Bitcoin – Considerations

Phoenix Arizona November 9 2015 8:00 pm2 Small Biz Guys  interviewed Morpheus Titania on 1100 AM KFNX Independent Talk.  Morpheus is the one of the most prolific Bitcoin Traders in political area commonly known as Arizona.  Morpheus has been involved buying and selling Bitcoin since February 2013.  Since then, he has been in the trenches promoting the greatest innovation since the invention of the Smelter, the Printing Press and the Internet… Bitcoin.

The true value in Bitcoin, perhaps, is that it isn’t issued by a central bank and, by design, is available to anyone, anywhere.  You have to listen to the show, it’s engaging and enlightening with not only studio chat, but nearly a dozen callers who participated. If you’ve heard about Bitcoin and wondered… there is some excellent information in the show.

According to the Wall Street Journal recently:

Bitcoin is an odd concept – a currency not issued by any government or central bank, but instead existing on a decentralized network of computers around the world. Transactions to buy and sell bitcoin are entered in an open ledger that is quickly verified and updated. That ledger system is called a blockchain. Venture capitalists and Wall Street banks have been investing in the technology, betting it could more efficiently and securely handle things like settlements of securities transactions or cross-border payments.

Morpheus became aware of Bitcoin in February 2013, when a friend gave a talk about the possibilities available through the blockchain technology.  All money has 6 properties: Scarcity, Durability, Hard to Counterfeit, Divisibility, Portability and Storage of Value. Bitcoin had all of these properties. At that time people had already been using it as money for almost 3 years.

In fact, the first known trade was done on May 22, 2010 when 10,000 bitcoins were traded for $25 worth of pizza. Back in February 2013, those Bitcoins were worth $220,000 and today those same Bitcoins are worth almost $4 million dollars. After the presentation, Morpheus was on fire and immediately took action and found someone to sell him some Bitcoins.

The Bitcoin and the blockchain technology is more than just an invention, it is a Meme. A Meme is a self replicating idea that causes a cultural evolution. Morpheus is excited every day for the infinite possibilities this technology creates by making obsolete the 2 most unethical institutions in the world: Banks and the Governments that are designed to protect them, by simply defunding them.

“In order to change an existing paradigm you do not struggle to change the problematic model. You create a new model and make the old one obsolete.” ―R. Buckminster Fuller

2 Small Biz Guys w/ Morpheus Titania

Woodstock – The Apex of a Social Revolution

August 18, 1969 is a date that was the apex of a social revolution. That was the date of Woodstock, a weekend music festival whose impact was felt around the world. The music festival occurred forty years ago but is still remembered not only by the sixties generation, but by those who followed. Many who attended said it was a “life changing event.”

Woodstock is remembered as a time of hippies, drugs, love, peace, freedom of ideas and revolution of accepted mores. In short, youthful hedonism and 60’s excess. But, I want to examine Woodstock from an entrepreneurial point of view.

I recently went to visit friends who live in Livingston Manor, New York. Little did I realize that they live not far from Bethel, the site of Woodstock. My friend spent his summers in a home adjacent to Max Yasgur’s pasture, where Woodstock was held.

The setting today is a pastoral hillside with a small marker indicating where Woodstock took place. On the hillside is the Woodstock Museum and a small outdoor concert area, mostly for classical music. What a change but still worth seeing.

Woodstock was pure entrepreneurship–people with an idea and a passion! For sure, this was not a MBA mentality. They were, as Tom Peters states “Ready, Fire, Aim.” The concept came together very quickly. Although they had some business experience, it was not great experience. The original goal was to raise enough money from the festival to fund a music recording studio in upstate New York, where some of the artists lived.

The original site was an industrial park in Wallkill, New York. Contracts were already signed, but town people became nervous about the potential crowd. An audience of 50,000 was the initial target. But these young entrepreneurs were adaptable. In June, Wallkill town people were still raising issues and Woodstock Ventures quickly found another location that was willing to accept them. Imagine, changing locations with less than 75 days to concert time!

The major marketing activity would be word of mouth. And, there was no internet to spread the word. They thought they would need three major acts to get the buzz going. Jefferson Airplane was the first to sign at the incredible amount of $12,000. At that time, they usually received $5,000 to $6,000. The next to sign was Creedence Clearwater for $11,500 and then, The Who, for $12,500. In total they spent $180,000 on talent. These promoters were risk takers. Just think…a concert in a pasture, over 100 miles from New York and without any major population nearby.

