, 2006
Venue: Sherwood Country Club in Thousand Oaks, CA
Event Summary
The 101 Leaders Alliance, founded in 2003 by Jim Cathcart, recently held it first Leadership Summit to rave reviews!
The 2006 Summit gathered a diverse representation of 70 people from regional businesses, charities, schools, government and community services and professional services.
The "Three Pillars of Content" : Presenters introduced ideas and dialogue to inspire new attitudes and new approaches towards -
1) generating more revenue, 2) building greater support and 3) developing your leadership team.
Attendee Comments
The following comments were made by attendees during a casual focus group following the event:
“The event maintained a good pace and was high energy.”
“I was excited at the magnitude of the content.”
"It was impressive that NBC News sent a video crew to cover the event."
“There was a good mix of head & heart.”
“Presentations stayed focused and high level.”
“The panelists were fabulous.”
“I discovered what great resources exist in our community.”
“Good practical sharing and exchanging of ideas.”
“Great venue and flow of activities.”
"The food was delicious!"
“Good networking opportunity.”
" I need a bigger hat for all the new information in my head."
" The gifts, books, and CDs we received all day made it even more fun."
" The event ended exactly on time. How did you do that?"
" Everyone got a chance to participate and you listened to our input."
Attendees
Thank you each for your active participation...
805 Living Magazine
A.G. Edwards
Alliance for the Arts
American Heart Association
Biola University
Boys & Girls Clubs of Conejo & Las Virgenes
Cal State Univ. Channel Islands
California Lutheran University
Casa Pacifica
Cathcart Institute, Inc.
Christian Foundation of the West
Chrysalis
Conejo Las Virgenes Future Foundation
Crescendo Interactive
Cupid's Coach
Frumi & Associates
Go Be Do Productions
Herzog Wine Cellars
Hoefflin Law
Infinite Strategies Coaching
Interface Children & Family Services
Kruse Design Services
Lefko Group - Facilitators
New West Symphony
Our Redeemer Lutheran Church
Patrons Association of LA VC
Principle Based Enterprises
Rotary Club - Conejo Valley Centennial
Senior Concerns
SEV YMCA
Simi Valley Buick
Sonic Ventures
Stirling Behavioral Health Institute
Structure Development, LLC
The Ackert Advisory
The Jewish Federation Valley Alliance
United Way Ventura County
Ventura County Community Foundation
Ventura County Sheriff's Department
Presenters
Thank you each for your valuable insights and contributions...
Sheriff Bob Brooks
Ventura County Sheriff
Jim Cathcart
Professional speaker & author
Founder of 101 Leaders Institute
Marty de los Cobos,
VP for University Advancement,
California State University Channel Islands
Art Hobba
President of Principle Based Enterprises,
Organizational Development Specialists
Mark Lefko
President of Lefko Group
Specialists in Off-site Corporate Retreats
Linda Livingstone,
Dean, Graziadio School of Business & Management,
Pepperdine University
Charles Maxey
Dean, School of Business
California Lutheran University
Hugh Ralston
President, Ventura County Community Foundation
Charles Schultz
President of Crescendo Interactive,
Total Planned-Giving Solutions
Jeff Tanenbaum
Professional Fund Raiser & Business Coach
Partner in 101 Leaders Summit
for Non Profit & Charity Leaders
Date: September 8, 2006
Venue: Sherwood Country Club in Thousand Oaks, CA
Event Summary
The 101 Leaders Alliance, founded in 2003 by Jim Cathcart, recently held it first Leadership Summit to rave reviews!
The 2006 Summit gathered a diverse representation of 70 people from regional businesses, charities, schools, government and community services and professional services.
The "Three Pillars of Content" : Presenters introduced ideas and dialogue to inspire new attitudes and new approaches towards -
1) generating more revenue, 2) building greater support and 3) developing your leadership team.
Attendee Comments
The following comments were made by attendees during a casual focus group following the event:
“The event maintained a good pace and was high energy.”
“I was excited at the magnitude of the content.”
"It was impressive that NBC News sent a video crew to cover the event."
“There was a good mix of head & heart.”
“Presentations stayed focused and high level.”
“The panelists were fabulous.”
“I discovered what great resources exist in our community.”
“Good practical sharing and exchanging of ideas.”
“Great venue and flow of activities.”
"The food was delicious!"
“Good networking opportunity.”
" I need a bigger hat for all the new information in my head."
" The gifts, books, and CDs we received all day made it even more fun."
" The event ended exactly on time. How did you do that?"
" Everyone got a chance to participate and you listened to our input."
Attendees
Thank you each for your active participation...
805 Living Magazine
A.G. Edwards
Alliance for the Arts
American Heart Association
Biola University
Boys & Girls Clubs of Conejo & Las Virgenes
Cal State Univ. Channel Islands
California Lutheran University
Casa Pacifica
Cathcart Institute, Inc.
Christian Foundation of the West
Chrysalis
Conejo Las Virgenes Future Foundation
Crescendo Interactive
Cupid's Coach
Frumi & Associates
Go Be Do Productions
Herzog Wine Cellars
Hoefflin Law
Infinite Strategies Coaching
Interface Children & Family Services
Kruse Design Services
Lefko Group - Facilitators
New West Symphony
Our Redeemer Lutheran Church
Patrons Association of LA VC
Principle Based Enterprises
Rotary Club - Conejo Valley Centennial
Senior Concerns
SEV YMCA
Simi Valley Buick
Sonic Ventures
Stirling Behavioral Health Institute
Structure Development, LLC
The Ackert Advisory
The Jewish Federation Valley Alliance
United Way Ventura County
Ventura County Community Foundation
Ventura County Sheriff's Department
Presenters
Thank you each for your valuable insights and contributions...
Sheriff Bob Brooks
Ventura County Sheriff
Jim Cathcart
Professional speaker & author
Founder of 101 Leaders Institute
Marty de los Cobos,
VP for University Advancement,
California State University Channel Islands
Art Hobba
President of Principle Based Enterprises,
Organizational Development Specialists
Mark Lefko
President of Lefko Group
Specialists in Off-site Corporate Retreats
Linda Livingstone,
Dean, Graziadio School of Business & Management,
Pepperdine University
Charles Maxey
Dean, School of Business
California Lutheran University
Hugh Ralston
President, Ventura County Community Foundation
Charles Schultz
President of Crescendo Interactive,
Total Planned-Giving Solutions
Jeff Tanenbaum
Professional Fund Raiser & Business Coach
Partner in 101 Leaders Summit
How To Generate More Net Revenue
"It is not what you bring in that counts, it is what you keep when it's over." Jim Cathcart
1. To maximize revenues: 1) generate more gross revenue, 2) incur less
expense, and 3) reduce the work required to produce the revenue.
