February 7, 2014
I am always looking for ways to make my life simpler.
I’ve found two that really seem to keep my inbox clean.
Both work with any email client or operating system (as far as I know).
Sanebox scans incoming mail and decides if it is important or not. If it looks like spam, a newsletter, an autoresponder, a mass mailing, an order receipt from Amazon.com or anything like that, it quickly removes it from your Inbox and puts it to a separate @SaneLater folder. Of course you can train it. If something is spam, you can move it into @SaneBlackHole and it will never show up again. If something is incorrectly categorized as less important, you simply move it to your inbox and next time all emails from that person will arrive in your inbox (and vice versa). This keeps my inbox VERY clean. I can stay on top of the important messages while reviewing the less critical ones less frequently. This runs “in the cloud” so there is nothing to install on your computer, tablet or phone.
FollowUpThen is an awesome service. Once you set up your account, you simply forward (or bcc/cc) an email to email@example.com and you will get the email back at that date/time. For example, if I get an email that I don’t want to work on now, but want to deal with in a week, I forward it to “firstname.lastname@example.org.” And I delete the original email. A week later that email shows up again in my inbox. If a prospect wants me to follow up with them in a month, I respond to them and in the same email I bcc “email@example.com.” And again I delete the original email. My inbox is no longer a list of items I need to deal with in the future. I forward the email and delete it, knowing it will arrive back in my inbox at the requested date (and yes, you can set specific dates and times). My inbox has never been cleaner. And, the customer service support is EXCEPTIONAL!
In addition, I use Spamarrest. I’ve been using this for MANY years. If an email is received from someone that is not on my “whitelist,” they get an email back indicating they need to confirm their identity. Although they only need to do this once, it is an inconvenience for people, so I don’t love this approach. I only use it on 2 older email addresses that are overflowing with spam. I don’t use this for my main email address because I want it to be easy for prospects, clients, or friends to reach me.
It is easy for email to suck up a large portion of your day. These tools have made my life so much simpler.
What do you use? Please share your best email productivity tools.
P.S. I know some people set up an autoresponder on their email saying “I only check mail once a day so call if you need to reach me.” This is an ok solution, but given how much business is conducted over email, this is not one I like. I want to be “easy to do business with.”
January 22, 2014
The way you ask a question will have a profound impact on how you answer it.
This is a fundamentally critical concept in the world of innovation. If you are working on a problem/opportunity, changing just one word can influence the types of solutions you get. I’ve discussed this concept extensively on my blog.
But did you know that the way you frame your New Year’s Resolution (if you set one) will have a huge impact on the actions you take towards the achievement of that goal?
According to a survey I conducted a few years ago, over a third of people set financially related goals each year.
For many this means, “save more money.”
Paradoxically, the goal – “save more money” – can have unintended consequences that might leave your bank account with less money in the long run.
When we want to save, we look at where we currently spend money, and how we can reduce those expenditures. For many, their daily stop at Starbucks is one of their guilty pleasures.
As a result, there are many financial advisors who will tell you to “stop buying lattes.” If a latte costs $4 a day, you could save about $1,500 a year by cutting them out. That’s a lotta lattes!
But cutting out your lattes requires a lot of willpower. And as it turns out, willpower is not an unlimited resource.
Let’s examine some scientific research on this.
Imagine individuals tasked with solving a complex problem. In the room where they are sitting wafts the aroma of freshly baked chocolate chip cookies. On the table in front of them are two dishes: one with the cookies and another with radishes.
Although the combination of the olfactory and visual stimulation made the cookies irresistible, some individuals somehow managed to use their willpower to stay clear of the gooey chocolate.
Kudos to them. They win. Right?
Well, as it turns out, the people who resisted the cookies performed significantly worse on problem solving and other tasks. The willpower it took to resist the delicacies robbed them of their ability to perform a variety of activities. Researchers call this “ego depletion.”
What this implies is that the energy it takes to save $4 may in fact be robbing you of your skills required to make even more money.
What if, instead of focusing on saving $4 a day, you put your energy into finding ways of making an extra $10, $100, or even $1,000 a day? What if you used your latte as fuel for making more money?
There is of course nothing wrong with saving money. I am certain that all of us could do a better job and would benefit from it. But it is important to recognize there is a hidden cost.
As an entrepreneur, I would rather spend money on the guilty pleasures that energize me, help me stay focused, and in the long run enable me to make even more money.
