Entrepreneur

Aaron Sansoni - Live By Design and Not Default

Live By Design. Not Default.
560 315 Aaron Sansoni

I spend a lot of time discussing business tactics and leadership skills, but it all means nothing if my audience hasn’t made the conscious decision to show up, pay attention, and accept the fact that this could be the life-changing catalyst they’ve been waiting for. If there’s one thing that I want people to take away from my seminars and classes it’s that there are two ways to go about life: default and design.

When you live by default, you aren’t actually living at all. You’re merely going through the motions. People that live by default wake up every single day and let life happen to them. They do whatever it is they do because they have to, or because that’s the way they’ve always done it. Most don’t actively recognize what is going on. They just react and, one day, they will wake up from a life on autopilot and it’ll be too late to go back and change things.

Conversely, when you live by design, you are taking an active role in your life. You meet mornings with important questions like “What do I want to accomplish today?” and “How do I want to be as a leader/employee/parent?” They choose to prioritize their actions, placing significance on the ones that better align with who they want to be.

To achieve your goals and reach an entirely new level of happiness, you must live by design and not default.

Now, let’s go one step further and relate the concepts of design and default back to your business. If you’re looking at a graph of company profitability, it should not look like a roller coaster at an amusement park. There should be no major ebbs and flows. There may be fluctuations, but they should appear minor in comparison to the scope of your graph. To put it simply, you should not make $100,000.00 one month and $0.00 the next. That is the result of default— reacting to individual situations as they come without any concept of your goals or processes. Business is happening to you. You’re not happening to the business.

When you approach your business by design, you have the capability to troubleshoot key areas contributing to the major fluctuations in profitability. You can step back and analyze your funnel, determine the area with the biggest bleed, and begin the process of correcting it. Clearly define what you’d like to accomplish in relation to that sales funnel, and then act in a way that is conducive to accomplishing that task. Once you’ve succeeded, you’ll be able to re-evaluate your process and set out to improve the second biggest bleed. With time and concentrated effort, you should be able to decrease those ebbs and flows and you’ll have done it by design, not default.

I’ll leave you with one last thought about design and default. I know it is sometimes difficult to think or behave a certain way when our brains are biologically programmed to resist. They are meant to be a survival mechanism and, when you get down to it, surviving is not the same as thriving. We need to trick or trigger the brain to agree with our goals. The best way to do this is by leading with your body.

If you don’t want to get out of bed, do pushups. If you are having trouble paying attention to a lecture, lean forward in your seat and make eye contact with the speaker. Your body will understand your intent and communicate the message to your brain.  Lead with your body and your mind will follow. The same holds true with design and default. Live by design and you’ll be amazed and what follows.

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Aaron Sanson - How You Say Hello Blog HEader

It’s All In How You Say Hello
560 315 Aaron Sansoni

In today’s climate of ubiquitous technology and to-the-minute updates, if you can’t catch someone’s attention immediately then odds are you won’t catch it at all. Now more than ever it is critical to ensure that your elevator pitch is quick, to the point, and, above all, effective. So how do you do that? The answer, believe it or not, is in your hello.

Think about your last interaction with a new acquaintance. What was your introduction like? Was it generic? Cliche? Mind-numbingly boring? Was the other person’s the same? Failure to engage right away is one of the primary reasons we fail to engage later on…when it matters most.

Now, think about the last time you attended a concert. How did you feel when the band came on stage? Did the lights go down? Were there fog machines? Did they greet you with an ear-splitting yell and a few well-timed guitar chords? More than likely, they made sure that you were on the edge of your seat, earnestly anticipating which of your favorite songs they were going to play first. This is the kind of impression you need to leave with potential clients, investors, and partners. You need to wow them.

I know what you’re thinking: “Aaron, I can’t exactly smash a guitar underneath a perfectly-placed spotlight every time I meet someone new,” and that’s true. What you can do, however, is use that 15-second window (yes, that’s all you get) to create a lasting imprint in the mind of the other person. Here’s how.

