Executive Presentation Coach Kathy McAfee: Five Keys to Opening a Presentation with Impact

stop-global-boring-coverThe opening and closing minutes of your presentation are your greatest opportunities to create an impact for the audience.

“These minutes can make or break your outcome,” advises Kathy McAfee, author of the new book “Stop Global Boring: How to Create Engaging Presentations that Motivate Audiences to Action” (Indie Books International, 2016).

McAfee is a professional speaker, executive presentation coach, and the owner of Kmc Brand Innovation, LLC, which helps executives and business professionals improve presentation and networking skills.

“You must grab the audience immediately with your opening and, when you leave them, change the audience in some way,” says McAfee. “Your opening and closing remarks are so important to your outcome that it is critical you spend time crafting them.”

Here are her five keys to ensure your opening and closing are as powerful as they can be:

  1. Avoid palaver or idle chatter. Resist the temptation to waste precious minutes of your opening with a general greeting such as, “Good morning, everyone. I hope you all slept well and you are as excited as I am to be here for this meeting.” While civil and polite, such an opening is boring, seen as meaningless chatter, and a waste of your time and theirs. They know it is morning. It’s up to you to make it a good one. I advise my clients to know the first words they’ll say. The first sounds out of your mouth should not be “Umm” or “So” or “Thanks for that great introduction.”
  2. Move the good stuff up front. In reality, you have little time to capture and hold your audience’s attention. Don’t bore them with logistics or the agenda. Don’t save the most important information for slide fifty-eight in your PowerPoint deck. Figure out what is mission-critical and put that information at the beginning. By doing so, you won’t risk that it might get lost and never heard. Opening with the word “Imagine…” is a powerful way to begin a presentation because it triggers the visual senses of your audience. Try it.
  3. Begin and end without PowerPoint slides. Even if you are using some slides during your presentation, you should always start and end “naked.” That is, it’s just you and the audience. You don’t need a title slide to open your presentation. You are the title slide. You are the closing slide. Your live presence in the room is all they need to see, hear, feel, and experience. Take center stage and fill the room with your energy, ideas, and passion. Develop a short and compelling speaker introduction. Hand this to the person who will introduce you and let them position you for success.
  4. Avoid the weak wind-down. The close is the second most important section in your presentation. Because it’s at the end, many presenters forget to think about how they’re going to close their presentation. They simply let it happen by running out of time or asking a throwaway question such as, “Are there any questions?” Don’t let your presentation close by itself. End solidly and with purposeful intent. Demonstrate one more time that you are an expert in your field and clearly in charge of your presentation.
  5. Your energy will make the difference. There is no substitute for genuine enthusiasm and belief in your topic. The energy you bring through your voice, your movement, your passion, and your creativity will go a long way toward creating a more powerful, lasting impact for your audience. You control the volume of that energy by choosing the intensity level based on the response you want and your preferred presentation style.

“I also recommend that you commit your opening and closing remarks to memory,” says McAfee. “Never wing it. Practice your opening and closing remarks over and over. Starting and ending strong will enhance your presentation performance.”

About Kathy McAfee

Known as America’s Marketing Motivator, Kathy McAfee is a professional speaker, executive presentation coach and trainer, author of two books: Stop Global Boring (2016) and Networking Ahead for Business, and an award-winning blogger, having won a gold medal for Best Blog 2014 by the Women’s World Awards.

Leadership Coach Sheila Webb Pierson: 6 Ways to Live Your Legacy

From the classroom to the boardroom to the civic hall, Sheila Webb Pierson’s message is clear and simple: live toward your legacy.

Coveralls & Tell-Alls cover - hi res“A legacy encompasses the passions of our lives,” says Pierson, author of a humorous new book:  “Coveralls & Tell-Alls: Everything You Need to Know About Leadership I Learned on the Farm” (Indie Books International, 2016).

“Too many people leave legacy to chance,” says Pierson.  “Don’t be that person.”

As a professional speaker, Pierson uses her Southern charm to entertain while mastering the art of storytelling to reach audiences and individuals. Pierson grew up in northwest Arkansas and holds a Bachelor of Science degree in Agriculture Business and a Master of Science degree in Agriculture Economics from “the great hog nation, aka the University of Arkansas.”

In addition to working as a coach for executives, Pierson and her family are currently the fourth generation of family farmers to operate an Angus cow calf farm.