P.S. Of course there are health implications of too many lattes. At 200 calories each, this may add an extra 30 pounds to your waistline each year. Other than bacon, my guilty pleasures are usually healthier (or at least lower calorie) alternatives.
December 18, 2013
Unfortunately, for a small-business owner, this means giving up some level of control.
At the conclusion of the event, an attendee approached me and asked, “So how do you get small-business owners to give up control when this is something they typically don’t want to do?”
Who’s In Charge?
This was an understandable concern. After all, the reasons to maintain control and avoid delegation are plentiful: There’s not enough time. To do it right, you must do it yourself. You enjoy the task.
To a large extent, the desire for control is driven by ego. Let’s face it; you need a bit of an ego to start your own business–it’s certainly not for the faint of heart.
However, there’s another important issue at play here: the “pain/gain” equation. The concept is simple: People first want to eliminate a pain or prevent a loss before they will be interested in generating any kind of gain.
To illustrate, here’s a simple consumer example:
Think about the last mattress commercial you heard. Most say the same thing: “Buy our XYZ bed, and you’ll get your best night’s sleep ever.” Yawn. Boring. Chances are, the commercial will put you to sleep long before you run out to buy the bed.
Now consider this actual radio advertisement. “If your mattress is 10 years old, it weighs twice its original weight due to the dust mites that accumulate over the years.” Ouch! This simple statement creates a pain, and it makes me want to replace my mattress immediately. Let’s face it, pains, whether real or created, drive action.
Pain Vs. Gain
In business, when we focus on overcoming a challenge that’s perceived as a threat, such as unfavorable regulatory changes or unexpected competition, the pain motivates us to eradicate the problem immediately. Conversely, when we focus on overcoming a challenge that’s perceived as an opportunity, we’re less inclined to take action. If you apply this same concept to control, it makes sense why most business owners struggle with relinquishing it.
Most people think about the opportunity or gain associated with giving up control: increased free time, the flexibility to engage in more meaningful activities and the ability to sleep in. It sounds logical. It sounds desirable. Yet this isn’t enough to motivate them give up control.
Why? Because, on the flip side, there’s the pain or threat associated with giving up control: increased errors, reduced quality and upset clients. If people are wired to minimize pain, it makes sense why entrepreneurs are convinced they’re best served by doing everything themselves.
Learning To Let Go
So how can you address this dilemma? One way is to rethink the situation: Don’t think of giving up control as having the opportunity for more free time. Reframe it to focus on the downside or threat of not giving up control. Answer these three questions when you’re considering the pros and cons of giving up control:
- What is the cost associated with not giving up control?
- What will you lose by not giving up control?
- What is the pain that will be created if you don’t give up control?
These questions will help refocus your attention on where it needs to be to create action—on the pain associated with doing everything yourself.
And this technique can be applied to any behavior you may wish to change. By focusing on the cost of not changing it, you’re more likely to take action.
To reframe your view, write down all the costs associated with not giving up control. Create a long list—be creative, but be honest. You have to truly believe in those pains. Keep those pains front and center, and look at them every day. Talk about them with your team. Also discuss how you can minimize the risks associated with delegating work to others.
Only when the perceived pain associated with not giving up control is greater than the pain associated with giving up control will you be able to make a shift.
This article originally appeared on the American Express OPEN Forum - please comment there
October 22, 2013
A technology expert friend of mine just started blogging. We discussed which topics should be the focus of his articles. He told me that he recently read about another technology blogger whose most popular blog entries (as measured by tweets, comments, and Facebook likes) were in fact the least technical topics.
My friend wondered if he should also write less technical blog entries.
My response: Don’t confuse popularity with value.
Why did my friend want to write? Because he wants to sell more of his technology consulting services. Which articles are more likely to do that? Articles on technology. Although rants about philosophy and life may appeal to a broader base of readers, it may be less likely to entice them to buy.
When I write about Goal-Free Living, a topic that is about having a more enjoyable and successful life, everyone can relate. As a result these get read and shared a lot. But my less popular innovation articles are the ones that get me hired for speeches and consulting. Of course I continue to write (to a lesser extent) blog entries that I think will be popular as it attracts more readers to my work – some of whom may be interested in hiring me someday. But I focus on demonstrating the expertise I want to be hired for rather than shooting for something with mass market appeal.