2. Plan with net revenue in mind, by doing a bottom-up budget. Add your
least acceptable net revenue goal to your expenses to arrive at your
gross revenue goal. Then set a stretch goal. Remember, with
expenses set, everything over your target will go directly to the bottom
line.
3. Consider all expenses: product costs, people costs, lost opportunity
costs (what could have done instead?),
direct costs, indirect costs, and more.
4. Ask, "what sponsors might be willing
to pay this expense for us, or provide
these resources to us at no cost?"
5. Break larger revenue goals into smaller
pieces To raise one million dollars you can get: one million dollar
donor, two half million donors, four quarter million donors, or even one
million one dollar donors. Which is the best approach based on your
situation, your skills and your resources?
6. Consider all of your revenue opportunities and select those that are
aligned with the goals, mission, values and strengths of your
organization, including its resources. Revenue opportunities include: a
raffle, a silent auction, a live auction, a membership offer, an enrollment
event, a subscription, a monthly pledge, a bequest or endowment, a
naming opportunity, a sponsorship for others who are in need, a
scholarship, etc.
7. Determine the value of “silent auction real estate” by dividing your
revenue goal by the
number of items intended
for the event.
Communicate this to your
procurement committee
for more effective results.
8. When procuring items for silent and live auctions, consider the
adjusted value of the items after any consignment costs.
9. Consider all direct and indirect costs when pricing a product or service.
A $400 painting that requires $150 for framing, someone's time for
handling is no longer a $400 item. Price it accordingly with the "profit"
added on.
10. Don't try to do it all by yourself. Ask constantly, "who else could do this
for me/us?" Multiply yourself through others. None of us is as strong or
as smart as all of us. Dividing up goals also makes them less daunting
and more achievable.
LEADERTIP SHEET #4
www.101leaders.com
© 2006, 101 Leaders Institute
1. To maximize revenues: 1) generate more gross revenue, 2) incur less
expense, and 3) reduce the work required to produce the revenue.
2. Plan with net revenue in mind, by doing a bottom-up budget. Add your
least acceptable net revenue goal to your expenses to arrive at your
gross revenue goal. Then set a stretch goal. Remember, with
expenses set, everything over your target will go directly to the bottom
line.
3. Consider all expenses: product costs, people costs, lost opportunity
costs (what could have done instead?),
direct costs, indirect costs, and more.
4. Ask, "what sponsors might be willing
to pay this expense for us, or provide
these resources to us at no cost?"
5. Break larger revenue goals into smaller
pieces To raise one million dollars you can get: one million dollar
donor, two half million donors, four quarter million donors, or even one
million one dollar donors. Which is the best approach based on your
situation, your skills and your resources?
6. Consider all of your revenue opportunities and select those that are
aligned with the goals, mission, values and strengths of your
organization, including its resources. Revenue opportunities include: a
raffle, a silent auction, a live auction, a membership offer, an enrollment
event, a subscription, a monthly pledge, a bequest or endowment, a
naming opportunity, a sponsorship for others who are in need, a
scholarship, etc.
7. Determine the value of “silent auction real estate” by dividing your
revenue goal by the
number of items intended
for the event.
Communicate this to your
procurement committee
for more effective results.
8. When procuring items for silent and live auctions, consider the
adjusted value of the items after any consignment costs.
9. Consider all direct and indirect costs when pricing a product or service.
A $400 painting that requires $150 for framing, someone's time for
handling is no longer a $400 item. Price it accordingly with the "profit"
added on.
10. Don't try to do it all by yourself. Ask constantly, "who else could do this
for me/us?" Multiply yourself through others. None of us is as strong or
as smart as all of us. Dividing up goals also makes them less daunting
and more achievable.
LEADERTIP SHEET #4
www.101leaders.com
© 2006, 101 Leaders Institute
Tuesday, July 11, 2006
How to Say "Thank You" Effectively
How to Say "Thank You" Effectively
by Jim Cathcart, founder, 101 Leaders Institute
The way to tell if your "thank you" message worked is to determine whether the recipient feels thanked. It is not important whether we "say" thank you. What matters is whether the person we thanked actually felt our gratitude. People who feel our thanks tend to be more likely to assist us again.
In fact, it is known in psychology that a person will feel more beholden to you if they do something for you than if you do something for them. Confusing isn't it? You'd think that by doing something for someone else, they'd respond with a feeling of gratitude or "I owe you one." But that's not how it works in the human emotions. We actually feel more connected to the people we have helped than to those who have helped us. So, our actions have a stronger impact on our feelings than the actions of others do. With that in mind, let's look at some effective ways to assure that people know you are grateful.
1. Call and thank them
2. Note specifically what they did that you are grateful for and why it matters to you
3. Write a thank you note to them personally
4. Acknowledge them with a toast at a dinner or reception
5. Thank them in a board or committee meeting "on the record"
6. Make a personal appointment with them and tell them what you appreciate
7. Send them an email thank you card or message
8. Send a greeting card
9. Arrange to have a total of three people thank them in various ways
10. Send a formal letter of thanks on your stationery
11. Give them a certificate, plaque or gift to commemorate their contribution
12. Provide a plaque that has a space for updates showing the year(s) of giving
13. Invite them to a lunch, breakfast or cocktails as a thank you
14. Provide them with attendance at a VIP event to show your gratitude
15. Find out what they love and give something related to that
16. Ask them or one who knows them, "what is the most special gift they ever received?" Give something like that
17. Ask them to do something more. Show that you want to keep them involved
18. Call and seek their advice and remind them how much you value their input
19. Hold a meeting where everyone brainstorms creative and non traditional ways to say "Thanks!"
20. Add the giver's name to a list of donors, contributors or key supporters
21. Do something permanent so they know you mean it.
The Golden Rule says we should "do unto others as we would have them do unto us" but they may not be like us. So, do what Tony Alessandra calls "The Platinum Rule": "do unto others the way others want to be done unto." Treat them the way THEY want to be treated. Thank them in the ways that they consider to be gracious and grateful.
