Business Fundamentals

Words: 420

Reading Time: 1 min 24 secs

The vast majority of businesses begin small. Most begin with one individual using a particular technical skill, be it plumbing, printing, legal, web design, or any one of a host of other talents. Sometimes the enterprise is helped by the offer of work from a former employer, but when that dries up the business must compete in the marketplace with everyone else.

It is at this point that the single-skill approach suffers. Being a great plumber is only part of making a living in a plumbing business. Some of the other skills needed include marketing, sales, finance and self-motivation. Without those skills being appropriately exercised customers will not come and the technical skill, whatever it is, is destined to waste away from lack of use.

Now, being a great plumber, printer, solicitor or whatever is no guarantee that you will be equally talented where marketing, sales, finance and self-motivation are concerned. Some dabbling may yield partial results, but those will necessarily be limited and the enterprise will quickly hit a ceiling. Indeed, it is almost guaranteed that all or most of this skill set will not be available to you, because you have not had the opportunity to acquire and practice the necessary techniques.

However, all is not lost. Having a particular technical skill proves you have the ability to learn and master certain methods and systems in one area that can be mapped across into other functions. We all have multiple abilities that seemed tough to learn at the outset, but we now take for granted, like walking, talking, swimming and driving in most cases.

If you have the nerve and the self-belief to set out in business for yourself the need to learn more about how that is done successfully will come as no surprise. These are not natural, instinctive skills, but they can be learned by trial and error. Yet few of us have the time or the money to make all the mistakes required for such a long and wasteful study.

Despite that fact, judging by the number of businesses that are struggling at any one time, many still take that route even though it is demonstrably easier and cheaper to learn from those who already have the proven skills and are willing to share them.

More savvy members of the business community make use of workshops and seminars, like those provided by H&H Business, to add the missing ingredients of success. They are a shortcut to early success and save an awful lot of time.

The power of other people

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Reading Time: 1 minute 20 seconds

Out of the blue I was recommended and signed up 25% of the people present as a result.

I was one of a small group of people – all looking to sell their services, all looking to make connections with other businesses. The organizer commended my 60 seconds of introduction and suggested that, if others had problems with speaking, then I was the person to talk to. I was part of the international speaking group, Toastmasters, and I could certainly help.

When the meeting broke up I was handed business cards by people requesting details of when and where the next meeting of Toastmasters would be and enquiring about how it all worked.

I mention this as a concrete example of the selling power of 3rd party testimonials. This one was unsolicited, but solicited or unsolicited they are astonishing in their persuasive powers. And when the 3rd party knows and trusts the person offering the endorsement, it is even more effective in promoting patronage.

So often it is not just who you know, but who is known by the people you know.

Earlier in the week I had the pleasure of talking to an Event Organizer. She had noticed that the money she spent on press advertising and direct mail was returning very little. She said her main route to market was recommendations from satisfied clients.

I asked how she went about encouraging such recommendations. She looked puzzled.

Well, did she provide commission payments where appropriate; did she buy them a case of wine, a bottle of decent champagne, or a large bouquet; did she at least send a thank you note?

Er…no.

I left her with the thought that some of that unproductive advertising spend could usefully be diverted towards a form of marketing that was actually working for her.

Will she make the change? I don’t know, but the seed has been planted.

Business suggestions:
1) When marketing, discover which channels work;
2) Divert money from non-productive to productive channels;
3) Explore other, new and different channels with the rest of the money;
4) Recognize and reward – where appropriate – recommendations that generate business;
5) Your best customers are your best (payment-by-results) sales force;
6) Ask for testimonials at every opportunity; they are rarely refused;
7) Make sure that the testimonials are heard and seen by as many other people as possible;
8) Endorsements are good for the ego.

Shoes from a Sweet Shop

Words: 736 Reading time: 2 minutes 27 seconds

“Why can’t we just give the customer what he wants and needs and stop worrying about our own systems and processes?”

You may be familiar with this recent gripe I heard from a business trainer. It’s not uncommon from people who engage directly with clients when their own grand schemes seem to be going awry. And it does seem to pick up on common themes of listening and customer service.

How well does it work in practice?

At the risk of stating the blindingly obvious, just giving the customer what he wants and needs is a process in itself, if that is how the business decides to operate.

A process is “a sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.” [businessdictionary.com]

Whereas a system consists of elements which continually influence one another (directly or indirectly) in order to achieve the common purpose the 'goal' of the system. All systems have (a) inputs, outputs, and feedback mechanisms. Systems underlie every phenomenon, and are everywhere one looks for them. [businessdictionary.com]

So, really, the call is not to abandon systems and processes, merely to operate different ones that are seen as better serving this advocate; whether such a change would better serve the business as a whole is an entirely different question.