Look at your business. Do you focus on what is popular/cater to the masses? If so, you may be spreading yourself too thin and doing yourself (and your customers) a disservice.
Instead, look for opportunities to focus on what sets you apart from everyone else and is in the sweet spot of why people buy from you.
Being popular does not mean you will have a successful career. Business is not a popularity contest.
October 8, 2013
Red Adair, the oil well firefighter, once said, “If you think it’s expensive to hire a professional to do the job, wait until you hire an amateur.”
Over the years, I’ve learned this the hard way.
When I’ve hired freelancers based primarily on price, the quality suffered. I paid dearly in terms of iterations and rework. Something that could have been completed in a week, might take 2 or 3. Instead of the work being done with limited involvement on my part, “amateurs” require a lot of handholding.
I now value my time more than anything else. Hiring talent requires less support from me. Each hour I spend helping someone figure something out, is one less hour I have to invest in something that can substantially grow my business.
I’ve found that truly gifted individuals can work magic. Their long-term value is significantly greater than those who are less skilled.
In my world, I see so many mediocre speakers. Event planners with financial constraints sometimes hire based on fee rather than quality. But the cost of the speaker is quite small compared to the time invested by the attendees. 100 people sitting in a room for an hour is a big payroll burn. But the bigger cost is the opportunity cost. Each hour they spend listening to a presentation that does not provide real value, is an hour they can’t invest in growing your business.
Or, if you hire a consultant, the real cost is not their fee. The real cost is the impact of their advice on your business. Most consultants who give you their two cents are overcharging. If you implement their recommendations, you could waste time and money. Or worse, you could negatively impact your business.
When investing time or money in anything, consider the total cost.
There’s on old Yiddish proverb, “He who marries for money earns it.”
In the world of business, I believe there is a corollary. “He who hires based on price pays for it.”
September 5, 2013
In the September issue of “Speaker Magazine” (published by the National Speakers Association), I have a 3-page article. It is called: Do Less, Make More: Work Only One Hour a Day by Mastering Leverage.
Here’s the beginning…
I’ve been trying an experiment. For the last six months, I’ve been working, on average, only one hour each day on my speaking business.
This wasn’t easy at first given my tendency to sometimes work more than 100 hours a week. However, what I eventually learned was that I could be insanely productive by simply shifting my mindset. Long hours aren’t necessarily required to lead a successful career.
The fact is, although there are an unlimited number of things that speakers can do to grow or improve their businesses, there is a point of diminishing returns. The upside on additional effort decreases significantly beyond this point.
THE L-WORD: LEVERAGE
To successfully work only one hour a day (or at least a greatly reduced amount of time), you need to master the concept of leverage.
Leverage is something that gives the greatest return with the least amount of energy. We typically view our work as linear. An hour of work gives us an hour of results. But what if an hour of work could yield 100 hours (or more) of results? Instead of diminishing returns, you get exponential returns.
This is leverage.
Each morning I ask myself, what is the one thing I need to do today? What is the one thing that will create the most value? What is the one thing that only I can do? That is the activity that I engage in for the day, delegating, deferring or eliminating everything else. The key is to focus on activities that create leverage and maximize results.
The remainder of the article discusses why you should “stop telling people what to do,” how to “multiple your results by first dividing, how to leverage your speech, and how to create new revenue streams.
September 3, 2013
As entrepreneurs, there are countless things we could do to grow or improve our businesses. It’s easy to keep busy 100 hours a week. I know—I’ve done so countless times throughout my career. Unfortunately, I’m not the only one who has convinced himself that working long, crazy hours is a must if you want to find success.
The reality is, however, that there is a point of diminishing returns. Although more work might produce greater results, the return on the additional effort decreases significantly.
We Work Too Hard
There are many reasons why people work so hard.
Although it’s sometimes because there is simply too much on our plates, more often than not, we work around the clock for other reasons. Do any of these sound familiar?
- You feel like you’re a slacker if you don’t work all of the time.
- You worry that if you don’t complete every task, you may lose business opportunities.
- You work nonstop because it allows you to avoid dealing with difficult issues in your life.
Or maybe there’s some other reason. Regardless of the reason, most business owners work too much.
What if you were only allowed to work one hour a day?
I’ve been experimenting with this concept for nearly a year and have been relatively successful at keeping my time invested in my current business to about 20 hours a month.
