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Mental Toughness Secrets That Attract Success · Inside Strategic Relations

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Yes, you can accomplish most anything in your business if you're willing to follow
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some very simple steps in decision making. Hi, I'm justin Hit with commercial
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electrical profits in side strategic relations at a couple other newsletters, and I do
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these audio programs to address specific questions of my subscribers and clients and actually to
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address situations that kind of irk me throughout the day when I'm working with people.
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One of the things that I saw today is that I was on a
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meeting and I'll facilitate this particular meeting for I don't know, maybe fifteen twenty
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people, and the objective is is to just see how everything's going, get
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focused on this particular project. And this is one of my larger clients.
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And I was asked to communicate when a certain file is updated and this file
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identified the scope of work to be completed. Now, this is similar to
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asking someone to maybe send an update when you post something new to a calendar.
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And I'm thinking, well, I'm just going to be blunt. These
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are grown adults, and if a certain file is updated every thirty days,
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and they regularly use this file in order to make a decision that if it
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was not updated when they opened the file, then it had not been updated
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yet, and that would be a cause for action. So, like a
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management by exception, I opened the file, it wasn't up to date.
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Therefore I take action. They don't necessarily need a communications. So are they
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sitting around waiting for someone to tell them the file got updated. They're supposed
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to be regularly using this file. And I know I could ran on about
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this for a little bit, but here's the point. Here is the success
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factor that you need to know, not only to implement the insights that we
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share with you in this newsletter, not only to get more from your business,
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not just profits. It's not all about money. You can have a
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big ass pile of money and still not be happy. You can have a
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tiny pile of money and still not be happy. You might be happier with
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the big pile, but you not necessarily guaranteed. But you will be happy
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if you're able to have the lifestyle that have the friends have, the opportunities,
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have the freedoms, personal freedoms and liberty freedoms that come with a certain
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perspective. What is that perspective. Well, first, that perspective is an
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internal locus of control. Now. I know, locus of control sounds all
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fun, fancy and stuff, but locus of control is is what you believe
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you have control over, or what you believe controls the world around you.
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So an external focus, a locus of control is believing that it's the outside
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coming in, it's the government. The reason why my business is as big
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as I want it to be and I don't have the free time that I
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want, it's because the government. Ah damn government. You know you hear
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You probably heard that before. Somebody said, well, it's raining outside,
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so I can't play golf. Well that's okay, it's an obvious fact that
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it's raining outside doesn't mean you can't play golf. You could play golf in
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the rain. Maybe you don't want to play golf now and you want to
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do something different. An external locus of control is where you allow the outside
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world to shape your decisions. You know, somebody cuts you off in traffic.
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That is an external event, but it doesn't have to make you upset.
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It's not your fault that they're stupid, just the bottom line. So
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I'm advocating you have an internal locus of control, where you believe and act
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according to you having control. Now, you may not actually physically have control,
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but your response to a situation determines whether or not you benefit from the
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situation or it's detrimental to you. Now, bad things really can happen,
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and it's okay to get upset. But maybe now is not the most appropriate
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time to get upset. But what I'm talking about here is responsibility. So
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let's take out the extremes and focus just on the average things to happen to
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you every day. These individuals on this call are grown adults and professionals,
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but they're waiting for an external indicator of when they can then take action.
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Okay, so it's kind of like a salesperson waiting for the telephone to ring
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before they can start set and appointments. I want you to take that and
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flip it over and look at it in a way that helps you most ask
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the question, why isn't the phone ringing? Well, maybe the phone's not
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ringing because nobody knows your company exists. Maybe the phone's noting in because you,
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as an individual selling professional, or you as an executive, haven't done
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what's necessary to get the phone ringing. Just a change in perspective can identify
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solutions to some of the most challenging problems. If you're not making enough money,
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how could you make more money? You know, it's not I'm not
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making enough money because the government's taking it from me. Well, it's true,
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the government's taking the money from you, but if you add more money,
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they're just going to take more, but you'll still have some for yourself.
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It's not like they're going to take it all. If they do take
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it all, well, then there's a whole different thing that you got to
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deal with, and no sense worried about it. It's a perspective oriented towards
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outcome rather than a perspective oriented towards you know what, people would blame what
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people are doing to you. So what other ways can you use that internal
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locus of control? Well, when you work with your sales people, if
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you ask the question why are we getting enough sales or why are we making
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enough profits? And your response is is because the salespeople didn't bring in the
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sales. Your response to your own question, or your own answer to your
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own questions should be what can I do about it? And that's an answer
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to a lot of things. What can you do about it? Well,
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you can encourage your salespeople to take up take responsibility. Then you can walk
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down there and explain to them, Look, your salespeople, you create sales,
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and it doesn't matter what the excuses are why you haven't created sales.
