How To Get More Lead Generation | Tips From Jeff Gothelf

How To Get More Lead Generation | Tips From Jeff Gothelf

How To Get More Lead Generation | Tips From Jeff Gothelf

Chris Michael Harris, Executive Producer

If you’re passionate about the subject matter, it shows. 

It’s called forever unemployable because it’s focused on how to build a platform around yourself. You can then establish yourself as a recognized expert and a thought leader in whatever field works for you and ensure that whatever type of business you’re seeking will come to find you instead of you having to go chase it down.

If you’re branding yourself as an expert, you need to understand your industry, and this one thing to know about the social media world is fickle. That’s the whole point. 

The whole purpose is that no matter what gets thrown at you, whether it is a change in the market, a change in the economy, or a pandemic, people would generally feel the level of panic with such a drastic change. It doesn’t affect you as much because you’ve created multiple channels for acquiring these businesses.

What Jeff learned from that is that it focuses on leveraging expertise to establish yourself publicly and broadly in your domain. And then attracting the kind of work opportunities and businesses that you’re looking for will ensure that you stay forever employed no matter what happens.

If you take an entrepreneurial approach to anything that you’re doing, he believes that you can apply this approach to whatever your expertise is.

The different levels of investment for each one of those platforms.

So tweets are femoral, and the pace of which they kind of expire is swift. However, the level of effort you put into a tweet is relatively low, which means that you can fire off a lot of them. And start to see which of them resonates with your target audience. And you can expand that to the next level of investment.

It could be a blog post or a short video or maybe a set of photos on Instagram. The goal is to use the platforms to build an audience and generate evidence that you need to justify further investment in a particular content direction or topic or a channel. 

Jeff doesn’t think spray and pray is a good strategy. Generally speaking, it is like trying something until you’ll eventually like it. 

Take a look and ask these questions:

  • What do you know? 
  • What is your business? 
  • What is your passion? 
  • Where are the intersections of those? 
  • Where are the trends headed?  

There are three facets to a Venn diagram. It’s your experience, expertise, and passions in one circle. The second circle is going to be trends, cultural trends, technological trends, consumer trends, geopolitical, healthcare trends, and those types. And the third is the target market and audience size. So how big is it? And the nexus of those three circles is going to yield a couple of different things for you. 

Now we’ve got a bit more focus. It is not spray and pray. It’s two to three ideas that we think we might go for. The next step then is to figure out which one of these standards is the greatest chance of success? And this is where Jeff take the 20 years of work that he’s done building digital products and services and apply that same philosophy—then determining how to improve himself and his career. 

It’s treating yourself as a product or service with your product or service. And what we’re trying to do is de-risked those ideas that are at the nexus of that Venn diagram.

The way that we do that is by running experiments. Lightweight experiments and then see what sticks. And that’s when we send the tweets, the 500-word blog posts, that three-minute video on LinkedIn, the YouTube short, the guest blog, or the guest podcast appearance over here to see how well the story’s resonating and what kind of response you’re getting to that store.

Wherever you start to see more, no spark, that’s where you begin to double down like that’s where you start to invest more based on evidence.

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Is Your Business Failing? Top Tips From Mike Michalowicz

Is Your Business Failing? Top Tips From Mike Michalowicz

Is Your Business Failing?

Top Tips From

Mike Michalowicz

Chris Michael Harris, Executive Producer


How to Establish the Vital Needs in Your Business? Entrepreneurs don’t know what their challenges are. 

The thesis of this book is that the biggest challenge business owners have is knowing what their biggest challenge is. That is why entrepreneurs need to find the vital need.

The OMEN Process and How/Why it Works

Mike set up a “survival trap”—the concept that he setup in his book. Let me help you illustrate this by following these 3 steps:

  1. Draw the letter A in the center of a piece of paper and that represents is where your businesses is in the moment. It can be crisis or challenged, maybe an opportunity, but for many businesses right now as we’re recording this, it’s crisis or challenge.

