THE POWER OF THE MINIMUM EFFECTIVE DOSE

It’s easy for me to overdo things. I know, shocker. What can I say? I like getting things done. But the problem is that when I overdo, I underperform. We need to get to the bare essential of the bare essential.

For people driven to achieve, it’s a common trap. Even if we pare things down to the essentials, we can plow so deep into those that we’re just wasting our efforts, even while we think we’re making headway.

Instead of being satisfied with an effective level of engagement, we go over the top. It might be exciting at first, but it’s not sustainable and will actually set us back.

I’m all for playing full out, but if you play full out on everything at all times, you’ll just burn out. - or lose heart.

• We want to boost sales but wear out our audience.
• We want to lose weight but overdo it at the gym.
• We want to build our platforms but flame out from overposting.
• We want to improve our pace but get injured from overtraining.

So we quit, and I’m sure we can all think of other examples from our lives where we’ve done that. All our productivity was really counter productivity. We need to get to the bare essential of the bare essential.

In the book The 4-Hour Body, Tim Ferriss uses the concept of the minimum effective dose, the MED. He defines it as “the smallest dose that will produce the desired outcome.”

He applies the MED primarily to fitness, but it’s a useful concept in a lot of other areas. It’s a good way to fight back the temptation to overdo something. "Anything beyond the MED is wasteful,” he says, offering this example:

"To boil water, the MED is 212oF (100oC) at standard air pressure. Boiled is boiled. Higher temperatures will not make it “more boiled.” Higher temperatures just consume more resources that could be used for something else more productive".

It’s a good example because we’ve all boiled water. We know what the minimum effective dose looks like and how pointless it is to try for more.

The problem is that we also know at exactly what temperature water boils. Our work, fitness, and other areas of life don’t have set levels so we have to experiment to find them. But it’s worth it.

I used to recommend blogging five times a week. For some time now I’ve blogged once or twice a week and have seen the same level of reader growth. By cutting back the frequency I freed myself up to do other things.

Your MED is probably different than mine. But your MED might also be less than what you’re doing right now. Wouldn’t you like to save that time and energy for something else? To make progress on the things that matter most, we can’t afford losing ground by trying to do too much, even if we’re trying to do the right things.

What’s one activity you could reduce by half and still get the desired results?

FOUR REVOLUTIONARY LEADERSHIP TACTICS

When we think of leaders from America’s revolutionary era, our minds jump to military commanders like George Washington, political organizers like Samuel Adams, and rousing orators like Patrick Henry. In the hierarchy of the Revolution, these men stand atop the loftiest rungs. For good reason!

These men accomplished amazing feats against incredible odds. But they could not have done it alone. Like executives in a successful company, they required the service and sacrifice of others to achieve their goals. They required effective lieutenants, like Paul Revere.

Everyone knows Revere for his famous ride. Most are, however, unaware of the vital “midlevel” leadership roles and functions that he played in the buildup to Independence. In researching his life for The Revolutionary Paul Revere, I found four tactics that made Revere indispensable to leaders revolutionary efforts - tactics that can also make you indispensable in your organization.

1. Take the Initiative

Revere was a blue collar guy, an artisan. Unlike other revolutionary leaders like John Adams or John Hancock, he received a minimal education and was entitled to none of life’s higher stations in colonial Boston, his hometown. That didn’t stop him from serving the cause. He led from where he was.

A goldsmith by trade, Revere led where he was able. One example: During the British military occupation of Boston following the Tea Party, who helped to organize a spy ring of workaday patriots to keep tabs on the redcoats and their commanders? None other than Revere - repairman of silverware by day, cloak-and-dagger coordinator by night.

Anyone can fill time and work a to-do list. Taking the initiative to lead is what sets apart someone truly valuable to an organization.

2. Leverage Your Strengths

Everyone brings unique talents to their situations, because everyone’s unique. The trick is in leveraging those strengths. Revere was a sociable fellow; he joined several different local clubs and associations and could regularly be found in the taproom of the Salutation or Green Dragon taverns. Connectedness was one of Revere’s strengths. So he used it.

Historian David Hackett Fischer sorted the membership lists of seven different Boston political groups and associations. He found 255 members in all, of whom 94.1 percent were in just one or two groups. And at the other end of the spectrum? Only Revere and his friend Joseph Warren belonged to more than four groups - in fact, each was a member of five different groups. Revere’s network made him useful as someone who could link disparate revolutionary parties, and his connectedness applied in other areas as well, including his role as an express rider.