Why am I doing this? There are two main reasons:
1. It forces me to focus on what’s really important. Each morning I ask myself, what’s the one thing I need to do today? What is the one thing that will create the most value? What is the one thing that only I can do? And that is the activity I engage in for the day. I delete, defer or delegate everything else.
Instead of keeping myself busy and climbing to the top of the “S” curve, I stop at the point of diminishing returns (the star on the chart below). The Pareto principle might state that 20 percent of the effort provides 80 percent of the results, but whether it’s 20 percent or 40 percent is not important. The key is that you find the point in your business where more effort starts producing fewer results—that’s your “star” point—and only you can decide that.
Will you extract 100 percent of the potential value? Probably not. But is squeezing out an extra 20 percent of value really worth 4 or 5 times the effort? That’s your choice. I could work 10 times harder and only increase my income 50 percent.
The key is to focus on activities that maximize results.
2. It frees up time to create new business. If you spent only 20 percent of your time extracting 80 percent of the revenue from your existing business model, this gives you 80 percent of your time to do something different.
You could, of course, spend your free time taking a vacation or spending more time with family. You could engage in work that you believe is more meaningful. You could volunteer and give back to society.
Or you could create a new S-curve.
Instead of squeezing out those few extra drops from your current business model, build a new business or new business model that leverages your past success and creates entirely new revenue opportunities.
With the extra time created, I’ve been working on a new book that targets a completely different market for me. I’m working on a TV show concept. And I’m creating new products that leverage my intellectual property.
These items take upfront effort. But when they’re done and have built up momentum, I will spend less time on those businesses, freeing me to create new revenue streams.
Encourage Creativity and Freedom
The purpose of working one hour a day isn’t to encourage laziness. And I’m certainly not suggesting you do a mediocre job, as this will kill your business in the long run. The purpose is actually to encourage creativity. This philosophy creates time/space for you to create—to create new opportunities, to create new revenue streams, and to create a better life.
Even if you don’t believe working only 60 minutes a day is possible, give the thought process a try. Use the “hour a day” mantra as a mental exercise. Determine what you might do if you only had an hour. Even if it ends up taking you four hours, it’s still better than the 10 you were previously investing. Now, what are you going to do with all that extra free time?
April 5, 2013
Here is the transcription for my Monday Morning Movie…
The other day I was at Mohegan Sun, which is a casino about an hour and a half outside of Boston. And while I’m there I love to speak with the gamblers because each of them believe they have a system. They believe they have a method to ensure that they win. And they’re all convinced they’ve won more money than they’ve lost.
Well, of course, this is not true. Casinos are not in the habit of giving money out to people. The house always wins. We know this to be true.
Why do people believe that they win more than they lose? It’s something called confirmation bias, and confirmation bias is the brain’s processing mechanism by which it finds evidence to support its belief structure. Whatever you believe, you will find evidence to support that, and you will subconsciously ignore anything that refutes your belief structure. That’s why we can have such powerful beliefs in spite of evidence to the contrary.
It’s very important for innovators to understand this concept, because every person is convinced they have a billion dollar idea. They’ve got the next big idea that’s going to change the world and make them rich. But what happens is their confirmation bias only allows them to see the evidence that supports their belief that they have a great idea. Their brain doesn’t allow them to see all the evidence that proves it’s actually a bad idea.
There’s a reason why 70 to 90 percent of new innovations fail. It’s not because these aren’t well intentioned, motivated, or excited people. But they’re people who, like all people, have confirmation bias. As a result they will subconsciously ignore the evidence that proves that what they think is a great idea, is in fact not such a good idea.
As innovators, as entrepreneurs, as individuals it’s important to recognize this. Now how do we counterbalance this?
It’s difficult for us to find evidence that refutes a strongly held belief. So what we need to do is, when we’re working on something, partner with a devil’s advocate. Find someone who’ll be the contrary point, somebody whose sole purpose is to find evidence that proves your idea is a bad idea.
Now it may be hard to hear what that person has to say. You will want to reject what they have to say. But if you can open up your mind and be willing to hear the contrary points of view, you may be able to refine your product, service, or idea, and come up with something that’s better. Or you may learn it’s just such a bad idea and you shouldn’t invest the time and money in this one. Find a different one.
This is really important for all organizations (big or small) and individuals.
We know that every gambler doesn’t win more than they lose. And we know that every idea is not a great idea.
The question is, “What are you going to do to make sure that you invest your time, money, and energy in the things that have the highest likelihood of paying off?”