Here are six ways Pierson advises leaders on how to live their legacy:

  1. Be Proud of Where You Come From. This is where your story begins.  It begins with the past.  Think of your stompin’ grounds and what great experiences you had.  Or the not so great. Start your story with those priceless moments.
  2. Admit Your Mistakes. We have likely made people so mad at us they wanted to jerk a knot in our tail.  One of the hardest things to ever do, yet the easiest way to connect with others, is admitting your mistakes.  Mistakes give us wisdom and a certain amount of prestige.  Connecting with others through the stories of mistakes is not only effective, but also therapeutic.
  3. Communicate. People can get just plain tore up about misunderstandings.  Who owns that misunderstanding?  You do.  Find ways to convey what you need to and check their understanding before disaster strikes.
  4. Laugh at Yourself. Oh my lawd.  Laughing burns calories, laughing makes you happy and goodness does learning to laugh at yourself improve your life.  Not only will you live longer, but your connector skills will be heightened as you develop the stories that make you famous or infamous.
  5. Serve Others. Serving others never goes out of style and is always good manners.  We know that servant leadership is important, yet we still seem to struggle with the behaviors to support that thought.  Why?  Step back and re-evaluate the actions that support your words.  What are the little things you have done and what were your motivations?
  6. Live with Purpose and Passion. At the end of the day, what is your legacy?  What will people celebrate when they think of you?  Legacies don’t happen on their own.

Pierson has a passion for helping coworkers and friends succeed. She has a fifteen-year accomplished track record of coaching for success, as well as inspiring others to lead teams through chaos into achieving remarkable results.

Business Management Expert Paul Ratoff: 5 Ways to Find a Meaningful Company Purpose

To ensure an organization’s long-term success, pursuing purposeful behavior is the best practice business leaders can follow for thriving in today’s stakeholder-driven world.

Thriving in a Stakeholder World“Purposeful behavior means taking actions that are consistent with a purpose that is meaningful and important to all the organization’s stakeholders,” says Paul Ratoff, author of the new book Thriving in a Stakeholder World: Purpose as the New Competitive Advantage (Indie Books International, 2016).  Ratoff defines stakeholders in a much broader context; meaning all individuals or groups of individuals who impact or are impacted by the organization.

Ratoff has been a successful business consultant in Southern California for the past 35 years, assisting a wide range of middle-market companies plan and manage their growth and success. He is a Certified Management Consultant, Strategic Management Professional and president of Strategy Development Group.

His book demonstrates to business leaders how applying purposeful behavior as a management style can be an effective way to optimize stakeholder value and provide a competitive advantage in their markets.

At the foundation of this approach is having business leaders discover their organization’s true Purpose or Mission. To do that Ratoff recommends five practices:

1. Ask Why? Challenge yourself by continually asking the simple question, “Why is this meaningful and important to me?” until you are inspired. Start with the reason you wanted to go into business in the first place and then ask the “why” question. Keep asking that question until you come to an answer which you find inspiring or moving in some way. Look for a problem your business solved for people.

2. Ask What Really Inspires You. You can also look for actions you would like to take on in your life that inspire you. Something you are doing or might want to do outside of business, if only you had the time or money. Maybe there is a hobby you would love to take on, or a charity you are supporting, or a cause that is important to you. Then, consider how your business might serve as a vehicle to pursue that interest.

3. Think Beyond Business Model. Do not limit yourself to the things your organization does to make money. Purpose and business model are very different. Think of your products and services as byproducts of your organization’s purpose. For example, a company could be committed to creating leaders in the world but it trains and develops its leaders inside of a vertical retail-store/e-commerce business model.

4. Expand on Your Product’s Value. By the same token, the product or service could also be the source of your passion. If that is true, you can use the “why” question to better understand the passion behind it. The value you bring to your customers can be defined as having three levels: There is the physical level of the product or service that is often defined by its specifications and characteristics. There is also the emotional level that is defined by how it affects one personally— for example, how it feels or tastes or comforts. Then there is the conceptual level, which has more to do with how it will impact the world—for example, reduce crime, improve overall health, reduce hunger, etc.

5. Look at Personal Goals. By personal goals, Ratoff is referring to goals that affect you directly: like buying a house, becoming a famous person, etc. Personal goals are very different than purpose. If you consider the time horizon, personal goals are generally achieved in a much shorter time period, say from one to five years. They only need to be inspiring to one person: you. Purpose, on the other hand, would need to have a much longer time horizon, which could extend beyond many generations.