Whatever your unique strengths, leveraging them in a leadership capacity increases your worth to your organization, especially if you excel at the third tactic.

3. Be Reliable

When Sam Adams needed someone to send word to New York that Boston patriots had just dumped several hundred crates of tea in Boston Harbor, he sent Revere, who was also one of the likely participants in the destruction of the tea.

That was 1773. He served as an express rider through start of the war in 1775. In one of countless messages Revere carried to New York during this period, Boston patriot Thomas Young referred to Revere as “Steady, vigorous, sensible, and persevering.” Whether it was riding express or printing money or casting cannons or even figuring out how to manufacture gunpowder, Revere was tapped time and again because patriot higher-ups could count on him to get the job done, whatever it was and even if he’d never done it before, which oftentimes he had not.

That last fact highlights Revere’s strength at creative problem solving, something he reliably leveraged every day. It’s also one area that every leader at any level in an organization should cultivate.

4. Cultivate Creativity

Human creativity is life’s only truly renewable resource. The more you use it, the more you get. In his business life, Revere was constantly creating and developing new methods, fresh approaches, and ingenious applications. He transferred that facility into the patriot movement. Whether it was unknotting technological problems for the patriots or coordinating communications, Revere reaffirmed his value at every turn.

Take the ride for which he’s famous. Revere realized that if the British were to seize the powder stores at Concord, they might try to lock down Boston to prevent any word about the assault from spreading. Revere’s job was to spread the news, so coming home through Charlestown several days before his fabled ride and the Battle of Lexington and Concord, he contrived the one-and-two lamp signal from North Church tower. That way if he were unable to get back to Charlestown, the patriots there could still get the news and spread the alarm.

Revere’s fears proved true. When the Brits did move, they seized almost every boat in town and placed sentries along the roads. Revere was able to get out by one of the few undiscovered boats, but the people in Charlestown already knew about the troops when Revere arrived because he’d charged someone with hanging the lights in the tower. The solution worked.

If it’s true that most of a leader’s job involves problem solving, then one of the most important things you can do as a leader is to follow Revere and cultivate creativity in the endeavor.

Does this approach to leadership inspire you as you think about your unique position and opportunities?

CUT THE AMOUNT OF EMAIL RECEIVED BY 85% IN LESS THAN A WEEK

Lousy communications is one of the biggest challenges any team faces. I can’t tell you how many times I’ve lost files, even whole conversation threads, in emails. And no one likes triaging an inbox, even with a good system. So what if we had a better solution?

We do, thanks to a team of online video game developers. After pulling the plug on an unsuccessful multiplayer game, the developers at Tiny Speck Inc. - now called Slack - turned their attention to fixing the communications problems that undermined their own efforts. And I’m glad they did.

We all know that email is out-of-control. I have a public email address and a private one, and even the private account used to get unwieldy. When I dug deeper into the problem recently, I discovered 87% of my messages were related to team communications. I don’t know about you, but I love emails for what they do well - it’s just that team communication isn’t one of those things.

We’ve all felt the frustration of trying to keep up with complicated, disorganized email conversations, or the panic of lost files. We’ve all tried unsuccessfully using our inbox as a staging ground, workspace, to-do list, and so on. Worse, as email gets crazier on us, we try other solutions to cope - instant messaging, chatrooms, project management apps - which have benefits of their own but which also fragment our discussions and workflow even further. Pretty soon it’s all like some overgrown tangle of weeds.

What to do? Pat Flynn, a digital marketing entrepreneur has the answer. He suggests we try Slack, a communications and workflow app he’s been using for a few months now. The concept is simple. It folds together all the functionality of email, instant messaging, file sharing, and more into one system that’s actually fun to use. Instead of team communication about your projects and initiatives mixed up with random messages from friends, unrelated requests from clients, and funny cat memes from your aunt, you can keep it all separate. Even better, it’s highly searchable and fully integrated with your mobile devices.

You can set up conversations (“channels”) around certain projects or interests and keep all relevant parties on the team updated, swap and store files, even message team members individually as needed.

Think of it this way: Email is like a phone call to someone in another building. Slack is like a conversation with someone in the same room. The first is great for folks outside your team, but the other is ideal for the collaborative communication teams need to succeed - especially if everyone is working remotely.

My Experience So Far

I got my team on board immediately after checking it out. I sent an email saying I wouldn’t respond to emails or texts. If they wanted to reach me, I’d be on Slack. I also sent instructions for joining. Some members were resistant, but it wasn’t along before we were all using it. One told me afterward that if you know how to send a Tweet or a text message, you can be up and running in a few minutes. The result is that my incoming email is now less than 20% what it was, and the communication with my team has improved dramatically.