March 27, 2013
I subscribe to the 20/80/80 principle. The idea behind this concept is to focus your energies on the 20 percent of those activities that create 80 percent of the value. This can mean concentrating on the customers that create the highest revenue potential or on the products that provide the greatest leverage return. Once mastered, you can spend your 80 percent on other activities that produce even more long-term value. But how do you know what those activities are?
In my book Best Practices Are Stupid, I describe a model called “The Innovation Targeting Matrix,” which helps business owners evaluate their business activities and put each into one of three categories: support, core and differentiating. Doing this helps them determine which areas are worth focusing their 80 percent on.
Activities that fall into this category are those that help you run your business, but are not the business itself. Although many assume that human resources and finance fall into this area, the reality is that there are parts of every function that are “support” in nature. What distinguishes these activities is that customers don’t pay for or value them, and they don’t create direct value for your business either. Therefore, your strategy should be to outsource these activities to a low-cost provider. Or, if they are truly low value, eliminate them altogether where possible. For example, I hire someone overseas to handle my audio transcriptions. Although I could eliminate this activity, I have deemed enough value to continue with it.
The next level represents your “core” activities, which are any activities that create direct customer value. They typically range from shipping and customer service, to sales and new product development. For core activities, consider simplifying, automating, improving (e.g., Six Sigma) or, in some cases, outsourcing to a strategic partner. If outsourcing, look to hire organizations or individuals for whom this work is a differentiator. For example, I’m not a marketing expert and my clients don’t pay me for my marketing expertise, so I retained an Internet marketing company because its results set it apart in the marketplace. In this case, strategic outsourcing makes the most sense. It’s important to note that just because something is a core function—like sales—does not mean that everything a salesperson does is core. Related administrative work may be a support function, while other aspects of sales may be differentiators.
At the highest level are your “differentiating” activities. These are what separate you from the competition, and they represent the unique reasons why customers buy from you and not someone else. What makes you different? Is it some particular aspect of your service? Do you have a unique pricing model? Are you able to give customers access to something they can’t get elsewhere? Do you provide a feature no one else can offer? Any activity can be differentiating. There are aspects of HR, for example, that enable your organization to stand out. Identify these activities in every department. Spend your time on those activities that set you apart from your competition, and innovate where you differentiate.
In addition to using the Innovation Targeting Matrix, entrepreneurs should ask themselves the following questions to help focus their energies on the most important tasks:
- Am I the best person to execute this activity? If not, get someone else to do it. When possible, only engage in activities that you deem to be your strengths. I hired a branding company because branding is their strength, not mine.
- Is this activity something I enjoy doing? If not, consider having someone else to do the work. Creating strategic partnerships is essential to my business, but I find the work exhausting, so someone else handles this responsibility on my behalf.
- Is this activity something I need to do? This is often a tough question. From my experience, much of the work we do provides negligible value; however, we convince ourselves it is necessary. Surfing the Internet, being sidetracked by emails all day long and other distractions disguised as opportunities should be eliminated.
- Does this activity give me leverage? This is a critical question. Think about it this way. For some activities, an hour of work rears an hour of value. When my income is based solely on speaking to groups, there isn’t a lot of leverage. I’m limited by the number of hours in the day. Personal/executive coaching often has even less leverage because you’re having an impact on only one person at a time. When I license my work to others, there is greater impact as they do the work and I make the money with minimal effort. In this case, one hour of work on my part can lead to hundreds of hours of value. Selling can be leveraged too. Instead of selling once and making one sale, find a channel whereby they can create dozens or even hundreds of sales for you.
Why invest in activities that don’t yield the greatest return? There are only so many hours in a day, so focus your energies on activities that you enjoy, that are differentiating and that create leverage. Using these strategies will help you stay one step ahead of the competition.
March 27, 2013
Here is the transcription of my interview with Theo Androus on the “Voices of Experience” CD, which is sent to professional speakers around the world. Alternatively you can listen to the audio recording.
THEO ANDROUS: We kickoff this month’s edition of VoE with speaker, author, and innovation expert Steve Shapiro. Steve’s latest book is titled “Best Practices Are Stupid,” which has me questioning the title of this segment, and VoE, in general. Steve is an innovation evangelist, and has done some pretty innovative things with how he delivers his message and how he leverages his content. Join me now as Steve Shapiro shares with us how he does it.