2. Draw a line away from A, in any direction you choose. An arrow out from A, the arrow represents an action that you can take that gets you out of crisis. Then draw another arrow away from a button. A different direction and repeat this four or five times. And what this represents is all the different actions you could take that will get you of crisis.

3. Draw the letter B on the bottom left corner and put a circle around that. And what B represents is the vital need. The specific thing your business needs from you right now. And chances are those arrows you drew, few of them, perhaps even none of them are pointing to B, which means you are making decisions in the moment to escape panic. 

Have you heard about the priming effect? 

Well, it is a behavioral tendency to put more considerable significance in what’s happening in the long term consideration. The B is what the business needs from you at present. But you came to consider that you don’t even know how to get there because of another tendency.

Trusting your gut is dangerous, yet it is beneficial in personal survival, BUT they are not linked. 

What you need to do in your business is to evaluate your gut is saying: Does it support the need of your business or not? 

You see, Mike failed about ten businesses before. He lost all of his wealth, and it was a brutal wake-up call for him. He went into depression and tried to resolve it by just saying that he can do anything, and his gut will guide him. 

Both are not true.

We live within our core competency, and we have to match instinct to data. This data doesn’t mean you’re sitting behind the computer all day. Some of them are just yes, no validators.

How to Accept Chaos and Focus on the Main Thing?

It is a fact that in our business, you spread yourself trying to do many things at once. You dilute your ability to doing any one great thing. So to avoid that, the goal is to sequence the great things to sequence the one thing, to nail it, address it, perfect it, and go to the next.

If you’re trying to do multiple things at once, you become a juggler, and it is guaranteed that you won’t make progress. 

The OMEN Process and How/Why it Works

Once you know what B is, and there’s this concept called the business hierarchy of needs that we alluded to, that is the structure. And in business there are five levels of needs:

  1. Sales
  2. Profit 
  3. Order which is efficiency 
  4. Impact 
  5. Legacy

And with a gauge where you are, you need to resolve it the right way. 

An omen is a framework of HOW you resolve something. So once you identify the need, for example, say it is a sales need—converting clients and you don’t have enough conversion. Well, use OMEN.

O – Objective. What’s the objective? 

M – Measurements. Basing on the example that we had, how do you know it’s an improved conversion rate? If you’re aiming to convert five customers per week, but you end up with only one. But there are some other parameters as well. Measure the quality of the client on how much they can spend per week. Like the customer’s spending is going to be at least $10,000, so you’ll need five clients a week, spending $10,000. 

E- Evaluation frequency. How often are we going to evaluate the progress toward our objective? Many small businesses, in particular, set a goal, and then they abandon it. 

The evaluation frequency is the checking of the progress of your objective. Mike calls it the Goldilocks—the just right a setting. For some businesses, checking once a week is adequate. This depends on what you are measuring.

One way to measure is to make it a calendar. So it becomes a tradition of sorts. For conversions, you’re going to check every Friday, and it becomes a calendar and event. You may have accountability for a second party. 

With Mike, it is his accountant, the reason his account is excellent is not that he knows much about my sales, but he pays his accountant for their work. So he doesn’t miss that meeting. But every business is not the same. You must look at it and see when do you achieve data significance? 

So how often do we realistically expect a trigger event? And that is a date of significance, and that’s when we set it. It could be six months for prospecting other ones, and it could be true every second because Amazon measures its conversion by the second. 

For people that work in jobs, every week they submit a report, they take ownership of their specific job responsibilities. And they can see the progress that they’re having on the company. They work for a startup, and maybe they collect their cog in the wheel. Seeing measurable reports within their division gives them something to celebrate because they might not see the top of funnel stuff.