In the final analysis what matters is whether they consider that you have appropriately thanked them. If you have then the transaction is momentarily complete. Now reconnect with them and start a new activity.
copyright 2006 Jim Cathcart
by Jim Cathcart, founder, 101 Leaders Institute
The way to tell if your "thank you" message worked is to determine whether the recipient feels thanked. It is not important whether we "say" thank you. What matters is whether the person we thanked actually felt our gratitude. People who feel our thanks tend to be more likely to assist us again.
In fact, it is known in psychology that a person will feel more beholden to you if they do something for you than if you do something for them. Confusing isn't it? You'd think that by doing something for someone else, they'd respond with a feeling of gratitude or "I owe you one." But that's not how it works in the human emotions. We actually feel more connected to the people we have helped than to those who have helped us. So, our actions have a stronger impact on our feelings than the actions of others do. With that in mind, let's look at some effective ways to assure that people know you are grateful.
1. Call and thank them
2. Note specifically what they did that you are grateful for and why it matters to you
3. Write a thank you note to them personally
4. Acknowledge them with a toast at a dinner or reception
5. Thank them in a board or committee meeting "on the record"
6. Make a personal appointment with them and tell them what you appreciate
7. Send them an email thank you card or message
8. Send a greeting card
9. Arrange to have a total of three people thank them in various ways
10. Send a formal letter of thanks on your stationery
11. Give them a certificate, plaque or gift to commemorate their contribution
12. Provide a plaque that has a space for updates showing the year(s) of giving
13. Invite them to a lunch, breakfast or cocktails as a thank you
14. Provide them with attendance at a VIP event to show your gratitude
15. Find out what they love and give something related to that
16. Ask them or one who knows them, "what is the most special gift they ever received?" Give something like that
17. Ask them to do something more. Show that you want to keep them involved
18. Call and seek their advice and remind them how much you value their input
19. Hold a meeting where everyone brainstorms creative and non traditional ways to say "Thanks!"
20. Add the giver's name to a list of donors, contributors or key supporters
21. Do something permanent so they know you mean it.
The Golden Rule says we should "do unto others as we would have them do unto us" but they may not be like us. So, do what Tony Alessandra calls "The Platinum Rule": "do unto others the way others want to be done unto." Treat them the way THEY want to be treated. Thank them in the ways that they consider to be gracious and grateful.
In the final analysis what matters is whether they consider that you have appropriately thanked them. If you have then the transaction is momentarily complete. Now reconnect with them and start a new activity.
copyright 2006 Jim Cathcart
Monday, June 19, 2006
How to Hold a Good Meeting
by Jim Cathcart, Founder of 101 Leaders Institute
One of the universal attitudes in society today is that
most meetings are a waste of time and
there is no such thing as "a good meeting."
It doesn't have to be that way. After all a "meeting" is
simply a gathering with others for a specific purpose,
kind of like a ball game or a party but with more
interaction and less physical.
1. Start and end ON TIME! It is not polite to wait for everyone to arrive before starting, in fact that is impolite. It disrespects the courtesy that others have shown by arriving on time. Kill the concept of being "fashionably late" and get people used to having 2 oclock meetings actually begin at, or very near, 2 oclock. And when the end time has arrived, even if the meeting didn't achieve its goals, offer people the opportunity to adjourn as they expected to, then reconvene when practical. Meetings that run overtime are evidence that the leader isn't skilled at running meetings.
2. Stay ON TOPIC! A meeting should have a purpose or it shouldn't be held. Let people know why you are meeting and what you hope to achieve. They will help you achieve it if they know what it is and why it matters. During the meeting politely acknowledge any off-topic comments and defer them to a separate meeting or time. Other items may be important but this meeting needs to achieve its own purpose first.
3. Start with an attention getter. You don't have to fire a cannon to get started but you do have to break the attention barrier appropriately. A good starter for most meetings is to loudly announce "Welcome Everyone! Let's get started." Then proceed as if you already had their attention. Those who are talking will stop if you continue to begin the meeting. If you wait for them to become quiet then you will put a chill on the entire group. Just start the meeting and let the group quiet each other.
4. Don't position anything as "before we start." If you are making housekeeping announcements, you have started. This IS part of the meeting, so get on with it. Also, do not start with a call for open comments or questions. You are the meeting's leader so LEAD! The group is waiting for you to show them direction and guide the discussion.
5. Eliminate distractions early. If a noise can be diminished by closing a door or a glare eliminated by drawing the curtains, do so right away. People won't hear your ideas if they are distracted by visuals or sounds or temperature problems. If others are talking and won't shut up, ask them politely to continue their discussion outside the room.
6. When introducing someone to address the group, tell them: why this speaker is addressing this group at this time on this topic. Don't just read their resume' and expect people to be impressed. Also, stay in place at the speaker stand until the next speaker takes over. Don't vacate the stage while they are walking forward.
7. When someone is finished addressing the group, thank them and step up to the lecturn or sound the gavel for the next topic. Waiting for them to stop on their own can often lead to long awkward moments and sometimes ruin your meeting. Take the cue that the time has expired and just say, "thank you Ellen, we have run out of time. Let's continue that dialogue offline after the meeting." Audiences despise meeting chairs who don't have the courage to do what is right. Instead of being courteous to the presenter try being more courteous to the entire audience when someone runs over time.
8. Don't try to cover every topic regardless of time frame. As the meeting unfolds, judge the best use of the remaining time and cover the important items during the meeting, leaving lesser topics for later. If your meetings are always overtime, either schedule longer meetings or learn to run meetings efficiently.
9. Lighten Up! Have fun in the meeting. Don't sacrifice progress for fun, but enjoy the process. If a senior or valued attendee comes into the room during the meeting, pause and welcome them. Keep it real, don't pretend that people don't notice.
10. Respect each other's time and topic. Keep the meeting on issue and allow each person their moment in the spotlight. Hear them out, keep them timely, and then move on. Most meetings run astray over mixing too many topics into one discussion. Print your agenda and hold people to it.
11. Let people know how it went. Send a summary or recap to the attendees. Remind them of decisions that were taken, commitments made, goals agreed to and other outcomes. Document the effect of the meeting so all can see what they achieved.
Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
One of the universal attitudes in society today is that
most meetings are a waste of time and
there is no such thing as "a good meeting."