Right now we have five team members involved in sixteen different channels. The setup was nearly instant and the structure came organically. We have channels for initiatives like webinars and my writing projects, for calendar and event coordination, and even for sharing cute pictures of our kids. We’ve only been using Slack a little while, but the result is a virtual environment that feels like a large, open office with conversations churning on all the stuff that matters most. So far, it’s even been fun.

Five Tips to Get Started

If you want to quickly improve team communication and workflow, Slack is the ticket. Whether your team is already working in an office, or everyone’s virtual, here are five tips to get you started fast and effectively.

1- Keep it direct. Have your team use their first name as their username, unless you have multiple folks with the same first name. The idea is to have a one-name identifier. They can add their full names to their profiles, along with their photos.

2- Keep it tight. Only invite people you interact with on a frequent basis - usually this means your staff, direct reports, or key clients. Email or texting is fine for people outside this circle, but to maximize functionality and efficiency, keep the Slack team tight.

3- Keep it focused. Only set up necessary channels. Use the default “General” until you start seeing a line of messages that should be segregated. Channels can be areas of focus, like administration, calendar, etc., or specific projects, events, conferences.

4- Keep it central. Start pulling all the relevant conversations, files, action plans, and decisions into Slack. It’s all searchable so if you start using it almost exclusively, you’ll have access to most of the key elements of your business within a few clicks and taps.

5- Keep it everywhere. Download Slack to all your devices from the App Store or Google Play. You can use Slack via the browser interface if you want, but I prefer the Mac desktop app. (If you use Windows, you’ll have to use a browser. There is not a dedicated Windows app.) I also use the iOS app on my iPhone and iPad. Everything stays instantly synced between all my devices.

My team and I have nowhere near tapped what’s possible with Slack. It can, for instance, integrate with all sorts of commonly used services like Twitter, Dropbox, and Stripe. You can even use it with services like IFTTT or Zapier to forward emails to it or ingest RSS feeds. We’re just getting started with this.

Like I said at the beginning, email still has its uses - and for some of them email is the best solution. But based on my experience so far, the best way to simultaneously manage your inbox and improve team communication is to save email for outside communication and use Slack for everything in house.

What’s the most frustrating communications or workflow problem you and your team face?

WHY YOU SHOULD FLUSH 90% OF YOUR TO-DO LIST DOWN THE TOILET?

It’s easy to confuse abundance with blessing, especially in our work life. But sometimes abundance is just another word for burden. And it’s crucial for our success and satisfaction that we learn to spot the difference.

More opportunities cross my desk every day than I can manage, and I bet it’s the same for you, even if you don’t always realize it. We face a constant temptation in life to take on more than we can handle. We just don’t have the bandwidth. But it’s hard to let an opportunity go, isn’t it? 

Dismantling the "yes bomb"

Each invitation, pitch, and request feels special, seems flattering, and promises more money, fun, or significance than we currently have. It’s just too good to pass up, we rationalize - forgetting that we’ve already excused several other yeses using the very same logic. It’s even harder to reject demands from employers, clients, and others, even when we know we can’t manage them all.

We figure we’ll have to squeeze the new demand into the margin someplace, unaware that all our yeses are building a bomb that will eventually make casualties of our health, job performance, family life, and more. “There are far more activities and opportunities in the world than we have time and resources to invest in, and although many of them may be good, or even very good, the fact is that most are trivial and few are vital” says Greg McKeown in his new book Essentialism: The Disciplined Pursuit of Less.

That’s the crucial difference between blessing and burden. We can fill our time with very good things and end up saddled, straddled, and stressed. That’s because good things might still be trivial. As McKeown shows, Essentialism is a lifestyle focused on discerning the difference between the “many trivial” and the “vital few.” Essentialists are committed to the vital few in every circumstance they can manage.

The benefits include not only lower stress, but the satisfaction of developing real excellence and making a vital contribution through our callings. McKeown numbers seven realities every essentialist knows:

1. The power of choice. When we forget we have the power of choice, we allow others to determine what fills our time instead of ourselves. Essentialists remain empowered by choice to determine what they do and don’t do with their time.

2. The momentum of focus. For every ten things Nonessentialists do, Essentialists do one. Instead of diffusing their energy, they focus it and gain momentum to make more impact than they otherwise could. When we complain about being “spread too thin” at work, this is a sure sign we need to shed tasks and train our focus.