One of the extreme models of customer service, and a very successful one, is Nordstrom. For those that don’t know, Nordstrom’s is a chain of department stores in the USA. At the end of 2000 they had 77 full-line stores and 24 clearance stores in 25 states, generated annual sales of almost $5 billion and boasted a sales-per-square-foot of $400, which is almost double the industry average.

A central plank in the service ethic that underpins Nordstrom is the single rule governing all employee actions:

“Use your good judgment in all situations. There will be no additional rules.”

That’s interesting. All it calls for is good judgment, not an unconditional abdication to whatever the customer demands. For example, in the early 1990s the residents of Santa Clarita, Los Angeles expressed a strong desire to have a Nordstrom store in their community, because of the improvement it would bring. At the time of writing, as far as I can tell, they are still waiting.

Even Nordstrom sets boundaries.

Ryanair can be seen as being at the other end of the spectrum, yet it's a highly successful business. It got that way by deciding exactly what it wanted to do and sticking to it.

Ryanair aims to be a low cost airline, so it flies to low-cost airports which are in out-the-way places. If a Ryanair flight is diverted, perhaps due to bad weather, there will be no coach laid on at the alternate destination. Ryanair is a low-cost airline. Coaches are not part of the package.

Michael O'Leary, the Irish airline's boss, now wants to abolish the luggage check-in. He proposes that people carry their suitcases to the boarding steps, where staff will stick them in the hold. This would be unacceptable at BA. At Ryanair it’s expected.

On opening up new routes Michael O'Leary has said, “I don't give a toss where people want to go. I'm in the business of creating a market for people to go where they have never heard of.”

Ryanair – we do what we do.

So, just giving the customer what he wants and needs misunderstands what customer service is about. Certainly, one must listen to customers, but one must also learn. And part of that learning may be that what this particular person wants is not what this particular business does.

Others may do what they want a lot better. In that context good service would consist of steering the person in that direction. They were never your customer in the first place, because a customer is someone who pays you for what you do.

And as a business trainer my complainant should have understood this.

“Why can’t we just give the customer what he wants and needs and stop worrying about our own systems and processes?”

Let’s be charitable and put it down to frustration. The simple fact is, you can’t buy shoes from a sweet shop.

Ordinary or Awesome?

Words: 596 Reading time: 2 minutes 0 seconds

Have you ever wondered how much influence we have over the experiences we enjoy? For example, in your daily interactions with people, what level of response do you get – ordinary or awesome?

Of course, in theory, we would all choose awesome. Reality is sometimes different. While awesome would be…well, awesome…it could take a little longer to deliver. Are we prepared to wait? Is ordinary all we wish to spare the time for, so we grab that and run?

If awesome means stating our demands and creating a bit of a fuss – a very unBritish thing to do – are we predisposed to avoid making a scene? In how many cases do we opt for a quietly dissatisfied existence?

A picture of what is awesome and what is OK is firstly conveyed and then established partly by the customer – you and me. Do we encourage better than average and a tendency to awesome by the praise, thanks and recognition we bestow? Or do we grunt and go when the goods and services obtained for our hard-earned money reach a barely acceptable level?

The service and attention given to customers in major retail outlets provides a useful case study. The move to pre-packaged and self-service has been inexorable ever since I was lad growing up in London.

Now, we can shop in most major chains without ever having to react face-to-face with any of their staff. Not only do we search out the items on the shelves, we even take the goods through an automatic checkout, pay through a slot-machine arrangement, bag all our purchases and take them to the car ourselves.

Oh, and please put the trolley back where you found it, our employees are too busy to be bothered with serving our customers. And our customers are so dazed and distracted by the mindless, windowless warehouses they now shop in, that don’t hardly complain.

A quick aside: have you ever noticed a clock in a supermarket? Thought not. Would you like to guess why?

How did it ever come to this?

If we want awesome and we keep getting ordinary we have to accept part of the blame. We have allowed conditioning and habituation to establish mediocrity as somehow normal. It doesn’t have to be, but nothing will change unless we do so first. If we keep allowing what we’ve always allowed, delight will decline as it’s always declined.

We can actively consent to being offered something more. And companies prepared to offer more will be well placed to capture the market. We observed this phenomenon with the advent of The Japanese TV. The TVs being made here and in the USA at the time were prone to breakdown. That was normal. A whole industry was founded on the need to repair them.

Then the famed reliability and quality of the Japanese offering became available. People voted with their wallets. They wanted awesome as soon as it became available. The TV repair industry was all but wiped out.

The same happened with motorcycles. Much the same has happened with cars.

If we know that accepting awesome is so much better than ordinary, then we need to expand the paradigm to other areas of our lives. Every interaction is an opportunity. The chance for change is never gone; we can begin whenever we wish.

We have a huge influence over the experiences we enjoy – often much more than we realise. Give someone else the opportunity, the room and the permission to be awesome. You may be surprised by the result.