It doesn't have to be that way. After all a "meeting" is
simply a gathering with others for a specific purpose,
kind of like a ball game or a party but with more
interaction and less physical.
1. Start and end ON TIME! It is not polite to wait for everyone to arrive before starting, in fact that is impolite. It disrespects the courtesy that others have shown by arriving on time. Kill the concept of being "fashionably late" and get people used to having 2 oclock meetings actually begin at, or very near, 2 oclock. And when the end time has arrived, even if the meeting didn't achieve its goals, offer people the opportunity to adjourn as they expected to, then reconvene when practical. Meetings that run overtime are evidence that the leader isn't skilled at running meetings.
2. Stay ON TOPIC! A meeting should have a purpose or it shouldn't be held. Let people know why you are meeting and what you hope to achieve. They will help you achieve it if they know what it is and why it matters. During the meeting politely acknowledge any off-topic comments and defer them to a separate meeting or time. Other items may be important but this meeting needs to achieve its own purpose first.
3. Start with an attention getter. You don't have to fire a cannon to get started but you do have to break the attention barrier appropriately. A good starter for most meetings is to loudly announce "Welcome Everyone! Let's get started." Then proceed as if you already had their attention. Those who are talking will stop if you continue to begin the meeting. If you wait for them to become quiet then you will put a chill on the entire group. Just start the meeting and let the group quiet each other.
4. Don't position anything as "before we start." If you are making housekeeping announcements, you have started. This IS part of the meeting, so get on with it. Also, do not start with a call for open comments or questions. You are the meeting's leader so LEAD! The group is waiting for you to show them direction and guide the discussion.
5. Eliminate distractions early. If a noise can be diminished by closing a door or a glare eliminated by drawing the curtains, do so right away. People won't hear your ideas if they are distracted by visuals or sounds or temperature problems. If others are talking and won't shut up, ask them politely to continue their discussion outside the room.
6. When introducing someone to address the group, tell them: why this speaker is addressing this group at this time on this topic. Don't just read their resume' and expect people to be impressed. Also, stay in place at the speaker stand until the next speaker takes over. Don't vacate the stage while they are walking forward.
7. When someone is finished addressing the group, thank them and step up to the lecturn or sound the gavel for the next topic. Waiting for them to stop on their own can often lead to long awkward moments and sometimes ruin your meeting. Take the cue that the time has expired and just say, "thank you Ellen, we have run out of time. Let's continue that dialogue offline after the meeting." Audiences despise meeting chairs who don't have the courage to do what is right. Instead of being courteous to the presenter try being more courteous to the entire audience when someone runs over time.
8. Don't try to cover every topic regardless of time frame. As the meeting unfolds, judge the best use of the remaining time and cover the important items during the meeting, leaving lesser topics for later. If your meetings are always overtime, either schedule longer meetings or learn to run meetings efficiently.
9. Lighten Up! Have fun in the meeting. Don't sacrifice progress for fun, but enjoy the process. If a senior or valued attendee comes into the room during the meeting, pause and welcome them. Keep it real, don't pretend that people don't notice.
10. Respect each other's time and topic. Keep the meeting on issue and allow each person their moment in the spotlight. Hear them out, keep them timely, and then move on. Most meetings run astray over mixing too many topics into one discussion. Print your agenda and hold people to it.
11. Let people know how it went. Send a summary or recap to the attendees. Remind them of decisions that were taken, commitments made, goals agreed to and other outcomes. Document the effect of the meeting so all can see what they achieved.
Copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
Friday, June 16, 2006
101 Leaders Institute announces first Summit
Developing Leadership for Today's Challenges and Tomorrow's Opportunities.
Summit for Non Profit & Charitable Leadership
Scheduled for September 8, 2006 at the beautiful Sherwood Country Club in Thousand Oaks, California. This program is geared primarily to volunteer leaders and citizens, plus those who manage volunteers.
Topics covered will include:
How to grow your influence and increase your ability to achieve results
How to build an influential and committed board of directors
How to increase the net revenues from your events
How to continually grow the support of your community
How to conduct meetings that others will want to attend
How to motivate volunteers
To request an invitation, send information stating your leadership role(s), mailing address and email to: jim@cathcart.com
101 Leaders™
Improving the Quality of Life Along the "LA-Ventura" Corridor
From Calabasas to Ventura, Highway 27 to Highway 33: the world famous Highway 101 winds through a dozen thriving communities. This "LA-Ventura" area, along the inner slopes of the Santa Monica Mountains, has one of the highest quality of life ratings in California and one of the lowest crime rates in the nation.
This area is also blessed with an excellent educational infrastructure and contains universities, colleges and other providers who can develop current leaders and cultivate future ones.
In 2003 speaker and author Jim Cathcart founded The 101 Leaders Institute to identify, encourage, develop and learn from the people in the Corridor who are making a difference through personal leadership.
Concept: Effective leaders are talented at leading themselves as well as leading others. They possess the ability to successfully lead meetings, deliver presentations, communicate persuasively, think strategically, organize effectively, and motivate powerfully. However, personal leadership skills are often lacking in many who hold leadership positions. This endangers organizations and individuals. Education and training are needed as is recognition. By publicly celebrating the highly effective leaders across many disciplines those leaders will be encouraged to make further contributions and others will be inspired to follow their examples, thereby increasing the number of people who are making contributions in their various fields.
Process: By forming an ongoing alliance among the various providers of leadership education and publicly celebrating the joy and rewards of personal leadership more people will be motivated to step forward, access the learning and make personal contributions for the betterment of this region.
Strategy: Focus on the cultivation of personal leadership skills. To differentiate ourselves from other efforts to acknowledge community leaders and teach civic or corporate skills, 101 Leaders will emphasize the development and use of skills that transcend categories; communication, critical thinking, innovation, decision making, public speaking, leading meetings, organizing and managing projects, motivating yourself and others, selling your ideas, and managing resources and revenues. Actual application will be built into the training structures wherever practical. Emphasis will be placed on increasing ability rather than on knowledge alone.
The Summit: A key component of the 101 Leaders Institute is the Annual Leadership Summit. This event will be a combination of meetings, training, celebrations and expositions held at an upscale venue here in the 101 corridor. Inspiring speakers, panels, workshops and demonstrations will be provided for all who wish to cultivate more and better leaders.
Throughout the year 101 Leaders will be acknowledged publicly and privately in a variety of ways.