The concept slogan of “Three Days of Peace and Music” was cultivated very carefully in the underground press. Publications like the Village Voice and Rolling Stone were used along with some ads in the New York Times. Artie Kornfeld, one of the original Woodstock producers said, “The cool PR image was intentional,” using counterculture symbols and phrases. This is another entrepreneurial cornerstone; you must identify your market. The advertising and public relations was targeted for a specific group—young, peace loving and hip. This audience spread the word from the east to west coast.

Woodstock was over the top successful. It is estimated 400,000 to 500,000 people attended on a rain soaked, muddy field. The New York Thruway was clogged and created one of the worst traffic jams experienced.

Woodstock is now a brand. These promoters had an idea and were passionate, adaptive risk takers who identified an audience. They had a message targeted to that audience and were proactive in creating word of mouth marketing that was “cool” and easy to spread.

To be successful in tough times, you need similar traits. You need ideas and a passion to execute them. You need to be adaptive when necessary and make investments (risk taking) to promote the concept. Lastly, you need to identify your audience and choose the best vehicle to get attention.

Did You Know?

Are you ready to learn something today? You may already know this. Allow me to refresh your memory if you do. I am forwarding you a link to a rather startling YouTube video. (It was supposedly a presentation made at this year’s Sony Executive Conference). I found it to be very informative, thought-provoking, and, frankly, hair-raising.

There is something to be learned here. So, please click the following link and take a look. It’s just a few minutes long. (Don’t finish reading my email until after you’ve watched it.)

http://www.youtube.com/watch?v=cL9Wu2kWwSY

Did you watch it? In that case, to quote a line from the video…so what does it all mean?

To me, it means that the world is changing far faster than it did in any of my experiences of the past…and even faster than the life I am experiencing now. As the video says, “These are Exponential Times.” Business and life will never be the same.

In general, most people do not welcome change, but nevertheless, Change Is Here. The way we communicate, conduct business, socialize and even think will be radically impacted. It’s already happening. For example, five years ago, would you have ever believed that your daily newspaper could possibly become a thing of the past?

What does this teach us? For one thing, that we can’t take our industry or business for granted. I once attended a seminar where the speaker—a Boeing executive—made a remarkable statement. He said that, in a competitive society, if a company wants to stay in business, it must essentially destroy its own product. If it didn’t create its next-generation replacement, the competition would.

Metaphorically, businesses are often compared to ships. Small businesses are small, zippy PTs; large corporations are looming, ponderous aircraft carriers. Which one has the ability to change course rapidly? Yes, the PT boat. That’s good news for us. With the right attitude and people, small businesses have the ability to feel the waves, grab the wheel, and change course.

Today, it’s imperative that organizations have the right people, ones who can “feel the waves” and are willing to make changes. Technology has increased our communication capabilities, but at the expense of personal relationships. It is so much easier to email or text than to call someone on your cell phone or—Heaven forbid!—pay them a visit.

But, can you really achieve a vibrant exchange of ideas through texts and emails? (For example, my fingers are already tired from keying this in, and they can’t begin to keep pace with my brain.) Isn’t it more productive to have an actual, real-time dialogue, where questions are raised and answers are offered, and in the process, all kinds of thought-provoking ideas are explored?

So, did you know…
•     You can learn more by getting out of the office?
•     You can learn more by talking with other business owners?
•     You really can change, when you have support from your peers?
•     An exchange of ideas can create an epiphany?

I know, I know…I am hardly unbiased on this subject.  After all, I facilitate peer groups. But it is because of that experience that I can say with absolute certainty: Peer power is powerful enough to help you change with the times, even if you’re inherently resistant to it. It can give you insight and the initiative you need to actually make those changes necessary to your firm’s survival.

For more information about this concept, visit http://propres.com/. If you are interested in learning more of my thoughts, you can read excerpts from my book—or even buy it–at http://www.bestsmallbizsecrets.com/.

I Wish I Knew Then What I Know Now!

Getting older doesn’t always offer many benefits (we certainly get more aches and pains), but one big benefit is that we gain knowledge.

For example, I learned about the expense of NOT having Long Term Care Insurance when I watched my father wrestle with serious medical problems. Later, that lesson was reinforced when one of my key employees was diagnosed with a brain tumor, living severely disabled for two years.