“Purpose needs to be inspiring to many more people, specifically, the organization’s key stakeholders,” says Ratoff. “It is not uncommon for leaders to mistake personal goals as their organization’s purpose. For example, being the largest company in the industry may be a personal goal but it would not likely be an organization’s purpose. It might be a shorter-term goal if it supported the organization’s purpose and business strategy.”

True Teamwork Expert Antarctic Mike: 10 Gifts from the World’s Best Performing Team in the Worst Conditions on Earth

The greatest team in the world is not a group of people on a sports team, a business team or a professional association. In fact, it’s not a team of people at all.

The Penguin Principle - hi res“Actually, to see this team in action, you have to travel very far. They are the emperor penguins who live in Antarctica, the true miracle on ice,” said Antarctic Mike, author of the new book “The Penguin Principle: A Little Story About True Teamwork” ( Indie Books International, 2015).

Perhaps you witnessed these magnificent creatures in the 2005 Academy Award-winning movie, “March of the Penguins.” With narration by Morgan Freeman, the film is a look at the annual journey of emperor penguins as they march—single file—to their traditional breeding ground.

“In my trips to Antarctica I have had the privilege to observe these amazing birds that I call the world’s best performing team in the worst conditions on earth,” said Antarctic Mike.

“But how did it all begin? This book is a little fable with an important message for every organization in the world,” said Antarctic Mike. “These penguins have as much to teach us about being a great team as any group that exists in the world.”

In January 2006, Antarctic Mike became one of nine people to have run a marathon on the Antarctic continent. Eleven months later he returned to Antarctica to become the first American to complete the Antarctica Ultra Marathon, a grueling 100 kilometers (62.1 miles).

Since then Antarctic Mike has completed many other winter marathons in the coldest and harshest climates on earth. His stories have been featured in Sports Illustrated and on CNN, Fox, ABC, CBS, ESPN and many other national and international media outlets.

The book shares ten teamwork gifts any team can receive from the example of the emperor penguins:

1. The gift of meaningful purpose

2. The gift of embracing the unknown

3. The gift of collective commitment

4. The gift of unbreakable trust

5. The gift of serious sacrifice

6. The gift of consistent activity

7. The gift of active listening

8. The gift of creative innovation

9. The gift of a true tribe

10. The gift of lasting legacy

Antarctic Mike has a 20-year background in the recruiting business, where he helped many companies find great employees. Now he spends most of his time helping companies engage and retain great employees through his speeches, workshops and consulting.

Dispute Resolution Expert Patricia McGinnis: Eight Secrets for Changing Pain to Gain

Many people think negatively about conflict and want to avoid it, while others want to exert power and win arguments. But conflict is a natural part of life that should be embraced, according to a new book on the subject.

Change Pain to Gain - hi res“Better and more creative outcomes can be realized by simply considering conflict as the intersection of differences,” says Patricia McGinnis, author of the new book “Change Pain to Gain: The Secrets of Turning Conflict into Opportunity” (Indie Books International, 2015).

McGinnis draws on her personal life and her professional experiences as a mediator and an administrator of a mediation program to show that conflict does not have to be adversarial.

She regularly prepares parents and educators to resolve their conflicts over the education of students in her position as coordinator of the Minnesota Department of Education Special Education Alternative Dispute Resolution Services.

In the book, McGinnis offers eight secrets for resolving disputes:

1. Conflict does not need to be feared. Conflict is a natural part of life and the best approach is to be neutral.

2. Conflict can turn into opportunity. Believe that there are possibilities for harmony and better outcomes when resolving conflict.

3. Burning anger just burns you. Holding onto anger damages a person’s body and spirit, and may prevent a resolution to the conflict.

4. My way or the highway is the wrong way. Always insisting on your own way is not productive.

5. Let your values be your compass. When you act consistently in accordance with your values, people will trust you and will be willing to engage in a conversation to resolve differences.

6. Stop assuming and start asking questions. Never assume the other party will be unwilling to find a solution. Ask carefully worded questions and listen carefully to the answers.

7. Conflict masqueraders could derail you. Not everyone sees the world in the same way, and some differences in people distract them from addressing their conflict.

8. Embrace conflict to find peace. Be willing to have the conversation, create solutions together, and protect relationships.

In addition to being a coach for professionals who facilitate difficult meetings, she has taught Conflict Management for administrators at the university level. She is a qualified neutral for the Minnesota Supreme Court and mediates divorce and post-divorce conflict.