Organizational efficiency is the engagement of employees, which is so critical. A pretty significant discovery Mike feels is that the motivation for employees is not as much the corporate goals or even their responsibilities, like what their goals are as much as their achievements for most employees. So they test stuff out—they call it goal alignment. They set the corporate goal, but then they evaluated what’s every person’s individual personal goals in their lives. Someone wants to buy their first house. Another person wants to learn Spanish. 

What we did is to discover how to align the achievement of their individual goals along with the corporate goal? They measured personal achievements toward the organizational goal. And the engagement has skyrocketed. So, for a target that was hit, employees will be given a bonus. And this got the people excited because it drew them closer to their personal goal or could be that they’re in a wonderful company because they were taken care of. Those components become significant in achieving our goals. 

N – Nurture. The need for flexibility in the objective, the measurement, and the evaluation frequency. When you set parameters of what you want to achieve, and you do it based on the data that’s in front of you. 

But as time progresses, the data changes. To nurture is to go back and check what has to be changed. Is it the business objectives? And nurture is to rely on asking the front line. So if you have employees or virtual help, the people closest to the problem usually have the best solution to the problem. It’s letting them evaluate and make suggestions and even give direction on achieving the objectives that you’ve set or modifying the objectives. 

Photo by Adeolu Eleto on Unsplash

How to Make This New Process “Stick”

The easiest thing you can do in addition to getting the book is you can visit the site that evaluates you.

It takes less than five minutes. And the power is you can assess your business, pinpoint what to work on, work on it, and then you can return and do the evaluation again to pinpoint the next thing. It’s FixThisNet, and there is an evaluation button.

It has no subscription, no download, just take the test, evaluate what you need, and that’s a way to start digesting this because now it’s five-minute chunks of evaluation, pinpointing, and then taking action on your due course and coming back and evaluating again.

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Business Crisis Management Advice During Coronavirus (COVID-19)

Business Crisis Management Advice During Coronavirus (COVID-19)

Entrepreneur Life: A Message to My Younger Self

Chris Michael Harris, Executive Producer


One of the most critical steps that every entrepreneur must take right now is to believe in themselves and their business. If you lack the confidence to go through this crisis, then you’ll most likely fail.

Another step is to sharpen your focus even more. Finetune your business plan in one or two pages.

Make sure to include the details on who your customers are, what do you do for them, and what are the finances of your business. It’s also important to include details on who pays what for how much for how long and how much do you make?

Simplifying your business plan, even more, will keep you busy at least for two weeks.

For entrepreneurs who are building their business online, you have to be transparent. Otherwise, your audience will see right through you.

Bill was vulnerable with his clients, and most of the time, they will offer something that they’re vulnerable about in return.

However, at what level of vulnerability should be expressed when somebody runs a local business and can’t be opened during this challenging time?

In a business-to-customer (B2C) environment, you should go all out, especially if you’re appealing.

In a business-to-business (B2B) environment, it’s quite different. Competitors could pick up your vulnerability, and customers might misunderstand it, so engage in recurring revenue contracts. Check-in via phone or video call.

Deepen your relationship with your clients. People are going to establish a more deeply rooted affinity for your service if they felt they were with you during their time of need.

How to let customers know you are
experiencing a crisis

Learn to disassociate your ego like saying no to a customer. Just because a customer asked for it doesn’t mean you should do it. To say no is an excellent problem to have.

Everybody has a more significant business, for instance, Musk versus Bill Gates’ value. It’s more than enough. You could always find somebody bigger, better, faster, richer. We all have some friends that are wildly successful financially. Are they wildly successful in life? There’s no correlation.

Choose to live every day and love it. And not work too much. So the ego is something that can be dangerous. It can be in confidence.

Focus on profitability, not popularity, because a lot of the people that look popular online. So, change the lens by which we’ve used successfully and who we measure ourselves up against.

What are your personal core values? Being aware of those is essential and helpful in growing your business.

How do you compare your values to your competitors?

To have no competitors means you don’t have a business. You’re in the wrong industry. You can look up to your competitors, try to catch them, and lead them in some areas. That’s the strategy part of that trilogy.