At the time, I was not aware that Long Term Care Insurance even existed, let alone that it might be tax deductible. I didn’t know that LTCI is a benefit many employees would like and would even be willing to pay for themselves. And, I am embarrassed to say, I didn’t know that my employees could get a discount for their LTCI coverage through my efforts as an employer. But now I do.

We all like to think we will live forever in good health, but that’s not realistic. When the time of need does strike, LTCI is the one insurance you can’t afford not to afford, if you get my drift.

Because of my personal belief in the need for this protection, I have arranged for the people I’m associated with to receive it at a discounted premium. I have contacted an agency who writes ONLY LTCI, who’s been doing it for decades, and who knows all the ins and outs of coverage. This agency works with an A+ rated insurance carrier that is as solid as the Rock of Gibraltar.

If you would like to explore the possibility of obtaining Long Term Care Insurance for yourself, your family members, or your employees, please contact me by phone at 800-818-0150 or email ray@propres.com. I will put you in touch with the experts.

One more thing I learned…only LTCI is designed to help safeguard your assets by providing important protection from the devastating costs of a long-term illness. Traditional health insurance and Medicare do not address this issue. Who knew?

As I get older, I am gaining knowledge that allows me to better protect myself and my family. How about you?

If you are not in the Chicago or Phoenix areas and would like to explore with me how you can position your business and benefit in The World To Come, visit http://propres.com/. People say life is an adventure…come and explore with me!

The World To Come

The World to ComeThe World to Come

reviewed by Ray Silverstein

I would like to introduce an extremely interesting book, “The World To Come,” by Dara Horn. This is not a business book, but it made me think more seriously about what is “the world to come” is for business. The book deals with the concept of our individual futures. The next event in your life… the next door you open to an unknown circumstance…even birth and death. Each of us of has our own World To Come.

In the business environment, not everything is unknown. But many business owners do not want to examine or think about the world that will be coming upon them. It is evident that customer communication methods are changing rapidly, in some ways not to our liking. But if we want to experience and be around for The World To Come, we must adapt and change our thinking.

When I first entered the business world (I don’t want to say how long ago), the primary method of communication was a personal letter, followed by a personal phone call. A long distance call was something special, unique and expensive. A telegram was a sure way to get someone’s attention.

These methods don’t really carry any weight today. Many people now favor email. It is easier to make an email connection than a telephone connection. Depending on the age and generation of the communicator, even an email may be out of date, with text messaging or tweeting your communication method of choice.

The world is becoming smaller. It is far easier to learn about customers, suppliers, competitors, and people in general with Internet sites like LinkedIn, Facebook, Google+ and Twitter plus a host of others websites. When I talk to small business owners in the peer advisory boards I facilitate, some are moving forward into these new and interesting venues, but others are still living in the old world.

I believe we all have to move into The World To Come…even me. Nobody likes to change their habits, be forced to learn new skills, or be made to feel uncomfortable. I like to look upon moving forward as a new adventure. Think about the strategic concepts, the way these new technologies can enhance your business, life and experience. For example, my wife is even Skypeing with her grandchildren. What a treat! To be able to not only talk with but actually see friends, children, grandchildren, and business associates around the world. And the price is right…it’s free!

If you are not in the Chicago or Phoenix areas and would like to explore with me how you can position your business and benefit in The World To Come, visit PRO President’s Resource Organization  People say life is an adventure…come and explore with us!

The Power of Habit – Part 3

Starbucks And The Habit Of Success—When Willpower Becomes Automatic:

Starbucks has succeeded in teaching life skills to its employees,  All new employees spent at least fifty hours in Starbucks classrooms, and dozens more at home with Starbucks’ workbooks and taking to the Starbucks mentors assigned to them.

At the core of that education is an intense focus on an all-important habit:  willpower.  Dozens of studies show that willpower is the single most important Keystone habit for individual success.  Self-discipline has a bigger effect on academic performance than does intellectual talent.  And the best way to strengthen willpower and give students a let up, studies indicate, is to make it into a habit.

Howard Behar, former president of Starbucks told the author, “We’re in the people business serving coffee.  We’re not in the coffee business serving people.  The solution Starbucks discovered, was turning self-discipline into an organization habit.

This enabled Starbucks to effectively successfully achieve its rapid expansion.

Willpower isn’t just a skill.  It’s a muscle, like muscles in your arms or legs, and it gets tired as it works harder, so there’s less power left over for other things.