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If you don't create sales, then I can't keep you on staff. And
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that's a blunt way of putting it. It's just one way of putting it.
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The fact of the matter is though you can't make sales for them,
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and customers don't just magically appear, So what are they doing to make sales?
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What could they do to make sales? So internally you have to take
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and be a catalyst. Now you might have a sales manager in between you
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and the salespeople. That's fine. Ask the sales manager what could the sales
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team be doing? But you're actually playing on his external locus of control and
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then you measure him on his internal So you say, well, what could
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the salespeople be doing in order to increase sales? And he says, well,
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you know they can get out prospect more. Great, what will you
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do in order to be sure they prospect more? It almost doesn't matter what
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the answer is, what are they going to do to create results, You
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give them responsibility, you give them a notion that they are responsible, they
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are going to make things happen, and pretty much it's stating in a sense
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that excuses are not welcome. So let me just tie this all together.
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There's a lot of crap that's going to happen now and in the future.
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And you know, there's a lot of things that would be really nice if
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people told you about what's going on. But I'm advocating you have a proactive
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approach that puts you in the center of getting things done. That doesn't mean
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you actually have to do everything yourself. You could have your assistant monitor a
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situation. In order to hold someone accountable and responsible for a certain activity,
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you could use external controls like measures. For example, a direct mail campaign.
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I hold that a direct mail campaign accountable for a certain level of leads,
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and I measure how many letters I send to how many leads I receive,
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in the quality and value of those leads. It's an inanimate object.
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It can't physically have a perspective, but I hold it to that perspective as
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part of a responsibility an action that I take to get more leads, and
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all this breaks down into a chain of events, a chain of cause and
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effect events, where you are ultimately the first cause. This chain of events
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eventually creates a specific result, and then, as the first cause an observer
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of the chain, you make adjustments to that chain in order to reach the
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results faster. Now here's a very I'm going to explain it in terms that
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anybody can understand, but a very complex in depth topic that you could meditate
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on for years. But if you are the first cause and what you cause
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eventually affects some kind of outcome, that chain of cause and effect from you
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to that outcome is a process. Because you want a certain outcome. Repeat
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it. So you want sales every month, Your cause is to either hire
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a sales team, or to go knock on doors, or to go make
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phone calls, and the effect of that activity, after a series of steps,
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is a sale. Now you don't just want sales, you want customers
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for life. This is how you expand the concept. But basically, you
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could write a list of the steps that you take to col call. You
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pick up the phone, you dial a phone number, and you engage with
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the prospect. Well, how do we make this step of engaging with prospect
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more successful. Well, that means we add a step before, which might
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be researching ideal prospects, and then we only call the people on the ideal
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prospect list by picking up the phone, dialing the number and engaging. You
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literally can master your environment, engineer success in your business by understanding that you
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are the first cause in the results that your organization produces, and that chain
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of CAUs in a effect is actually just the process and the result you desire.
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If you want it to happen periodically, you can create a process and
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then now you've documented this process, the series of steps, and it can
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be tuned to best impact or create results in your business. So let's go
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back to the conversation with the sales manager. You say to the sales manager,
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we first asked the question, now can we increase sales? The sales
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manager has five ideas? Great, what is your plan to implement the very
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best idea? Well, they write down the plan. Now, because they
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wrote down the plan, you can hold them accountable for their plan. Now,
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they could have all kinds of excuses while their plan didn't work, but
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it was their plan. It was the very best plan they had, So
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why not you can give it a few adjustments here and there based on a
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dialogue or conversation. But now you've got a written plan, and that written
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plan will have certain characteristics tied to it, including how long did the plan
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take, how much money did it cost to implement the plan, what was
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the result of the plan or did we not increase sales? If we increased
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in sales, was it specifically because of the plan or something else? You
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got it. It's a process. Now. Because you have the written process
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or written plan, you could then start syndicating it, which is an advanced
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topic that we talk about. It's sustainable wealth secrets. But the syndication is
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basically, instead of two salespeople implementing the plan, you've got three people implementing
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the plan, or thirty people implementing the plan. You could outsource parts of
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the plan and have other teams execute on the plan. It just when you
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understand, with this internal locus of control that you are in fact the root
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of your success or failure in your business. You now have an unlimited number
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of options. You still might have all the same numbers of pains and the
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asses around you and stuff not going right and the world crashing down around you.