“Change Pain to Gain” includes not only secrets for “Turning Conflict into Opportunity”, but also the necessary tools, tests, and tips for creative conflict resolution. “The tightly organized and clearly designed steps make this book an immensely valuable tool for a couple, a family, a work group, a church or a corporation,” says Deacon Richard Roy from St. Michael Church.

 

Breakthrough Growth Expert Margaret Reynolds: 6 Ways Companies Can Create an Early Warning System With Leading Indicators

Tracking leading indicators can provide an “early warning system” that is invaluable to any business, giving it more time to react and increasing the probability of achieving breakthrough growth.

Reignite cover - hi res“Leading indicators are measures of progress on key variables that determine if the strategy is working,” says Margaret Reynolds, author of the new book “Reignite: How Everyday Companies Spark Next-Stage Growth” (Indie Books International, 2015). “The specific measures reflect the strategic choice made by the organization.”

A measure is a leading indicator if, by achieving the measure, the probability of achieving desired financial outcomes is significantly enhanced.

Sometimes as organizations track leading indicators and they anticipate being off at year end they will produce short-term heroics to supplement strategic results, such as holding a fire sale.

“While this may help in the short run, leading indicators suggest that implementation is not achieving the desired results and either the implementation effort is falling short or the strategy needs to be revisited,” says Reynolds.

Reynolds is the founder and owner of Breakthrough Masters Unlimited, a division of Reynolds Consulting, LLC. Reynolds is a recognized expert at helping middle-market companies identify and implement breakthrough growth opportunities which take them to the next level of performance.

Reynolds began her career at Hallmark Cards, Inc. where she held executive roles of general manager and lead strategic officer, and was known for her natural inquisitiveness and innovative inclinations, never resting with the status quo. She opened her business inKansas City in 2001 and by 2008 had added a second office inNashville.

According to Reynolds’ book, while there are many possible measures to choose from, the goal of leading indicators is to shed light on the strategy and its progress. That suggests the following guidelines:

  1. Indicators are important to the entire organization even if they are influenced mostly by one group within it. They need to be communicated across the entire organization.
  2. The number of measures to be tracked as leading indicators should be small enough as to convey the importance of each of them, make it easy to communicate them broadly and regularly, and to allow them to be memorable. Usually it is recommended that there be no more than 12 in total. That number is only a guideline.
  3. Leading indicators should connect with the basic tenets of the strategy. If the strategy calls for growth through new product development to meet a certain market need, then measuring the percent of revenue from new products is usually a good measure. It takes into account not just the number of new products but the relative success of new products and their importance to overall company performance.
  4. There needs to be some balance between outcome measures (like revenue and profit) with the indicators both inside and outside the four walls of the organization. Internal measures are those that an organization has complete control over. Training, hiring, new product development, or production goals are all internal measures. Whether or not a specific measure is a leading indicator of strategic performance depends on the role it plays in strategy.
  5. For the measures to have meaning they must be tracked and communicated throughout the organization. Ideally, they are tied to the performance management system and reflected in reviews and rewards.
  6. Finally, it is ideal to establish target metrics for multiple years. Most companies naturally plot next year’s target. What I suggest is to add the metric for the target in three to five years. This clarifies the rate of change expected and helps all to know where there will be slight movement and where there will be significant movement, providing another way to clarify the degree of expected change.

Reynolds provides many pragmatic examples and tools in “Reignite” to help executives, managers, and leaders see opportunity and discover the profitable connection between market needs and their organization’s unique capabilities.

Executive Leadership Coach Nadine Haupt: 10 Tough Questions to Assess Your Company’s Leadership Culture

How should a career woman evaluate the culture of a company? How does she know if her persistence will pay off, or if it is time to pack her bags and seek new adventures?

Fall in Love with Monday Morning - hi res“Finding the right organization and culture to thrive in is a personal endeavor,” says Nadine Haupt, author of the new book “Fall in Love with Monday Mornings: The Career Woman’s Guide to Increasing Impact, Influence and Income” (Indie Books International, 2015). “What works for some women may not work for others.”

Since the 1990s Haupt has blazed a successful trail from pit lane to the corporate boardroom—including becoming the first female trackside engineer in IndyCar. Today, as an international professional speaker and leadership coach, she helps individuals accelerate their impact, influence, and income to create success and wealth on their terms.