What are your personal core values, and are you giving up any of those for this business? And if the answer is yes, then change the business.

If you have a job, you should probably find a different job if it’s impinging on your core values. And for you to live your life according to your values, you have to compromise. Like have a bigger team and give up some of the income or some the asset value to do it. That’s a fair trade-off.

How to navigate debt in a crisis

Have the leverage in that equation. Debts will be coming after you, and you have that ability to say, I can’t, but you offer what you can do and kind of work with them.

Figure out how to deal with those credit card debts and ignore the collectors. Go right to the source who owes you the money.

I am assuming that it’s about debt collections and loud noises or loud disguises. When someone demands something, pause for two seconds and then say, how am I supposed to do that?

People don’t like hearing no, but by saying, how am I supposed to do that?

You give an impression that you want to pay, but you lack the fund, and you don’t even know if the business will still be here for a year. Walk them through the whole scenario.

Whether or not you were liable for it. It’s almost to the point people get so loud that it can be emotionally daunting.

People act irrationally, and collectors might’ve bought the debt for 5 cents on the dollar, and they just want six. They’re not going to tell you that. If you say, this is all I have—the last resort.

If you haven’t done anything wrong, you have nothing to worry about. The business notes are very aggressive. They’ll threaten to trash your reputation, which is illegal, then do a settlement agreement.

Photo by Andrew Neel on Unsplash

The importance of coaches, mentors, peers in a crisis

Find somebody that can provide mentorship that has wisdom beyond your years.

Having a mentor who believes in you like the person and the entrepreneur and that you would find success again will set you free from the feeling of being trapped.

Open up and acknowledge that there needs to be changed in your life to be better. Succeed in changing the things that need to be replaced.

Also, peers can help you in times of need. When Bill woke up from his skiing accident, the peer group that he was in was with him.

They walked him through his ordeal, his divorce, but he was also with his peers when they rang the bell of the stock exchange. They did a lot of profound things together with people he doesn’t compete with. Business is business.

Managing Capital in a Crisis

You have to grow our business and then deal with whatever capital means are available. As entrepreneurs, our jobs are people, strategy, and cash. If you pull out one of those legs, the business falls.

Now is an excellent time to decide whether or not you should pull the plug on your business.

How can you move the business forward?

Stop reading the news. Even if there wasn’t a pandemic going on, stop reading it. 

Stop reading economic news for your market. Customers are facing things but just stop reading the rhetoric. It doesn’t matter which side of the aisle. It’s all negative. Please don’t give it that energy.

Focus on what avenues you have to get your business there. 

It does not matter if the company is not significant, as long as you know the exact problem you’re solving. What’re one or two levers that the customer wants the most? And how can you double down on those? 

If you can’t, maybe you shouldn’t double down, but if you can, then go all in. 

Managing Family Dynamics in a Crisis

Share your business woes with your spouse or partner because if you don’t, it will bother you for a long time.

I went through some difficult times in my business, and my wife, Kim, was there for me. She also started a business, and we made it work together.

Put your ego aside because you won’t know if you’re going to have any money next month until you reach out and ask for help.

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Productive Day In My Life

Productive Day In My Life

Productive Day
In My Life

Chris Michael Harris, Executive Producer


Setting boundaries are the greatest gift that you can give yourself as an entrepreneur. Boundaries are freedom.

So we often think if we’ll create the business and then we’ll be free. What usually happens is that we work a lot harder for a lot less return initially upfront. 

When we get to the point where you’re scaling in your business, that’s a different story. But Theresa thinks we use the drive and excuses of, “if I don’t do it, who else is going to do it, “or “nobody’s going to do it the way I will” because that perfectionism gets in the way and we think everything has to be just right. 

We don’t set any boundaries. Therefore every opportunity looks like an excellent opportunity. We don’t say no to anything. So, we take action all over the place, but there’s often not a target we’re trying to hit. 