3. The importance of tradeoffs. To do one thing is to miss out on others - and maybe even essential things. The more we commit to doing, the more strained our schedules for the the things that are truly important, including family, rest, and play. Essentialists weigh every opportunity against the potential tradeoffs.

4. The value of extreme criteria. Essentialists don’t consider the minimum requirements for a yes. They use extreme criteria: Is this exactly what I want? I’m I ideal for this opportunity? As McKeown says, “If it isn’t a clear yes, then it’s a clear no.”

5. The role of the journalist. The role of a journalist is not to regurgitate facts, but to explain the meaning of those facts. Essentialists act as journalists of their own experience. Instead of allowing others to determine what matters and why, Essentialists make that determination for themselves.

6. The power of clarity. According to McKeown, Essentialists pass on about 90 percent of opportunities. If we are clear on what we do, we can filter out a thousand things we shouldn’t. To gain this clarity requires asking hard questions, making difficult tradeoffs, and exercising self-discipline. And Essentialists know it’s totally worth investing in the 10 percent of opportunities that make sense for them.

7. The liberating possibility of no. Saying no to the many trivial requests, Essentialists are really saying yes to what matters most in their lives: their faith, their family, their health, their calling.

To be successful, satisfied, fulfilled people, according to McKeown, we need to save our energy and creativity for just a few essential opportunities and pass on all the rest. That will mean some hard choices, but we’re tricking ourselves to think burdening ourselves with superfluous yeses will make our life more comfortable. We’ll just shortchange the important activities and people in our lives.

What’s truly essential in your life right now and what extraneous activities do you need to limit today? 

WHY YOU SHOULDN’T BOTHER MAKING NEW YEAR’S RESOLUTIONS!

New Year’s resolutions are as old as time, but that doesn’t mean they’re very effective.

About billions usually make New Year’s resolutions, and another 50 million sometimes do, according to research by the University of Michigan.

The same research says most can of us stick it out a few weeks, but after six months fewer than half are still going. Only 8% of us are actually successful. Some industries even count on us giving up. Fitness centers, for instance, sell year-long contracts knowing most of us won’t actually show up more than a few times. Their business model depends on most members getting distracted, overwhelmed, or uninterested.

This is about much more than numbers, of course. It’s about people’s dreams. Most New Year’s resolutions are about health, wealth, relationships, or personal development. In other words, they’re about the kind of things that matter most to us.

I’m sure you have your own personal stories of starting the New Year strong only to get busy, fall behind, and eventually lose motivation. It’s happened to me. And it’s exactly why I don’t bother making New Year’s resolutions anymore, at least not the usual kind.

How to make resolutions that really stick

Some dreams are just too important to entrust to a faulty system. Instead, I utilize a proven goal-setting process that incorporates safeguards for many of the things that cause typical resolutions to fail. It’s taken me years to develop this process, and I’ve seen it work not only in my own life, but also in the lives of countless people with whom I’ve shared it.

Some people will say that the best way to make our resolutions stick is to only pick one or two for the year. But that’s leaving too much on the table for me, and probably a lot of you too. We’re talking about the things that matter most, right? Why leave so many things undone and miss so many opportunities to grow? Instead of cutting back, we just need to bone up on a system that actually works.

Life’s too short for typical New Year’s resolutions that are almost guaranteed to fail. It’s time to make progress toward the things that matter most.

WHAT I'VE LEARNED FROM THIS YEAR’S FAILURES

People often look at my success and assume I haven’t had any failures. Excuse me while I laugh. Have you seen my recent blooper reel?

The truth is that I have experienced plenty of failure, and many are a lot worse than a flubbed line. I just don’t usually publicize them.

Here are three failures, just from this year:

1- Batch releasing my posts - I thought people would love this. They could binge-listen to my show, just like Netflix, right? As it turns out, not so much. Yes, I had a few hundred fans do this, but it’s barely worth the effort. I doubt it is something I will continue.

2- Best Year Ever launch video - I use one of the best video app on the planet. But sometimes you have no time to launch video for 10 days or more. Just the same with my posts.

3- Best Year Ever Leaders Edition - My overall launch has been hugely successful. I literally have doubled my services from last year. However, one piece never got off the ground at all.

I shot three videos for a special Leaders Edition, but I wasn’t happy with the results, so I scrapped them. I then rebuilt the entire course from the ground up, but I still wasn’t happy with the final product, so I scrapped that, too.