1. The 101 Leaders Yearbook, a perfect bound magazine-format book that lists the leaders and their profiles. This book will contain a comprehensive listing of all within the corridor who have been acknowledged and honored during the previous year. It will be distributed throughout the corridor. Within this publication will be leadership lessons and profiles of the educational resources in the region.
2. 101 Leadership Training, this series of seminars, workshops, roundtables, speeches and learning resources will be structured by professional trainers and educators to provide specific skill development and inspiration to all who aspire to become future 101 Leaders. Training will be offered throughout the year and will include the resources of Colleges and Universities in the Corridor as well as using the leaders themselves as adjunct faculty.
3. Local Awards events, in each community its local leader recipients will be acknowledged by their friends and neighbors through existing community events. These will be supported and encouraged by 101 Leaders.
4. The 101 Leaders Press Fest, in conjunction with the Leadership Summit a press-junket event will be held to allow all media to have access to the alliance members and leaders. Specialty media as well as general interest publications will be welcomed. The goal is to position this area as a hot-bed of leadership talent and the resources for its development.
5. The Annual 101 Leaders Gala, this awards ceremony will be held in concert with the Leadership Summit beginning in 2007. Honorees, their coworkers, employers, friends, families and interested others will gather to hear world class keynote speakers and to see all the recipients receive their Awards. Honorees will fit the 101 Leaders profile and be acknowledged for personal growth and achievement in a variety of categories.
6. Sponsorships, Advertising, Internships and Special Projects will be offered to allow everyone to benefit from the 101 Leaders initiatives.
7. 101 Leaders.com, this website will become a knowledge base of the people and the things they do to attain 101 status. This Learning Center will be linked to all the resources available to aspiring and existing 101 Leaders. It will also be our digital press office with information on all aspects of the institute and the recipients. Alumni of 101 Leaders will have their own portion of the website for continuing communication and growth. Members of the 101 Leaders Alliance will also have their own website at 101 Leaders.org for continuing communication and coordination.
101 Leaders™ - Improving the Quality of Life Along the 101 Corridor
Jim Cathcart, Chairman & Founder
101 Leaders Institute
Executive Office
2324 Crombie Court
Lake Sherwood, CA 91361
Phone: 805-777-3477
Fax: 805-371-9887
Website:http://www.cathcart.com
Email: jim@cathcart.com
© Copyright 2006 Cathcart Institute, Inc. All Rights Reserved.
Tuesday, March 21, 2006
For Speakers and Coaches
As I travel from city to city speaking to various audiences I am often approached after my speeches by people from the audience who are interested in learning how to enter the speaking or coaching business. For the dedicated individual either profession, or both, can be very rewarding.
There is quite a difference between speaking and coaching. But if you are an expert at what you do you can share your expertise either to the masses as a speaker or individually as a coach. The corporate world has hired speakers who are expert in their respective fields to educate numerous employees at a time in a seminar environment. It is a multibillion dollar industry.
During the past two decades coaching has become a modern method of specialized training and accountability on a one to one basis. Both corporations and individuals have found that gleaning from an expert eliminates years worth of errors and thousands of dollars worth of wasted expense. Although it is more economical to hire an expert to train many employees at a time there are companies that have budgets for coaches to work directly with key employees.
Speakers and coaches have enjoyed the varying satisfactions that each profession provides. There is a certain satisfaction one gets from delivering a dynamic speech from the platform while there is an entirely different satisfaction from working with individuals one to one, helping them personally achieve their goals.
If you want to learn about the speaking profession from top to bottom and get specific guidance as to how to build your own highly profitable speaker's practice, then check out the knowledge base I created with Bill Brooks and Tom Antion. It is called The Professional Speaker System and it has, on CDs and DVDs, the most comprehensive information about making it in this business that can be found anywhere. The website is: http://www.professionalspeaker.com
For serious emerging speakers I would recommend a speakers coach, Patricia Fripp from San Francisco. She can help a speaker shave months or years off of the pitfalls of going it alone. Her website is http://fripp.com/speakingschool.html
For those that would desire to enter the coaching business, I would recommend Excellence Quest, out of Las Vegas. They are experts in training sales people on how to become professional sales coaches. The Sales Coaching opportunity is explained in detail at http://www.becomeasalescoach.com/index_files/Tour036JC.htm.
Whether it’s speaking or coaching you can find a very rewarding future in the professional world.
There is quite a difference between speaking and coaching. But if you are an expert at what you do you can share your expertise either to the masses as a speaker or individually as a coach. The corporate world has hired speakers who are expert in their respective fields to educate numerous employees at a time in a seminar environment. It is a multibillion dollar industry.
During the past two decades coaching has become a modern method of specialized training and accountability on a one to one basis. Both corporations and individuals have found that gleaning from an expert eliminates years worth of errors and thousands of dollars worth of wasted expense. Although it is more economical to hire an expert to train many employees at a time there are companies that have budgets for coaches to work directly with key employees.
Speakers and coaches have enjoyed the varying satisfactions that each profession provides. There is a certain satisfaction one gets from delivering a dynamic speech from the platform while there is an entirely different satisfaction from working with individuals one to one, helping them personally achieve their goals.
If you want to learn about the speaking profession from top to bottom and get specific guidance as to how to build your own highly profitable speaker's practice, then check out the knowledge base I created with Bill Brooks and Tom Antion. It is called The Professional Speaker System and it has, on CDs and DVDs, the most comprehensive information about making it in this business that can be found anywhere. The website is: http://www.professionalspeaker.com
For serious emerging speakers I would recommend a speakers coach, Patricia Fripp from San Francisco. She can help a speaker shave months or years off of the pitfalls of going it alone. Her website is http://fripp.com/speakingschool.html
For those that would desire to enter the coaching business, I would recommend Excellence Quest, out of Las Vegas. They are experts in training sales people on how to become professional sales coaches. The Sales Coaching opportunity is explained in detail at http://www.becomeasalescoach.com/index_files/Tour036JC.htm.
Whether it’s speaking or coaching you can find a very rewarding future in the professional world.
Monday, March 20, 2006
Younger Next Year
I recently read the book "younger next year" by Crowley & Lodge. It is a winner. There's a men's and a women's version. The basic premise is that once you reach age 50, you have a new job - exercising vigorously every day for the rest of your life.