“You have to be able to fit within the structure and character of a company to perform at your best,” says Haupt. “Find a corporate culture with men that have a strong desire to support and advance women. Culture is driven from the top down. Leadership defines the values, and more importantly, the behaviors of a culture and organization. These values show up significantly in overall decision-making and how to promote from within.”

Haupt advises women to ask themselves these 10 tough questions:

1. How many women serve on the board of directors? How many women are represented in senior leadership (C-suite and senior executive staff)?

2. What is the senior leadership commitment to advance women at all levels of the organization?

3. What networks are available or unavailable to women? What informal networks meet to actively discourage or encourage women?

4. What leadership development plan process for individuals does the organization have? How well are women represented in the process? Are women proportionately represented?

5. What measurement of results to show achievement of more women in higher-level positions does the organization use?

6. What is the perception of fairness amongst all employees—men and women, regardless of position?

7. What evidence is there that the right people are being promoted for the right reasons?

8. How well are senior level men sponsoring women?

9. How open and comfortable do leaders appear discussing the aspirations of women and asking about them?

10. How do women in the organization feel in terms of belonging and being treated equally?

As a woman, advises Haupt, you first have to figure out what you want. Start with perfecting your inner game. Get clear and focused on your own strengths, values, priorities, and goals. Then, evaluate your organization and culture. You always have choices.

“Reach out to others — both men and women — in your organization to truly understand the culture,” says Haupt. “If your career goal is to pursue an executive role, it’s imperative you find the right industry, organization, and culture to support your path. Discuss the expectations—both your own and your organization’s—of the executive role you are pursuing. Do they match your personal values, priorities, talents, and strengths? You are the driver in this race. You make the moves to open new doors of opportunity.”

Haupt’s book is already winning praise.

“Like the race car engines Nadine Haupt designed, her book is a powerhouse resource for women seeking not just winning strategies in male dominated businesses, but fulfilling personal and professional lives,” says W.E.Reilly, a retired senior officer from Elkay Manufacturing Company.

Technology Management Expert Anthony L. Butler: Three Rules for Reducing IT Costs

How to spend the right amount on information technology (IT) while ensuring productivity and minimizing downtime is a mystery for many business leaders today. But IT support costs can be kept in check by following three rules, according to the author of a new book on technology management.

Cracking the IT Code - hi res (1)“Managers often treat the symptoms rather than treating the core issue, which is a need to invest in infrastructure standardization,” says Anthony L. Butler, author of “Cracking the IT Code: Technology Management for Non-Technology Managers” (Indie Books International, 2015). “By spending more on infrastructure, companies can reduce overall costs including downtime and support costs.”

Butler has founded three businesses and is the former CEO of one of the largest IT companies in the United States. He writes and speaks extensively on leadership and technology management.

According to Butler, standardization saves money by saving service time. By removing complexity from the IT environment, it becomes enormously easier to support as a system.

Here are three rules from Butler’s book to help companies reduce IT costs:

Cost Savings Rule 1: Standardize and Manage Lifecycles

By replacing hardware on a schedule you will reduce your overall long term support costs while reducing the risk of extended downtime and loss of productivity. Below is a very general guideline to use to help plan the life cycle.

Hardware Lifetime Rules of Thumb:

  • Desktops: three to four years
  • Laptops: two to three years
  • Servers: three to four years
  • Switches, routers, wireless devices: four to five years

Butler’s book advises companies to focus on are the averages. The outliers are what cause owners to make the mistake of thinking they should wait until failure of everything rather than making deliberate updates. Remember, the older the equipment the more difficult it is to support because of changes in software and security.

 

Cost Savings Rule 2: Manage Your Backups

Over the course of time, the average business generates an enormous amount of information that they need to store, manage, and backup. As the amount of data grows the cost of storage and maintenance of the backups grow with it. In recent years many companies moved from tape backup to online backup providers.

One drawback of cloud backup is the pricing model. Depending on the service, you generally will pay for the amount of storage, the delta change over a given period of time, and recovery time or how long it will take to recover information when needed.

“Careful management of the data you backup can save an enormous amount of money,” says Butler. “With the loosening of IT rules at many companies and the entire Bring Your Own Device (BYOD) revolution, companies are often surprised to find out they are paying to store gigs or even hundreds of gigs of employee’s music and video files that were uploaded on company equipment. Careful management of the actual types of media that are stored and backed up can save businesses thousands of dollars a year.”