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Literally, the government could be out to get you, and everybody hates
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you, and but none of that matters because you can just look at what
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is it that I can do to make the situation better? Even if it
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is just to accept how crappy this situation is and do the best I can.
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Your attitude is gonna make all the difference. This perspective will give you
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leverage and strength in many situations. People will call you dilute it, and
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that's fine because what do they know anyway? And finally, because you now
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see the connection between your first cause and the desired outcome or result. And
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by the way, if you don't see the connection between what you're doing today
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and where you want to be in the future, you know that you can
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change it. This isn't this incredible? Think about it. If what you're
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doing today will not produce in your mind the outcome that you desire tomorrow,
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then you can just not do it. It's like who needs therapy? There
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it is. But if what you're doing today will produce the outcome, you
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now can document the steps that it's going to take. Even at the highest
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level, serious folks, even at the highest level, you can eventually then
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get yourself out of doing all the work. You can start gaining the free
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time that you deserve. You can start having those things that you really desire
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and want because you've now structured that first cause, cause and effects steps,
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process, steps, desired outcome measured as along the process, and you can
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hand it to someone else to manage. So let's say you're currently managing salespeople
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and you like them to do five calls a week. Salespeople can then manage
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themselves by doing five calls a week and reporting a checklist of what five calls
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they did. They're grown adults. You don't need to tell them every morning
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to do five calls. They just tell them one time, have a measure,
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and then as part of their regular process, that's what they do.
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And because you're measuring it, you know whether or not that's worth doing.
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And voila, you're now free of the shackles, which is having to manage
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people to every little detail. Now I know some people's personalities, you want
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to manage to every little detail, but it's not necessary and it's not necessary.
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Starting with you deciding that you're the first cause. Not only are you
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the first cause, but you are not time wise connected with the outcome,
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meaning what you do this minute isn't necessarily got to immediately create a result.
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It's gonna help, but it's not immediately going to create the result. And
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understanding that a series of cause and effects are necessary, maybe to build a
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momentum, maybe to reach a certain person, maybe to refine the process to
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get there more directly. But the bottom line is you have the power over
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this. Now. You can assist other people or have other people assist you
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to make it happen, but it is your decision, even if you've got
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a boss. But anyway, last call round, we're going to round this
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up. This is programmed JAY zero four one eight B and it is specifically
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about shifting your focus. If you want more customers, you want more profits,
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you want more long term benefit from your organization, then it is simply
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deciding what will you do right now. There's nobody on the outside that has
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to tell you to do it. What are the things that you've got to
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do right now in order to get those results? What are the things that
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are standing in the way that could maybe not be done, that could be
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set aside while you focus on what needs to be done, Maybe you focus
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on what needs to be done for three hours a day, and everything else
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could be totally crapped up, and you're still going to give the results because
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you got the best things, the most important, the most critical path items
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done first. It's really up to you. Now. A lot of people
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don't want to hear that because it feels good to be able to blame other
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people. But I'll tell you everything that's been screwed up in my life before
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to this point and long into the future is going to be a result of
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what I did or did not do, and not doing something is as much
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of a decision as doing something, you know, and I can't for the
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For the folks that asked about this topic, how do I get motivated?
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That was one of the questions. How do I get more done? You
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know? How do I deal with irritating people? How do I how do
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I? Well, you just decide that you're going to have a certain result.
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Based on that result, what is the cause, what needs to be
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done, what is necessary to impact that situation? And then out of that,
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what can you do Right now? I want to thank you for listening
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to program. If you have any questions about this or any other program that
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we provide, we have a twenty four hour recorded message hotline, and you're
18:07
gonna get one of these audio responses or or printing report or facts to your
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office when you call seven five seven two eight two seven seven seven nine and
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ask your question. This has been programmed JAY zero four one eight B and
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you're welcome to ask about this or anything else. If I don't know the
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answer, I won't I won't answer you. I'll just send you a note
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with a reference to somebody who does does have an answer. But if it's
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about building business relationships, if it's about improving in your performance and optimization of
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your business process, especially those processes around generating and keeping profitable customers, then
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I'll be happy to answer those with the with the blend honesty that I've got
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the answered with. But the bottom line, folks, is is that you
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are the catalyst for your results. There are certain things you don't need to
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be told to do. You just need to do them, and you get
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to decide what things need to be done for the result of your life.
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It gives you more power, it gives you more control, and it gives
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you a greater ability for significant results. I'm just at it with commercial electoral
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profits and Inside Strategic Relations newsletter. I want to thank you for listening.
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This has been programmed Jay zero four one eight b