Then were dozens of other mistakes, too, most of which I recovered from. But still, across the board, these mistakes represented a significant negative impact on my business - not only in expense and burden on my team, but also in lost revenue.

If you’ve ever had a product slip or not ship at all, you know what a massive face-palm it can be. But still, in spite of these failures - or maybe because of them - I've managed to double my revenues and profit for the year.

But while failure, mistakes, and bloopers are inevitable for all of us, we can choose to respond in ways that help us on the road to success. Here are six steps for making sure your failures move you forward.

1- Acknowledge the failure - There’s no point avoiding the obvious. The first step for processing failure is to admit our initiative, product, or promotion just didn’t work. We have to be willing to say, “Now that was a failure”. Rather than defending it, there’s enormous freedom in simply declaring it.

2- Take responsibility for it - More then merely acknowledging it, we need to own up to our part in the failure. Blaming outside forces, including other people, might cushion the blow to our ego, but it won’t let us get beyond what went wrong or what was missing. More importantly, it won’t move us forward.

3- Mourn it (if necessary) - Some mistakes are simple things we can blow off - like thirty-seven takes on a simple video. (I’m not making that up.) But others are major emotional letdowns. There’s nothing wrong with being real in the midst of a disappointment. Grieving is often a natural part of helping us get beyond a setback.

4- Learn from it - Once we’ve faced our failures for what they are, we can begin to analyze them for what went wrong and why. There’s learning in the middle of every letdown. For example, I’ve gone over the Leaders Edition failure in my head a dozen times and now see several things I will do differently next year. I can hardly wait to get started!

5- Adjust your behavior - Learning leads to action. Whether it’s retrying a video take in a different way or reworking a major product, once we learn from our mistakes we can act in ways that minimize or even leapfrog those problems going forward. In this sense failure always serves to make us better - if we allow it.

6- Enter into the next project - Failure is part of life. But so is success. It just takes working through our setbacks and staying on the path. A process like this can reframe our failures so we see them as practice - and even the vital preparation - for success. So what are you waiting for? Like I say in the blooper reel, a lot, “Let’s try that again”.

Failure is inevitable, but we can choose to respond in ways that accelerate our journey to success. In other words, if at first you don’t succeed … you’re normal. But - and this is big - we don’t have to be defined by our failures. We can work through them, get past them, and let them fuel our eventual success.

What setbacks have you experienced recently and what have you learned from them?

HOW TO BLOG IF YOU DON’T HAVE TIME?

If you want your message to reach the maximum number of people, a blog is hands down the best means I know. But who’s got time?

It doesn’t matter if I’m speaking with someone just starting to blog or someone who’s been building their platform for a few years, the first struggle people face is finding enough time in the day to do it. Maybe you can identify. I definitely can. In fact there have been times I’ve wondered if I even have what it takes to keep up the pace with any sort of consistency, but I’ve found seven strategies that help me make and maximize my time for blogging.

1- I Own My Schedule

This is foundational. Nobody has more time than anyone else. We just have different commitments and demands on the time we have. The important thing to remember is that we have agency when it comes those commitments and demands. We don’t find time so much as we make it. It’s not accidental. It takes intentionality, determination, and the willingness to make tradeoffs. That means I have to take responsibility for my time. If I don’t prioritize my life, as Greg McKeown says in Essentialism, “someone else will.”

2- I Set My Schedule

Armed with this determination, I act on the responsibility by setting my schedule. I cordon off time in my week to work on my blog. Whatever the activity, the principle is the same: what gets scheduled gets done. I’ve tried different things, but right now I’m working in concentrated periods on more posts. I’ve done it differently in the past, and will probably switch things up again. The point is that I carve out dedicated time to work. If I relied on fitting things into a few unclaimed hours each week, you’d only have something to read about once a month from me.

3- I Use a Timer

One of the world’s greatest productivity tools is a deadline - and that goes for micro deadlines like setting a timer for writing. If I have ninety minutes in which to finish a post, I set myself an alarm and work as intently as possible toward that goal. Part of owning our schedules is making them work for us, and setting a timer forces me to stay focused, get to the point, and keep the schedule I’ve set for myself.

4- I Write

I know, it sounds obvious, but do you know how much time I don’t actually write in the time I have set aside for writing if I’m not careful? The humorist, P.J. O’Rourke, has a funny passage about this. And plenty of other professionals say the same.

“Let me tell you about writers,” says John Podhoretz. “Writers sit. Then, after a while, they stand. They pace. They sit again. Sometimes, they talk on their telephone. Or they surf the Internet. At some point, they generate words.”