Be Genuine
Most people are capable of telling when someone is putting on a show. It sounds scripted, and the sentiment commonly found in authentic statements is severely lacking. You need to believe the words you speak just as much as you want the other person to believe them.

Be Humble
There’s no need to boast if you truly believe in the message you are sending. Peacocking has a terrible tendency to cause listeners to tune out as they choose to focus on your ego instead. You can tell them what you’ve accomplished, but do it in a way that makes you seem grateful.

Show them why it matters
It’s no longer to be matter-of-fact with your abilities. I-statements are great, but they’re not effective when it comes to captivating an already distracted audience. Rephrase your abilities as skills that benefit others. I wouldn’t say “I teach business and sales strategy to entrepreneurs,” for example. Instead, I’d say “I’m grateful to have helped more than 300,000 individuals worldwide reach their business goals and excel in their sales ventures.”

If your hello speech incorporates each of the above elements and meets the other requirements I outline in my Sales Mastery course, you not only have a better chance at winning the attention of your conversational partner but also keeping it.

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Aaron Sansoni - How To Manage Rockstar Employees

How To Manage Rockstar Employees
560 315 Aaron Sansoni

Having a team full of rockstars is a fantastic feeling. They do their work and they do it well, leaving you free to deal with issues better-suited to your leadership role. But what happens when your rockstars performers expect star treatment?

While it may be tempting to give your top-grade employees whatever they want to keep them happy, it’s actually quite detrimental to your company. Special treatment could cause other employees to feel resentment…something you don’t want if you’re struggling to keep them motivated in their first place. So, your best bet is to effectively manage your rockstar. Luckily, there are a few tactics you can employ to ensure you’re getting to most out of both parties.

Do Not Reinforce Bad Behavior
Rockstars often believe that they are exempt from several rules because of their value to you and the company. They may show up late, take longer lunches, or skirt corners. This is unacceptable. Hold them to the same standards as the rest of the team.

Do Not Make Exceptions In Front Of The Team
Similarly, top-performers are more likely to ask for favors or exceptions after exceeding a large goal or exhibiting an above-average performance. While it is acceptable to reward positive behavior in front of the other team members, it is never okay to grant these requests in public. In fact, I’d strongly recommend not granting them at all but every situation is different and you’ll need to evaluate on a case-by-case basis. Just be sure to evaluate and respond in private.

Build a 1-on-1 Relationship
You want to create a certain level of respect between you and your rockstar employees to keep them both motivated and engaged. Building a strong relationship is the first step in establishing that respect. It’s not enough to acknowledge their wins in public. You need to take the time to have meaningful conversations in a 1-on-1 environment. It doesn’t have to be daily, but it should be regularly.

Use Them For Training
Unfortunately, the reality of over-performing employees is that they are likely to leave you eventually. Their strong track record makes them ideal candidates for bigger, better positions. This means it is imperative that you get use them to improve the performance and knowledge-base of other team members. Ask if they’re willing to be a mentor or let others shadow their day-to-day activities. Every rockstar you employ should be training the next rockstar in preparation for their inevitable departure.

These are just a few of the tactics you can use to manage your top-level performers on a daily basis. What’s most important is that you set the standard at the start. Find out how to set and maintain standards, as well as how to effectively employ other team management strategies, in my Sales Leadership Mastery course.

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Aaron Sansoni - Leadership Styles

Leadership Styles Spotlight
560 315 Aaron Sansoni

Everyone is different, so it stands to reason there should be endless different leadership styles as well. That’s actually not true. In my opinion you can break down each and every leader into one of six distinct categories.

In my course Sales Leadership Mastery I describe each of these leadership styles in depth and provide you with the tools you need to identify them in yourself and in your life. I know we’re all busy, so I wanted to give you a brief working profile. I’ve broken the leadership styles down in snapshot format for easy reference.

Leadership style no 1: Alpha Leader

Mindset: I am the boss, and I am in charge.

Description: Alpha Leaders often have extremely clear action plans. There is usually only one right way to do something in the eyes of an Alpha Leader. They’ll tell you what it is, how to do it, and then make sure it’s done.

Leadership style no 2: Facilitator

Mindset: I’m not managing, I’m just helping you figure it out.