What employees really needed were clear instructions about how to deal with inflection points.  So the company developed new training materials that spelled out routines for employees to use when they hit rough patches.  The manuals taught workers how to respond to specific cues, such as a screaming customer or a long line at a cash register.  Mangers drilled employees, role playing with them until the responses became automatic.  The company identified specific rewards—grateful customers, praise from a manager—that employees could look to as evidence of a job well done.

Starbucks taught their employees how to handle moments of adversity by giving them willpower habit loops.  This is how willpower becomes a habit: by choosing a certain behavior ahead of time, and then following that routine when an inflection point arrives.  In essence, they decided ahead of time how to react to a cue.  When the cue arrived, the routine occurred.

Studies have shown some people were able to create willpower habits relatively easily.  Others, however, struggled no matter how much training and support they received.  What was causing the difference?

When people are asked to do something that takes self-control, if they think they are doing it for personal reason—if they feel like it’s a choice or something they enjoy because it helps someone else—it’s much less taxing.  If they feel like they have no autonomy, if they are just following order, their willpower muscles get tired much faster.

For companies and organizations, this insight has enormous implication.  Simply giving employees a sense of agency—a feeling that they are in control, that they have genuine decision-making authority—can radically increase how much energy and focus they bring to their jobs.  Giving employees a sense of control improved how much self-discipline they brought to their jobs.  People want to be in control of their lives.

The Power Of A Crisis:

Crises are so valuable, in fact, that sometimes it’s worth stirring up a sense of looming catastrophe rather than letting it die down.  Good leaders seize crises to remake organization habits.  In fact, crisis are such valuable opportunities that a wise leader often prolongs a sense of emergency on purpose.

A company with dysfunctional habits can’t turn around simply because a leader orders it.  Rather, wise executives seek out moments of crisis—or create the perception of crisis—and cultivate the sense that something must change, until everyone is finally ready to overhaul the patterns they live with each day.  Rahm Emanuel stated,” You never want a serious crisis to go to waste.”

The Power of Habits – Part 2

The Golden Rule of Habit Change:  Use the same cue, and provide the same reward, you can shift the routine and change the habit.  Almost any behavior can be transformed if the cue and the reward stay the same.  But to change an old habit, you must address an old craving.  You have to keep the same cues and rewards as before, and feed the craving by inserting a new routine.

Asking patients to describe what triggers their habitual behavior is called awareness training and it’s the first step in habit reversal training.  It seems ridiculously simple, but once you’re aware of how your habit works, once you recognize the cues and rewards, you’re halfway to changing it.  The brain can be reprogrammed.  You just have to be deliberate about it.

If you identify the cues and rewards you can change the routine,  at least, most of the time.  For some habits, however, there’s one other ingredient that’s necessary.  Belief.

The precise mechanisms of belief are still little understood.  But we do know that for habits to permanently change, people must believe that change is feasible. This process makes AA so effective.  Belief is also easier when it occurs within a community.  A community can be as few as two people.

The Habits of Successful Organizations—Keystone Habits:

Paul O’Neil—1987 became CEO of Aluminum Company of American, Alcoa. His  opening address to Wall Street, “I want to talk to you about worker safety.”

So how did O’Neill make one of the largest, stodgiest and most potentially dangerous companies into a profit machine and a bastion of safety?  By attacking one habit and then watching the changes ripple through the organization.

O’Neil figured his top priority would have to be something that everybody—unions and executives—could agree was important.  He needed a focus that would bring people together that would give him leverage to change how people worked and communicated.

O’Neil believed that some habits have the power to start a chain reaction, changing other habits as they move through an organization.  Some habits, in other words, matter more than others in remaking businesses and lives.  These are “Keystone Habits,” and they can influence how people work, eat, play. Live, spend, and communicate.  Keystone habits start a process that, over time, transforms everything.  Keystone habits say that success doesn’t depend on getting every single thing right, but instead relies on identifying a few key priorities and fashioning them into powerful levers.  The habits that matter most are the ones that, when they start to shift, dislodge and remake other patterns.

If you focus on changing or cultivating Keystone habits, you can cause widespread shifts.  However, identifying Keystone habits is tricky.  To find the, you have to know where to look.  Detecting Keystone habits means searching out certain characteristics.  Keystone habits offer what is know within academic literature as small wins.  They help other habits to flourish by creating new structures, and they establish cultures where change becomes contagious.  On an individual basis, exercise can be a Keystone habit.