Here’s the truth: it’s hard to stay focused and write. While coaching another writer, Flannery O’Connor said she thought the person spent too much time reading during their writing time. And of course research, social media, even fiddling around with formatting can slow us down. Now when I write, I write, at least when I’m being good. I try to have all my research ready to go when I start, and I learned to stay drilled in on the work.

5- I Stay Close to My Subject

I read somewhere that writing is like wrangling a horse. No matter how well you did yesterday, you have to saddle it again today if you want to ride. The trick is not letting the horse get too far from you. I try to stay as close as I can to my audience and the topics I cover. I’m thinking, talking, reading about them all the time. The benefit is that when I sit down to write my head is already in the right space. The horse is already saddled and ready to go.

6- I Keep a Notebook

Part of staying close to my subject is keeping my subject close to me. I have a notebook where I keep research, quotes, post ideas, anything that will keep me present to the work. I never have to work from scratch because I can always pick up an idea and get started.

7- I Use a Template

I’ve identified the key elements needed in most of my posts. That list has become a template that offers me a simple, straightforward guideline as I get started. I’ve written about my blog template before, and you can read more about it here. But the big idea is that there’s no point wasting time reinventing the wheel if you don’t need to. I don’t, and the template has saved me countless hours over the years now.

We all know that blogging consistently is crucial for building our platforms. The questions to ask yourself are: how much influence do you want to have and how far to do you want your message to go? If you get connected to what’s a stake, it makes the decision to blog consistently a no-brainer, and it doesn’t have to be torture. Like anything, it just takes commitment and a little help from a good system.

What are the biggest obstacles you face to blogging consistently? Tell me!

 

WHAT SEPARATES THE SUCCESSFUL FROM THE UNSUCCESSFUL

People often ask me how I’ve been able to build a successful business that’s that has survived two big crises and has been steadily for the last 11 years.

I had similar wins in the corporate world. I was able to set some audacious goals and beat them again and again. This has been a pattern for me professionally, but I have a secret: I’ve never assumed I could do it on my own. So how have I done it?

Here’s the answer: I always invest in the best training I can get my hands on. As far as I can tell, that’s the main thing that separates the successful from the unsuccessful. It’s how I’ve been able to consistently grow both my leadership and my business.

I stress the word invest. I’ve utilized plenty of free resources over the years, and there is some amazing help to discover in something as cheap as a ten dollar ebook. But the real jumps have been when I’ve matched the money to the momentum I expected to achieve.

You get what you pay for

There’s nothing magic about a price tag, but there’s also truth in the old adage that you get what you pay for. I have paid hundreds of dollars for conferences, consultants, coaches, and online courses over the years and without exception these investments have been the catalysts for breakthroughs in my business.

One reason is that the cost demands my full engagement. I’m not about to waste my hard-earned money. But that’s not the main reason. It’s not even the second or third.

What we don’t know

Most of us experience those times when we want to get to another, better place. It could be in our professional or personal life. Regardless of what it is, we feel like we’ve plateaued and we don’t know how to get to the next level. It feels like we don’t know how because - are you ready for this? - we don’t know! We all have certain insights and skills that have gotten us to where we are. But those insights and skills may not be enough to go beyond.

I’m not going to improve my swimming until I know what improvement looks like. In the same way, I’m not going to grow my business until I know what to do differently than I’m doing now. That’s where premium training comes in. It’s an infusion of information that you can leverage to go to the next level.

3 Reasons to fund four own success

The right training may cost you. In fact it probably will, and it might cost you a lot. But I think there are three key reasons we have to be willing to invest in ourselves:

1- Mindset - We know what we know, and it’s not always enough. That’s not only true for the bare facts and data we need to learn, but it’s also true for the different frames of mind, the different angles, that we can’t just generate on our own.

2- Strategy - There are two ways to learn winning strategies: We can get it by trial and error - usually lots of error - or we can have someone else give us the inside scoop, saving us tons of time and effort. Even if it costs us money in the meantime, if it’s the right information, it’ll save us that in the long run too.

3- Skills - Sometimes the most important thing we need to learn to go to the next level is a simple skill set. Ballroom dancing is great example. So is time management and the kind of productivity hacks that lop ten hours off your workweek. To win in certain areas, you need specialized skills - and you can pay someone to teach you. I’ve always followed this basic assumption, and it’s true for all of us: To be successful, we need teachers, and our success is worth funding.

What have you done and invested to take your business to the next level?