Description: Facilitators are often conflict resolvers and perform well in customer-facing situations. They are usually customer-centric in their strategies and attitudes.

Leadership style no 3: Chaos Conductor

Mindset: I’ve got this all under control even though you can’t tell.

Description: Chaos Conductors are usually fast-paced. They excel at keeping multiple balls in the air by allowing their team to do their job freely. They do not micromanage. Chais Conductor offices tend to look disheveled or unkempt.

Leadership style no 4: Visionary

Mindset: I’ve found something else for us to try.

Description: Visionaries contribute new ideas and new processes regularly. They love to change the status quo just to see if something else will work. Delegation is a strength of theirs, and the often use it to juggle their many ideas.

 

Leadership style no 5: Sprinter

Mindset: I just did it. Now you should too.

Description: Sprinters need to have extremely motivated teams to keep up with them. They fly through tasks and processes quickly and expect others to keep up. Often they end up performing tasks themselves if they find their teammates to be too inefficient for their liking.

Leadership style no 6: Silent Leader

Mindset: Watch me. I’ll show you.

Description: Silent Leaders are very powerful in their effectiveness. They attract followers simply by conducting business and achieving results the way they usually would on their own. They are neither at one end of the spectrum or the other. They simply do what they came to do, let others see them do it, and move on.

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Entrepreneur Traits | Aaron Sansoni

The One Trait Most Entrepreneurs Need…But Lack!
560 315 Aaron Sansoni

Ask any entrepreneur to describe themselves, and odds are you will hear a wide variety of answers. Driven. Passionate. Responsible. Adaptable. However you probably won’t hear one really important trait entrepreneurs need.

All of these are excellent descriptive terms, worthy of successful entrepreneurs across all facets of the business world. And yet, something is missing. There is one word you probably won’t hear, but should. A single, key trait that can mean the difference between immense success and imminent failure. That key trait is naivete, and it can often be found in first-stage stories of entrepreneurs everywhere.

One trait entrepreneurs need, but don’t always have

Naivete does not refer to a “lack of experience, wisdom, or judgment,” as Google Dictionary defines it, but merely a tendency to see slightly less than the entire picture.

It is this blatant naivete that helps release entrepreneurs from their real world shackles and chains, giving them the time and ability to dwell a little longer in their own headspace where anything is possible. No obstacle is insurmountable. No detail too minuscule. In a naive mind, each and every aspect of a business venture is, at the very least, achievable, as long as you put in the effort.

“The true entrepreneur (or the true intrapreneur, for that matter) is almost always characterized by an inability to see negatives, a certain blindness to obstacles, a disregard for barriers,” says Forbes Contributor Henry Doss.

Sometimes it means neglecting to ascertain the full scope of sheer work required to accomplish a particular goal. Other times it might mean operating without acknowledging the negative voices. In both cases, naivete suppresses a few small parts of an otherwise overwhelming picture, thus making it seem more attainable.

Naivite on the entrepreneurial journey

It is important to note that naivete does not necessarily require unrealistic expectations or disconcerting amounts of optimism. In fact, many entrepreneurs are acutely aware that their journey will not be easy. Some even experience work-related meltdowns once they fully comprehend the epicness of their inevitable to-do lists. But, it is blissful naivete that coaxes them to persist. It is the reason they can keep on going.

A naive entrepreneur cannot quit for the simple reason that, in their mind, they cannot fail.

Aaron Sansoni, the new breed of selling superstar, is an international speaker, best-selling author and recent nominee for Ernst & Young Entrepreneur of the Year 2016 & Australian of the Year 2017

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Components of a Strong Personal Brand | Aaron Sansoni

Three Key Components of a Strong Personal Brand
560 315 Aaron Sansoni

Every company wants a strong personal brand. Whether you are working as a solo sales dynamo or as a member of a colossal corporation, chances are that you are already a part of the company brand.

So how do you build on it and make it strong?

Any company can create a brand by choosing a few select colors, a name, and a product or service. That’s all it takes. In order to be considered well-branded, however, requires a bit more commitment and effort.