Small Wins are a steady application of a small advantage.  Once a small win has been accomplished, forces are set in motion that favors another small win.  Small wins fuel transformative changes by leveraging advantages into patters that convince people that bigger achievements are within reach.

Small wins do not combine in a neat, linear, serial form, with each step being demonstrable step closer to some predetermined goal.  More common is the circumstance where small wins are scattered.

 

The Power of Habits – Part 1

All of life, is but a mass of habits.  Most of the choices we make each day may feel like the products of well-considered decision making, but they’re not.  They’re habits.  And though each habit means relatively little on its own, over time impacts on our health, productivity, financial security, and happiness.  One paper published by a Duke University researcher in 2006 found that more than 40 percent of the action people performed each day weren’t actual decisions, but habits.  Only in the past two decades have scientists and marketers really begun understanding how habits work—more important, how they change.  Habits can be changed, if we understand how they work.

When you woke up this morning, what did you do first?  Which route did you drive to work?  When you got to your desk, did you deal with e-mail, chat with a colleague, or jump into writing a memo?  When you got home what did you do first?  Your actions were habits.

The Habits of Individuals:  The habit Loop—How Habits Work: 

Habits, scientists say, emerge because the brain is constantly looking for ways to save effort.  Left to its own devices, the brain will try to make almost any routine into a habit, because habits allow our minds to ramp down more often.

“An efficient brain also allows us to stop thinking constantly about basic behaviors, such as walking and choosing what to eat, so we can devote mental energy to inventing spears, irrigation systems, and eventually airplanes and video games.

But conserving mental effort is tricky, because if our brains power down at the wrong moment, we might fail to notice something important, such as a predator.  So our basal ganglia have devised a lever system to determine when to let habits take over.  It’s something that happens whenever a chunk of behavior starts or ends.”

The process in which the brain converts a sequence of actions into an automatic routine is known as chunking and it is the root of how habits are formed.  This process within our brains is a three-step loop.  First, there is a cue, a trigger that tells your brain to go into automatic mode and which habit to use.  Then, there is the routine, which can be physical or mental or emotional.  Finally, there is a reward, which helps your brain figure out if this particular loop is worth remembering for the future.

Over time this loop—cue, routine, reward; cue, routine, reward become intertwined until a powerful sense of anticipation and craving emerges.  The discovery of the habit loop is so important is that it reveals a basic truth:  When habit emerges, the brain

stops fully participating in decision making.  It stops working so hard, or diverts focus to other tasks.  So unless you deliberately fight a habit—unless you find new routines—the pattern will unfold automatically.  Habits never really disappear.  They’re encoded into the structures of our brain.  The problem is that your brain can’t tell the difference between bad and good habits, and so if you have a bad one, it’s always lurking there, waiting for the right cues and rewards.

This explains why it’s so hard to create exercise habits, for instance, or change what we eat.  By the same rule, though, if we learn to create new neurological routines that overpower those behaviors—if we take control of the habit loop—we can force those bad tendencies into the background.  And once someone creates a new pattern, studies have demonstrated, going for a jog or ignoring the doughnuts becomes as automatic as any other habit.

Without habit loops, our brains would shut down, overwhelmed by the minutiae of daily life.  People whose basal ganglia are damaged by injury or disease often become mentally paralyzed.  Without our basal ganglia, we lose access to the hundreds of habits we rely on every day.  As long as your basal ganglia is intact and the cues remain constant, the behavior will occur unthinkingly.

Researchers have learned that cues can be almost anything, from a visual trigger such as a candy bar or a television commercial.  Routines can be incredibly complex or fantastically simple.  Rewards can range from food or drugs that cause physical sensations, to emotional payoffs such as the feelings of pride that accompany praise or self-congratulations.

Habits are powerful, but delicate.  They can emerge outside our consciousness, or can be deliberately designed.  They often occur without our permission, but can be reshaped by fiddling with their parts.  They shape our lives far more than we realize—they are so strong, in fact, that they cause our brains to cling to them at the exclusion of all else, including common sense.  By learning to observe the cues and rewards we can change the routines.

The Craving Brain—How To Create New Habits:

Claude Hopkins, a famous marketer in the early 1900’s, was best known for a series of rules he coined explaining how to create new habits among consumers.  These rules would transform industries and eventually became conventional wisdom among marketers.  Throughout his career one of his signature tactics was to find simple triggers to convince consumers to use his products every day.  Craving, it turns out, is what makes cues and rewards work.  That craving is what powers the habit loop.