What does success look like?

“I’ll be successful when.” , “I’ll be happy when.” And it’s never, “I’ll be happy now” and “enjoy what I have now” because that was the most significant part of the struggles that

Theresa was having in her own business. And that what she finds with her clients and with other entrepreneurs that she speaks with is that they’re so focused on the next thing that they don’t enjoy what they’re going through right now. 

When you’re always looking ahead, you never appreciate how much you’ve actually grown.

So if you take a minute and just stop and take a breath when you’re feeling frustrated, or you know, if you just worked a little harder, maybe you could get over that hump that you’ve been trying to get. You could just hit that, that revenue goal, that dollar amount.

We don’t look back when we’ve missed the target. We don’t look back and say, “look how far I’ve come.” And we don’t take time to celebrate those things. And that’s critical to helping you a boost to move forward when you’re in challenging times, also giving yourself permission to like fall flat on your face and look and say, “what lessons can I learn from this? What can I do differently?” It goes deeper than that. That feeling that you always need to prove yourself internalizes too.

“I’m not good enough.”

Therefore, how can you prove you’re good enough? Money is one of those ways. There are quite a few people whose motivators are money. It’s great that you’ve been able to make it work.

Several entrepreneurs can’t quite get there because they’re so focused on the money. They can’t see anything else. And therefore they’re missing the mark constantly. So there’s that dynamic as well.

When you’re stuck in the “I’m not good enough.” You’re holding yourself back even if you made it to seven figures.

If you got rid of that and you just did the work on its own merit because you enjoyed what you were doing and were happy in your life, how much more success could you have?

Of course, success looks different for other people. Sometimes you can see a new path because the right mentors come into your life, or there’s somebody that you admire that it seems like they’re happier than you are.

With super high achievers, it comes down to like control and then accepting that not everything you control is a myth.

We’re actually in control of very little.

It’s really about being honest with yourself, the most critical thing that we can do for ourselves as entrepreneurs is give ourselves time to think, create space. That’s a big part of productivity. That’s where it starts creating open space to just think, “am I where I want to be? Is this what I want life to look like?”

It takes the amount of a certain amount of courage to spend time thinking and looking inward because e always look for the answers outside of ourselves, and the answers start inside, and it starts with you, and what you want to create for yourself. And then all the other circumstances will begin to change around you, but it doesn’t come overnight. 

Theresa’s journey took years. It didn’t start in a snap because that never works.

When we try to change too many things at a time, we fall flat on our faces. It begins with one small change at a time. And it’s just like the 1% that you can change and tweak and do better, but it starts on the inside.

The more you look for external answers, the longer it’ll take you to find the right ones for yourself.


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How To Lose Your Stress In Under 3 Minutes

How To Lose Your Stress In Under 3 Minutes

How To Lose Your Stress In Under 3 Minutes

Chris Michael Harris, Executive Producer


We live in a world that constantly requires more—more of our time, more of our effort, more of our commitment. And we somehow always find a way to do it all because that’s what life requires. That’s what success requires. That’s what friendship and relationships require. And that’s what family requires.

But, just for a minute…

What if we stopped?

Stopped to remember why we do it. Stopped to be grateful for what we have instead of focusing on what we don’t. Stopped to love the people in our lives instead of living in frustration. And stopped to get back in tune with our purpose.

Remember the people we serve and the lives we touch through the work we do.

Stress is real. It’s not about pretending your problems aren’t there. It’s about recognizing that you’re going to figure this out, like you always do. Things are going to fall into place.

The world is going to continue. We’re going to see brighter days again. You don’t do what you do because you HAVE to.

You do it because you love it. You do it because you want to build a legacy you can be proud of. You do it because your world, your people, are trusting you to be everything you can be.

They believe in you, even when you slip. And suddenly, just like that, you’ve awakened inside, full of purpose, full of passion, ready to take on the world.

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