Works for me! I started following their advice of at least 45 minutes of intense exercise at least six days a week, and I've removed 23 pounds of weight, 8% body fat and I'm feeling and looking as good as I ever did, at least for a guy in his late fifties.
Seriously, when I decided to take their advice literally and created the new habit of working out daily for almost an hour, I got into better shape than I was in when I was an avid jogger in my thirties. Everywhere I go people comment on how good I look (compared, no doubt, to how I looked last year.)
Anyway, I recommend that you read the book no matter how old you are. It is profound and also a fun book to read. They go into specific detail as to how your body functions and you will understand things about health and fitness that you may have never heard before. Plus you'll have some good laughs. If you'd like to never have to "diet" again, then read and follow their advice.
You can become "younger" and stay that way well into your nineties and beyond.
BTW, take up hiking too.
I've been part of a local hiking group here in California for a few years now. Every Wednesday and Sunday we meet at 7am for a 3.5 mile hike to the top of one of the local mountains. About 8 to 16 of us show up on a typical day. The seven mile round trip takes us just under two hours.
We do what might be called "Speed Hiking". We have a hiking pole in each hand, set our watches at the trail head and hike non-stop (not even pausing) to the mountain top. Each of us goes for a personal best time, and of course, we compete with whoever is nearest us on the hike. It is great fun, enormously strenuous, and it uses virtually every tendon and muscle in your body.
Want great legs? Take up hiking. Want to improve your balance, again go hiking. The uneven surfaces, the up and down hills, the beauty and fresh air, all make for a great exercise. Don't stop for the views until your return trip. Buy some good poles and shoes, dress appropriately for the weather and find some friends to hike with.
See you on the trails.
Jim
PS Please read my "state of the union" blog if you haven't already.
Works for me! I started following their advice of at least 45 minutes of intense exercise at least six days a week, and I've removed 23 pounds of weight, 8% body fat and I'm feeling and looking as good as I ever did, at least for a guy in his late fifties.
Seriously, when I decided to take their advice literally and created the new habit of working out daily for almost an hour, I got into better shape than I was in when I was an avid jogger in my thirties. Everywhere I go people comment on how good I look (compared, no doubt, to how I looked last year.)
Anyway, I recommend that you read the book no matter how old you are. It is profound and also a fun book to read. They go into specific detail as to how your body functions and you will understand things about health and fitness that you may have never heard before. Plus you'll have some good laughs. If you'd like to never have to "diet" again, then read and follow their advice.
You can become "younger" and stay that way well into your nineties and beyond.
BTW, take up hiking too.
I've been part of a local hiking group here in California for a few years now. Every Wednesday and Sunday we meet at 7am for a 3.5 mile hike to the top of one of the local mountains. About 8 to 16 of us show up on a typical day. The seven mile round trip takes us just under two hours.
We do what might be called "Speed Hiking". We have a hiking pole in each hand, set our watches at the trail head and hike non-stop (not even pausing) to the mountain top. Each of us goes for a personal best time, and of course, we compete with whoever is nearest us on the hike. It is great fun, enormously strenuous, and it uses virtually every tendon and muscle in your body.
Want great legs? Take up hiking. Want to improve your balance, again go hiking. The uneven surfaces, the up and down hills, the beauty and fresh air, all make for a great exercise. Don't stop for the views until your return trip. Buy some good poles and shoes, dress appropriately for the weather and find some friends to hike with.
See you on the trails.
Jim
PS Please read my "state of the union" blog if you haven't already.
Tuesday, January 31, 2006
State of the Union - my version
If I had been given the opportunity to deliver the State of the Union address tonight, I'd have opened it differently. After acknowledging the passing of Coretta Scott King, I'd have said something like the following.
"Dr. King inspired us all with his vision in the speech titled "I have a dream." Well I too have a dream. I dream of a place where people don't have to fear that someone else is plotting to kill them. A country where people don't feel the need to stockpile defensive weapons at home or to buy security services to protect their home and business. A place where locksmiths have to find new sources of revenue. Where people know and trust their neighbors and look out for each other.
I see a country where everyone demands to be held accountable for what they do or don't do. Where they expect to earn their own way and for others to do likewise. Where compassion is shown to all who are in need and the goal of helping is to return them to self-sufficiency, not to sustain their dependency."
"I see a place where anyone can aspire to any position or goal that benefits mankind. Where opportunity is earned through hard work, smart planning, deserving the trust of others, and listening to the needs and interests of those you would serve. Where public service is honored and decisive action is praised and valued.
Where education in universal values, character building, interpersonal skills, money management, self improvement, physical fitness and good decision making are part of the primary curriculum in public schools.
Where courage is a primary virtue that is cultivated and encouraged. Where divisiveness is publicly repudiated and those who are mean-spirited and selfish become social outcasts. Where the demeaning of others is always met with rejection. Where power is gained through providing value to others in benevolent and ethical ways. Where everyone is expected to become educated despite any limitations to public programs or funding."
I see a country, and for that matter a world, in which life is valued and protected. Where nobody anywhere finds happiness in killing. This world contains conflict and disagreement, of course, but it is dealt with through robust debate and competition rather than deceit and terror. A world where innocents are safe, all the time. Where even those who choose to fight will direct their agression only toward their immediate opponents.
I see a world where we are not cultivating a next generation of evil doers. Where poverty and oppression are immediately and decisively addressed. Where disease and ignorance are the common enemies of everyone. Where no child has to grow up in fear and pain, therefore later seeking retribution.
A place where everyone is allowed to believe in God in their own way and nobody feels the need to control anyone else. A place where goodness is celebrated worldwide and the hard work of achievement is as revered as the fruits it produces.
In short, I see a world and a country that a benevolent God would proudly call home.
We know how to create and sustain such a world. Now let's enlist all the people of the world in the process of doing it.
By the way, it has to begin with you and me. I'm in, are you?
"Dr. King inspired us all with his vision in the speech titled "I have a dream." Well I too have a dream. I dream of a place where people don't have to fear that someone else is plotting to kill them. A country where people don't feel the need to stockpile defensive weapons at home or to buy security services to protect their home and business. A place where locksmiths have to find new sources of revenue. Where people know and trust their neighbors and look out for each other.
I see a country where everyone demands to be held accountable for what they do or don't do. Where they expect to earn their own way and for others to do likewise. Where compassion is shown to all who are in need and the goal of helping is to return them to self-sufficiency, not to sustain their dependency."