His most famous product was Pepsodent toothpaste.  This was at a time people did not use toothpaste.  The cue he related to was film on teeth and the reward was a

bright smile and the routine was to use Pepsodent toothpaste everyday.  Hopkins first rule was to find a simple and obvious cue and secondly, clearly define the rewards, and lastly to generate a craving.

Habits are so powerful because they create neurological cravings.   Most of the time, these cravings emerge so gradually that we’re not really aware they exist, so we’re often blind to their influence.  But as we associate cues with certain reward, a subconscious craving emerges in our brain starts the habit loop spinning.

Craving example—email.  When a computer chimes or a smartphone vibrates with a new message, the brain starts anticipating the momentary distraction that opening an email provides.  That expectation, if unsatisfied, can build until a meeting is filled with antsy executives checking their buzzing smartphones under the table, even if they know it’s probably only their latest fantasy football results.  (On the other hand, if someone disables the buzzing—and thus, removes the cue—people can work for hours without thinking to check their in-boxes.)

Countless studies have shown that a cue and a reward, on their own, aren’t enough for a new habit to last.  Only when your brain starts expecting the reward—craving the endorphins or sense of accomplish.  The cue, in addition to triggering a routine, must also trigger a craving for the reward to come.  Craving is an essential part of the formula for creating new habits.  And figuring out how to spark a craving makes creating a new habit easier.

The Golden Rule Of Habit Change:

Tony Dungy’s coaching philosophy and belief “the key to winning was changing players’ habits.  He wanted to get players to stop making so many decision during a game.  He wanted them to react automatically, habitually.  If he could instill the right habits his team would win.  Champions don’t do extraordinary things, they do ordinary things, but they do them without thinking, too fast for the other team to react.  They follow the habits they’ve learned.”

So rather than creating new habits, Dungy was going to change players old ones.  And the secret to changing old habits was using what was already inside players’ heads.  Habits are a three-step loop—the cue, the routine, and the reward—but Dungy wanted to only to attack the middle step, the routine.  He knew from experience that it was easier to convince someone to adopt a new behavior if there was something familiar at the beginning and the end.

How to Diffuse Workplace Conflict

I recently conducted a workshop on a highly emotional topic: humans in the workplace. After all, every human being—employees and bosses—shows up for work accompanied by their unique drives, triggers, and tendencies. All things considered, it’s a wonder we get any work done at all.

My message to the attendees may be of value to you, too. As your company leader, it’s your job to boost productivity, which means it’s also your job to diffuse workplace conflicts and create consensus, keeping your teamed focused on achieving your goals.

There are many theories on how to accomplish this. Based on what I’ve learned from my small business peer groups and my own experience as a CEO, I’ve identified up four main strategies for dealing with difficult people and creating an emotionally-healthy, productive workplace. I’ve summarized these briefly below, and you can download my complete PowerPoint presentation at http://propres.com/difficult-people-ppt/.

Understand Yourself

Do you know what makes you tick? Do you know what ticks you off? The best managers are those who are aware of their emotions but not enslaved by them.

Good managers typically have a high Emotional Intelligence Quotient (EQ)—that is, a high level of self-awareness regarding their emotional reactions and the emotions of others. Self-awareness is the first step toward self-management, the conscious management of one’s behavior.

To raise your EQ, check out Emotional Intelligence 2.0 by Travis Bradberry and Jean Greaves.

Understand Others

Good managers also have good social awareness. They not only pick up on other people’s emotions but know why they act the way they do. More and more employers are using personality assessment programs to better understand how their employees think.

One program I like is the DiSC® personality assessment system. DiSC is based on a four-part model of human behavior: the Dominant, Influencing, Steady, and Compliant traits. The DiSC test measures patterns of behavior, and then creates a personality profile that reflects an employee’s strengths, weaknesses, and drives.

Use Your Understanding to Manage Behavior

The whole point of understanding your emotions is that it will allow you to manage your behavior consciously and positively, as opposed to reacting emotionally in the moment.

The whole point of understanding the emotions of others is that it will allow you to behave in a manner that will get the desired response from others. In the workplace, this often comes down to diffusing conflict and creating consensus among employees.