STEPHEN SHAPIRO: I do my speaking a little different, even though I’m a keynoter, I’ve gamified my speeches, if I can call it that, so we actually play.
THEO: Steve, you can call it whatever you want. Be innovative. You’ve gamified your speaking. What does that mean?
STEPHEN: When I do a speech, instead of it being me up there talking and people sort of falling asleep in a dark room, we’ve created a game, in fact multiple games, multiple experiences, multiple things people do. One of them is called Personality Poker®, as an example. So imagine a room with a thousand people, everybody shows up and they get five poker cards. They look like regular poker cards.
THEO: Sounds like my kind of party.
STEPHEN: No betting, you can’t lose.
THEO: Oh, no.
STEPHEN: Well, you can lose if you don’t have a personality. What happens is on these poker cards, they’re specially designed, there are words that will describe particular behavioral traits, attributes, innovation styles, and we get people standing up, trading cards with the objective to get five cards where the words best describe how you see yourself. You can also gift cards to other people so they get to see how others perceive you. When you’re done with the trading, based on the five cards you have in your hand, the combination of the suits, the colors, and the numbers will tell you all about your personality. We spend the rest of the time having an interactive conversation about the difference styles, the different colors, the different numbers.
THEO: Audiences must love this.
STEPHEN: They do. Because we’re talking about them and it’s unlike most personality tests, if you want to call it that. You have to go take a test beforehand, or you go take the tests afterwards. Here, it is done real time, literally in five minutes every person has taken the test. And then the cool thing is it’s not just about the result but it’s about the process. So what we’ve found, especially with people afterwards, what they’ll do is they’ll take the cards and they’ll have conversations. “Hey, do you think I’m overly sensitive?” “Do you think I’m bossy?” “You know, I got five bossy cards when I played personality poker, is there something people should be telling me?” There’s just this great insight and epiphany that people have in a fun game.
THEO: What are the personality traits on the cards? How many of them are there?
STEPHEN: There’s 52 poker cards.
THEO: Are their 52 personality traits?
STEPHEN: It depends on how you slice it. So there’s four primary innovation styles which tie back to the four steps of the innovation process, which tie back to the four suits.
STEPHEN: Within those, there are actually two different versions. So, for example, the clubs are all about getting things done. Two types of clubs though. There’s one set of clubs based on the numbers which are much more about planning and being organized and being methodical, where another set of clubs, the 10 through ace of clubs are all about the action, result, the bottom line. So they don’t care so much about how it gets done, as long as it gets done. So the suits have meaning, the numbers have meaning, and then also the colors have meaning. The black cards are a little more what people would refer to as left brained, whereas the red cards are more right brained. And we do some things. We actually give the whole room reconfigured where on one side of the room are all the people with black cards, all the red cards on the other side and it’s a fantastic snapshot of what the organization’s makeup is. Instantly, we can see it visually. It’s very cool.
THEO: You wrote a book called “Best Practices Are Stupid“.
THEO: Let’s talk about that because our audience is speakers, and we are always looking at what’s working for other speakers, but I gather from your title of your book that you don’t support that idea, that strategy.
STEPHEN: I’m not so much against best practices, but there are two issues that I do have with them.
STEPHEN: The first one has to do with the fact that if you are replicating someone who, especially is a competitor, or is in a close enough space, and they’ve already done something, if you’re trying to do what they’re doing, by the time that you’ve implemented it, they’ve moved on to the next thing, so you’ll never catch up. It’s a game of catch up. But the bigger issue is that what works for one person may not work for another person, what works for one organization may not work for another organization.
You know, I want to run my business a very particular way. I listen to other speakers, and if I started to implement what they did, maybe I’d be successful, maybe I wouldn’t be but it might be a conflict with my personal values and beliefs in terms of how I want to run things. So it’s important to recognize that there’s not a one size fits all strategy. And I guess I’ll throw in the last point which is the breakthroughs. Breakthroughs are a fundamental game changer. The speaking industry needs some game changing right now. It’s been an incremental growth path and I think we can really do some massive change if we recognize the fact that these big innovations come from fundamentally different domains of expertise. Not from speakers, but could be entrepreneurs. I hang out with people in multi-level marketing. I hang out with people who are in real estate. I hang out with people who are in so many different disciplines because I learn more from them about how to improve my speaking business, than by hanging out with speakers.
THEO: What are the innovations that the speaking industry needs to adapt?