Strong brands should exhibit exactly three things: authority, expertise, and trust. Each of these three key components relates seamlessly to the others. They are needed to create a brand that consumers know, love and, most importantly, recommend.

Authority

Brand authority is a somewhat ambiguous term. This is because authority encompasses both expertise and trust. In fact, it is impossible to build authority without them. It is a well-balanced combination of the two that encourages consumers to place your brand’s knowledge above that of other brands.

Authority is not something you can create on your own. You must earn it. And you go about doing that by focusing on demonstrating relevant expertise and building consumer trust in your brand.

Expertise

Expertise is perhaps the easier component when building a strong personal brand. That is because it’s the only component you have complete control over.

Positioning yourself as a knowledgeable expert on your product or service shows you have done your due diligence before offering your service.

Studies conducted by Dr. Marshall Fisher of the Wharton School of Business indicate that expert advice is a top driver of sales. If your consumers believe you to be an expert, and if your brand has actively engaged in educating potential clientele about your field of expertise as it pertains to your product or service, then they are likely to trust your recommendations when it comes time to make decisions that affect your bottom dollar.

Trust

Like authority, trust cannot be demanded or bought, but it can be earned. You can build trust in your brand by remaining accessible, consistent, honest, reliable, and valuable. Showing your potential clients helpful, consistent messaging over extended periods of time is a good way to start earning the trust required to build a strong personal brand.

Although each of these three components can be measured on its own it is best to think of them as a cohesive group, as you will need to master all of them to be considered well-branded.

Aaron Sansoni is a best-selling author, international speaker, investor, and recent nominee for Australian of the Year and Entrepreneur of the Year.

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Obligation Mindset | Aaron Sansoni, Sales King

You Have To: Why The Obligation Mindset Is Non-Negotiable
560 315 Aaron Sansoni

Obligation is a word riddled with negative connotations. For entrepreneurs and managers, however, it is a word that should be undeniably linked to every aspect of their title. The obligation mindset is a necessity.

There are two types of obligation that should occupy the minds of successful leaders everywhere. The first is the obligation to perform. The second is the obligation to share.

Obligation to perform

This is perhaps the most obvious form of entrepreneurial obligation: the requirement to perform. As an entrepreneur or manager, your team is constantly watching for you to set the bar in terms of expectations.

It is your responsibility to conduct business the way you want to see it conducted across your company. Complete your tasks on time. Communicate efficiently and effectively. Continuously chisel at your task list to illustrate the proper work ethic, drive, and output. There can be no doubt about what you expect of your team if you show them firsthand.

“I feel an overwhelming obligation,” says entrepreneur Rand Fishkin, “to someday, somehow live up to my own standards.”

Obligation to share

The second, perhaps more rare, type of obligation encountered by entrepreneurs and managers is the obligation to share. It is typically categorized by the need to ensure your business ventures survive beyond the term of your capabilities.

How long would your business last if you were not around to help run it? Sharing your expertise is a good way to ensure that your team is well-prepared should you require an extended or permanent absence.

Sometimes the obligation to share can expand into benevolent realms. For example, you might feel obligated to share your secrets for success with others that exhibit similar levels of ambition and passion. This “Life by Design” form of obligation stems from a strong desire to help like-minded individuals meet and exceed their own personal goals, which often results in a rewarding feeling for both you and them.

When the obligation mindset is absent

No one is obligated to adopt the obligation mindset. So what happens if individuals in leadership roles don’t embrace this sometimes unpleasant feeling of responsibility?

Nothing will change at first. In fact, nothing may change at all. Employees may continue to perform the way they always have. Company standards may remain as incomplete as they were when you first began your journey.

Worst of all? No one will be capable of ensuring your company prospers after you are gone. You may be able to achieve short-term success by refusing to share your methods with those around you, but your business goals and level of personal satisfaction will surely suffer in the long-run if you neglect your obligation to teach others what you know.

Aaron Sansoni, the new breed of selling superstar, is an international speaker, best-selling author and recent nominee for Ernst & Young Entrepreneur of the Year 2016 & Australian of the Year 2017.

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