Remember the old adage about counting to 10 when you’re angry? Turns out, it’s right on target.

For more about managing behavior, read Dealing with People You Can’t Stand: How to Bring Out the Best in People at their Worst by Dr. Rick Brinkman and Dr. Rick Kirschner.

Use Your Understanding to Hire Wisely  

You can also apply these principals to make more successful hires. Instead of hiring new employees on the basis of a resume, look for people whose values and communication styles are harmonious with your own. Do they hold themselves accountable? Will they “get” your company culture?

If you’re seriously interested in a candidate, you can use a personality assessment to see if they’d make a good match for the position and your company. By choosing the right people, you can proactively diffuse conflict before it happens and create consensus from the get-go. Which means you’ll have to do a little less of the other three strategies further down the road.

Get More from LinkedIn

How to Get More Sales from LinkedIn

By Ray Silverstein

Everyone who uses LinkedIn suspects that they could get more from it, sales-wise, if they could only knew how.

So, my company recently sponsored a workshop presented by Larry Kaufman, a LinkedIn keynote speaker and one of LinkedIn’s Top 250 most-connected Americans. Larry is Chief Sales Officer and Partner of Sales Empowerment Group. He’s also a long-term member of my PRO peer groups, and in true peer group fashion, is generous sharing his knowledge.

Now, I’m paying it forward by sharing my top takeaways with you.

Polish Your LinkedIn Profile

Before anything else, make sure you’re presenting yourself at your best. This sounds basic, but it’s easy to overlook.

  • Update Your Profile – Chances are, you created your profile years ago and haven’t done much since. Things change; your profile should, too.
  • Take Your Time – A good update takes several sessions, so deactivate your “activity broadcasts” (under Privacy Settings) for now. You don’t want contacts receiving notice of every little change. Wait until you’re done.
  • Capitalize Your Name – It helps you stand out in any list.
  • Expand Your Headline – In addition to your title, add other notable credentials.
  • Use a REALLY Good Photo – First, you must feature a photo…no silhouettes. And if don’t have a great business portrait, get one.
  • Embed Keywords – Approach your profile the way you would a webpage or blog: use keywords.
  • Add Content – Did you know you can upload articles, PDFs, and videos, not to mention website links to get more exposure for your business? (Look for an icon/drop down box throughout your profile page.)

Build Your LinkedIn Presence

  • Create a Corporate Page – If you don’t have a company page, create one…yes, even if you’re a solopreneur. (This is one of LinkedIn’s most underutilized features.)
  • Use LinkedIn’s “Status Update” feature – It’s a quick, easy way to keep your name out there. If you’re excited about a new product or have industry news, share it.
  • Join Relevant Groups –You may learn something, and it’s more exposure. Plus, it puts you in touch with people you may want to know.

Start Connecting

  • Use InMail – InMail is LinkedIn-style email. The top reason to pay for an premium LinkedIn account is InMail access, but even a basic (free) membership lets you use InMail when sending inviting new connections. Instead of using LinkedIn’s default invitation, always craft a personal note.
  • Use “People You May Know” – This feature allows you to expand your network quickly. It draws from the former employers and schools listed in your summary, among other things. When you invite these people to connect, remind them of your shared history.

Leverage Your Connections to Kick-Start Sales

You probably use LinkedIn to mine information about existing prospects, but you can also use it to find—and cozy up to—new ones. Remember ‘six degrees of separation’? Well, two degrees is even better.

The idea: use your first-degree connections’ connections. Are there prospects for you there?

To find out, visit a contact’s profile and view his/her Connections box. If his/her network isn’t hidden, browse it or search it by title.

Make a list of, say, five people you’d like to connect with. Then, send your first degree connection an email, requesting introductions. Include a one-paragraph summary of yourself, and ask your contact to include it in his/her introductory emails. This makes things easy for your contact and lets you control how you’re presented.

Ask that you be cc’d, and as soon as the introduction has been sent, follow up with the prospect. You know how to take it from there. Always thank your contact, and offer to return the favor. Instead of cold calls, you now have warm, personal introductions!

Bottom line: your connections are invaluable to your sales. Tools like LinkedIn let us leverage relationships in fresh, new ways…when we’re willing to take the time to learn how to use them.

If you are interested in a great workbook I’d recommend a great one from another cohort, Zen Benefiel, who compiled it for a workshop in Phoenix. How to Grow Your Business Using LinkedIn.