"I see a place where anyone can aspire to any position or goal that benefits mankind. Where opportunity is earned through hard work, smart planning, deserving the trust of others, and listening to the needs and interests of those you would serve. Where public service is honored and decisive action is praised and valued.
Where education in universal values, character building, interpersonal skills, money management, self improvement, physical fitness and good decision making are part of the primary curriculum in public schools.
Where courage is a primary virtue that is cultivated and encouraged. Where divisiveness is publicly repudiated and those who are mean-spirited and selfish become social outcasts. Where the demeaning of others is always met with rejection. Where power is gained through providing value to others in benevolent and ethical ways. Where everyone is expected to become educated despite any limitations to public programs or funding."
I see a country, and for that matter a world, in which life is valued and protected. Where nobody anywhere finds happiness in killing. This world contains conflict and disagreement, of course, but it is dealt with through robust debate and competition rather than deceit and terror. A world where innocents are safe, all the time. Where even those who choose to fight will direct their agression only toward their immediate opponents.
I see a world where we are not cultivating a next generation of evil doers. Where poverty and oppression are immediately and decisively addressed. Where disease and ignorance are the common enemies of everyone. Where no child has to grow up in fear and pain, therefore later seeking retribution.
A place where everyone is allowed to believe in God in their own way and nobody feels the need to control anyone else. A place where goodness is celebrated worldwide and the hard work of achievement is as revered as the fruits it produces.
In short, I see a world and a country that a benevolent God would proudly call home.
We know how to create and sustain such a world. Now let's enlist all the people of the world in the process of doing it.
By the way, it has to begin with you and me. I'm in, are you?
Thursday, January 05, 2006
Leading In Fast Time: Real Results in Real Time
The LIFT® Institute: Real Results In Real Time
Jim Cathcart, one of the nation’s preeminent authorities on leadership effectiveness, and Leland Russell, a recognized innovator in fast-cycle strategic action, today announced the formation of The LIFT® Institute. The Institute has a singular focus: helping leaders achieve real results in real time.
Based on their extensive research and hands-on experience in working with hundreds of leaders in large and mid-size organizations, Cathcart and Russell have concluded that execution is the number one challenge facing leaders today. “Getting things done is the greatest concern in every organization. Unfortunately, this is where most organizations fall short,” says Cathcart.
Russell explains, “Many leaders are frustrated with the lack of results their organi¬zations deliver. They tell us that their problem is not clarity about what to do, but rather how to make it happen. They desperately want to improve execution speed and effectiveness, but they often don't know where to start.”
“Everyone seems to be studying ‘leadership’ and the subject certainly has no shortage of accumulated knowledge,” adds Cathcart. “Yet, when you review the available literature, you find that the leader’s role in driving results is generally not addressed. There is a knowledge gap. That’s why we are founding The LIFT® Institute—to help leaders meet their execution challenges with a proven path to success.
The LIFT® proven path was first introduced in the highly-acclaimed book, Winning In FastTime, which translated lessons learned from one of the most successful campaigns in military history—the Desert Storm air campaign—to the fast-changing world of 21st century business.
The execution approach described in this book has been enthusiastically endorsed by top executives from leading organizations, including McDonald’s, Texas Instruments and Motorola, as well as best-selling authors, such as Alvin Toffler and Marshall Goldsmith, and even senior military leaders, including General Norman Schwarzkopf and General Mike Dugan, former Chief of Staff of the U.S. Air Force.
Over the past five years, leaders of large cap, mid-cap, and startup companies in high-tech, finance, health care, and many other industries have successfully applied the lessons of Winning In FastTime to meet a wide variety of execution challenges. As a result, a comprehensive base of Best Practices for leading fast-cycle execution (“Leading In FastTime”) has emerged. This knowledge base is now available through The LIFT® Institute’s presentations and executive development programs.
Some of examples of the LIFT® Best Practices knowledge base include:
• Collective IQ – How to tap a diverse group’s experience and insight to improve plans and build commitment for fast, aligned execution.
• Good Enough Plans – How to create and adjust ‘good enough’ plans in real-time with the recognition that no plan survives its contact with reality.
• High-Velocity, Parallel Actions – How to orchestrate a critical mass of the right actions quickly and concurrently for maximum systemic impact.
• Collaborating Online – How to ensure better cross-functional alignment and decision-making with fewer time-consuming face-to-face meetings.
• Real Time Accountability – How to measure and report actions and results so that everyone constantly knows where everything stands.
• After Action Reviews – How to drive results-oriented learning during execution to improve organizational and personal performance.
Cathcart and Russell believe that every leader at every level needs to master the art of execution because “execution is the only thing that produces results. And, in the final analysis, results are the only thing that really counts.”
The LIFT® Proven Path for Rapid Results is a major source of their enthusiasm. “We all know about the time-value of money,” says Russell. “It’s almost always worth more now than later. So what about the time-value of results? What are the benefits of better, faster results? The benefits can be enormous.”
Cathcart also points to the personal value: “Results are the ultimate measure of a leader’s effectiveness. Leaders who are not getting real results in real time should consider exploring what we have to offer at The LIFT® Institute. You may be capable of much more than you are currently achieving. Let’s see how much better you could be.”
__________________________________________
*For more information contact: jim@cathcart.com 1-805-777-3477
**JIM CATHCART is one of the nation’s leading professional speakers and a best selling
author of thirteen books, including The Acorn Principle and Relationship Selling.
www.cathcart.com
***LELAND RUSSELL is a recognized innovator in large-scale change, online collaboration and fast-cycle strategy execution and co-author of Winning in FastTime.
www.geogroup.com
Jim Cathcart, one of the nation’s preeminent authorities on leadership effectiveness, and Leland Russell, a recognized innovator in fast-cycle strategic action, today announced the formation of The LIFT® Institute. The Institute has a singular focus: helping leaders achieve real results in real time.
Based on their extensive research and hands-on experience in working with hundreds of leaders in large and mid-size organizations, Cathcart and Russell have concluded that execution is the number one challenge facing leaders today. “Getting things done is the greatest concern in every organization. Unfortunately, this is where most organizations fall short,” says Cathcart.
Russell explains, “Many leaders are frustrated with the lack of results their organi¬zations deliver. They tell us that their problem is not clarity about what to do, but rather how to make it happen. They desperately want to improve execution speed and effectiveness, but they often don't know where to start.”