The next area of savings in backup management is archiving. The longer a company is in business, the less likely they are to access older files. Many of the more advanced backup services have the ability to move data into an inactive archive and the storage cost is often deeply discounted as “static” data.

 

Cost Savings Rule 3: Who Does the Work Matters

One of the best ways to save money in IT is to change who does the work. Unfortunately, for most companies with fewer than 200 people, a single person cannot usually handle the volume or complexity of the work.

“There is just too much to know and too few hours in the day to handle all of the issues well,” says Butler. “For companies from 15 to 200 seats, more likely than not, the managed IT provider will be more cost effective.”

 

About Anthony L. Butler

To book Anthony L. Butler as a speaker, please contact him at anthony@candoideas.com.

 

How to Grow Your Business with a Book

Why would you want to publish a book that does not lead to more speaking, training, coaching and consulting services?

Seems silly.

But, so many professionals are writing the wrong book. Write the right book in the next 12 months and create a turning point in your career.

 

Indie Books International Chairman, Mark LeBlanc, was interviewed by the great Patricia Fripp regarding marketing your business or practice with a book.  Hear him share exactly how he has continued to get a quantity order of his book, Growing Your Business!, every single week since it was first published 15 years ago.

 

 

 

How to Get Paid for Your Tips

Is there another way to woo and win clients, position yourself as an expert and get paid for it in the process?  Consider the humble self-published tips booklet.

What is a tips booklet?

  • Tips booklets educate a target audience with tips, techniques, or strategies.
  • Tips booklets have simple design, with minimal graphics, photos, and colors.
  • Tips booklets measure 3 ½” x 8 ½” and fit in a standard business envelope.
  • Tips booklets are 16 to 24 pages.
  • Tips booklets typically sell for $1 to $5.

“Tips booklets are an imaginative way to promote your business at low cost and high impact,” says Paulette Ensign, who has been dubbed the “Booklet Queen.”

As founder of San Diego-based Tips Products International, Ensign works with individuals and organizations to help transform their knowledge into tips booklets to use for marketing, motivating, and making money. Personally Ensign has sold almost 1 million copies of her booklet, “110 Ideas for Organizing Your Business Life,” without spending a penny on advertising. She has students who have now surpassed her own sales results.

“How many times have you heard the same sound bites come out of your mouth to your clients, prospects, and audiences, almost boring yourself to tears in the process?” says Ensign. “Imagine generating money directly from those pearls of wisdom that effortlessly trip off your tongue.”

Ensign offers the following 10 steps for getting paid for your tips:

  1. Capture those tidbits of information as soon as they come to mind. Jot them down in a notebook or get them into a Word document. They can be in a raw format, with just enough information to jog your thinking about what you mean. There will be time to refine them later.
  2. Let a couple weeks go by, allowing most of the information to surface in your thoughts. It rarely happens by declaring two hours on a Thursday afternoon to sit at your computer to think of it all.
  3. Refine and organize the tips. Divide them into categories and edit the text. Use a writing style similar to what you are reading here.
  4. Be sure to include your contact details so readers can easily reach you. Add a brief section about your background so people will know your qualifications for presenting the information.
  5. Hire a graphic designer to make the words look good on the page. Your completed product will be a tips booklet measuring about 3 ½ inches by 8 ½ inches when printed. The designer will create their part of the finished product as a PDF file.
  6. Send the PDF file from your graphic designer to a printing company. Do an initial print run of 1,000 copies.
  7. Think about who can benefit from using your booklet to promote their own product, service, or cause. Send them a sample of your booklet and a cover letter describing some of the ways they can increase their sales or further their cause by using your booklet as a promotional tool.
  8. Consider corporations, associations, publications, and any other group that seems appropriate for the topic of your booklet. Reach out to as many of them as you can, on whatever budget of time and money you have available to you.
  9. Realize that every time one of the large-quantity buyers sends out your booklet to promote their own product, service, or cause, they are also marketing your business. Your contact information in the booklet allows the reader to reach you directly.
  10. Enjoy the expansion of your customer base and your checking account. You are now reaching a larger audience than you are likely to do single-handedly, thanks to the large-quantity buyers of your booklet. And you have been paid by your buyers to reach those new people.

“Those sound bites you have been saying for years will now be reaching far beyond your current clients, helping your buyers, their clients, and your own business,” says Ensign.  “It doesn’t get any better than getting paid for your marketing materials.”

What do you think about the tips book idea?