“Everyone seems to be studying ‘leadership’ and the subject certainly has no shortage of accumulated knowledge,” adds Cathcart. “Yet, when you review the available literature, you find that the leader’s role in driving results is generally not addressed. There is a knowledge gap. That’s why we are founding The LIFT® Institute—to help leaders meet their execution challenges with a proven path to success.
The LIFT® proven path was first introduced in the highly-acclaimed book, Winning In FastTime, which translated lessons learned from one of the most successful campaigns in military history—the Desert Storm air campaign—to the fast-changing world of 21st century business.
The execution approach described in this book has been enthusiastically endorsed by top executives from leading organizations, including McDonald’s, Texas Instruments and Motorola, as well as best-selling authors, such as Alvin Toffler and Marshall Goldsmith, and even senior military leaders, including General Norman Schwarzkopf and General Mike Dugan, former Chief of Staff of the U.S. Air Force.
Over the past five years, leaders of large cap, mid-cap, and startup companies in high-tech, finance, health care, and many other industries have successfully applied the lessons of Winning In FastTime to meet a wide variety of execution challenges. As a result, a comprehensive base of Best Practices for leading fast-cycle execution (“Leading In FastTime”) has emerged. This knowledge base is now available through The LIFT® Institute’s presentations and executive development programs.
Some of examples of the LIFT® Best Practices knowledge base include:
• Collective IQ – How to tap a diverse group’s experience and insight to improve plans and build commitment for fast, aligned execution.
• Good Enough Plans – How to create and adjust ‘good enough’ plans in real-time with the recognition that no plan survives its contact with reality.
• High-Velocity, Parallel Actions – How to orchestrate a critical mass of the right actions quickly and concurrently for maximum systemic impact.
• Collaborating Online – How to ensure better cross-functional alignment and decision-making with fewer time-consuming face-to-face meetings.
• Real Time Accountability – How to measure and report actions and results so that everyone constantly knows where everything stands.
• After Action Reviews – How to drive results-oriented learning during execution to improve organizational and personal performance.
Cathcart and Russell believe that every leader at every level needs to master the art of execution because “execution is the only thing that produces results. And, in the final analysis, results are the only thing that really counts.”
The LIFT® Proven Path for Rapid Results is a major source of their enthusiasm. “We all know about the time-value of money,” says Russell. “It’s almost always worth more now than later. So what about the time-value of results? What are the benefits of better, faster results? The benefits can be enormous.”
Cathcart also points to the personal value: “Results are the ultimate measure of a leader’s effectiveness. Leaders who are not getting real results in real time should consider exploring what we have to offer at The LIFT® Institute. You may be capable of much more than you are currently achieving. Let’s see how much better you could be.”
__________________________________________
*For more information contact: jim@cathcart.com 1-805-777-3477
**JIM CATHCART is one of the nation’s leading professional speakers and a best selling
author of thirteen books, including The Acorn Principle and Relationship Selling.
www.cathcart.com
***LELAND RUSSELL is a recognized innovator in large-scale change, online collaboration and fast-cycle strategy execution and co-author of Winning in FastTime.
www.geogroup.com
Wednesday, January 04, 2006
A Comforting Thought for Boomers Approaching 60 (like me)
Here’s a comforting thought.
Turning 60 or 50 or 40 or 97 1/2...
In looking back on your life, take stock of all you have been able to achieve. When you add it up, there is a lot to be proud of.
Notice the obstacles you overcame and the goals you reached. Forget the ones you missed, just look at how much you have done!
Now, consider that all of that was done without any of the knowledge, skills, wisdom and experience that you possess today.
You were a newbie, just starting out in life and you had to find the way to get to the top of whatever you were climbing.
Sure you had more energy and maybe more drive to prove yourself, but you weren’t yet capable of pulling it off. You had to learn as you grew. And growth should continue as long as life does.
Now you are entering your Masters Category. You have wisdom, experience, perspective, connections, patience and resources that you never had before. What you can do starting from here is awesome compared to what you used to be ready for.
Stop to think about what matters to you. What lights your fires and what ticks you off? Think about what you would change in the world, if you could. Well, maybe you can!
Spend some serious time thinking about your dreams, concerns, values and interests. Now go and structure the next phase of your life around these things and bring all of your substantial resources to bear.
You are amazingly capable. So go and do some good, have some fun and enjoy the journey.
In the Spirit of Growth,
Jim Cathcart
Turning 60 or 50 or 40 or 97 1/2...
In looking back on your life, take stock of all you have been able to achieve. When you add it up, there is a lot to be proud of.
Notice the obstacles you overcame and the goals you reached. Forget the ones you missed, just look at how much you have done!
Now, consider that all of that was done without any of the knowledge, skills, wisdom and experience that you possess today.
You were a newbie, just starting out in life and you had to find the way to get to the top of whatever you were climbing.
Sure you had more energy and maybe more drive to prove yourself, but you weren’t yet capable of pulling it off. You had to learn as you grew. And growth should continue as long as life does.
Now you are entering your Masters Category. You have wisdom, experience, perspective, connections, patience and resources that you never had before. What you can do starting from here is awesome compared to what you used to be ready for.
Stop to think about what matters to you. What lights your fires and what ticks you off? Think about what you would change in the world, if you could. Well, maybe you can!
Spend some serious time thinking about your dreams, concerns, values and interests. Now go and structure the next phase of your life around these things and bring all of your substantial resources to bear.
You are amazingly capable. So go and do some good, have some fun and enjoy the journey.
In the Spirit of Growth,
Jim Cathcart
Happy and Prosperous 2006
Here is a link to one of my recent articles for the new year.
Its title is
http://www.cathcart.com/art_grow_business.html
(Cut and paste this link into your browser if the link isn't active on this page.)
Another article you might like is on my personal website, its title is
Here is the link: http://www.cathcart.com/art_expand_life.html
Have a great year. Let me know if I can be a resource to you this year.
Jim
Its title is
15 Ways To Grow Your Business This Year.
http://www.cathcart.com/art_grow_business.html
(Cut and paste this link into your browser if the link isn't active on this page.)
Another article you might like is on my personal website, its title is
11 Ways To Expand Your Life This Year.
Here is the link: http://www.cathcart.com/art_expand_life.html
Have a great year. Let me know if I can be a resource to you this year.
Jim
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