And we can choose to be awesome too.

Negotiation is normal

Words: 932 Reading time: 3 minutes 6 seconds

It’s most odd. Life calls for negotiation, but some advise that our first tactic should be to avoid it altogether if possible. Well, it’s neither possible, nor desirable – ever. And here are a few reasons why.

Negotiation is everywhere and everyday. It isn’t confined to the realms of industrial disputes and international discord. It is also about the mundane — who does the washing up.

One lady I was discussing this with thought she had avoided any negotiating over the washing up by buying a dishwasher. She had not registered the negotiating it had taken to reach that decision in the first place and the subsequent negotiating over who filled it and who emptied it. Those jobs still needed doing. Negotiation could not be avoided.

Negotiation is not a one-time event. It goes on even when most people think they have finished.

Just imagine that you buy a cabbage from the market. The stallholder was happy with the price, you were happy with the cabbage. That is, until you got it home, cut into it and discovered that some bug had eaten away the inside. At this point you may decide to return to the market and recommence negotiating.

Alternatively, should the cabbage look wholesome you will cook and eat it. Is that the end of the negotiation? Not if you are subsequently violently ill as a result. That would almost certainly affect your negotiating stance.

But suppose, instead, that you really enjoyed your cabbage. You decide to buy another next week. Now a negotiation that was ‘finished’ is affecting future actions. And the enjoyment of your cabbage will affect the price you are likely to pay when next dealing with that vendor. Negotiation over? I don’t think so.

With that in mind, it should come as no surprise that negotiating over things like pay and conditions is a continuous process; even when no union is involved. Every day that you go to work you are asking yourself, sub-consciously, if the reward is worth the effort.

We negotiate with ourselves. The examples given so far involve another party. That is always the second step. Before we reach it we will have already negotiated with ourselves. Some people appear to be good at this; they are tagged as ‘self-disciplined’. Others appear to be not so good; they are tagged ‘weak-willed’.

As the working presupposition is that every behaviour is motivated by a positive intent how one classifies the eventual outcome from this is unclear. Steve McDermott puts it this way, “if you set out to fail and you succeed, what have you done?”

Practice makes perfect or, as Vince Lombardi had it: “Practice does not make perfect. Only perfect practice makes perfect.” If we accept that negotiations occur over and over in our lives in an endless stream, then we will get a better outcome each time if we work on improving our performance. That means getting into the water, not sitting on the side.

We get a better result when we do. Although it takes two to create a relationship, it takes only one to change its quality. Could you influence the quality of your relationships and improve the results you get by negotiating? Absolutely; in the right conditions (negotiation) we get better results when we work with other people (negotiation) than when we work against them or when we work alone.

Good negotiation isn’t about winning and losing. If the negotiation is handled well, then both sides come away with more than they started out. If you don’t satisfy the other person’s needs as well as your own, it’s not a good agreement. As former US President Jimmy Carter put it, “Unless both sides win, no agreement can be permanent.”

As bizarre as it may sound, that means that all parties to a negotiation have to be aware of the wants and needs of the other party and work as hard to satisfy those as they work to satisfy their own. Good negotiation is about sitting together on the same side of the table and tackling the problem together. Adversarial negotiation is a poor second cousin by comparison.

Advice that runs “if you give away a concession without asking for something in return, the other side will carry on asking for concessions until you say no...” takes a depressing view of humanity and its relationships.

Would you rather have 10 pence given willingly, or 50 pence given begrudgingly? I thought so. And the same is true of everyone. If you paint your negotiating partner as ruthless and without scruples, then guess what you are going to get?

This goes to the heart of good negotiation and, perhaps, one of the biggest fallacies that so many in the field choose to perpetuate: negotiation is about compromise. It isn’t.

Compromise is the dirtiest word in negotiation, because in negotiation compromise isn’t the goal. It’s the fallback if nothing better can be achieved.

When you start with compromise, you’re tacitly inviting everyone to give up something important in order to reach an agreement. That’s no place to begin, because there are other highly effective ways to approach negotiating that have little to do with compromise.

If you define personal and business negotiating primarily in terms of compromise, you create a pattern that’s all about giving up and horse-trading. That’s not the greatest foundation on which to build any long-term relationship.

So, what is my key tip for negotiating? It comes from Tammy Lenski: “To resolve an argument someone has to be the adult. And if it’s not the other person, it had better be you.”

People buy from people? Give me a break.

Words: 654 Reading time: 2 minutes 11 seconds

You may feel the same as me. When I find the tired, foot-sore and weary still being dragged from the back of some damped, dark cupboard, dusted off and pressed yet again into unconsidered service I have one of two reactions. Either I feel resigned (not again), or I feel exasperated (good grief).

As my previous posting was on the tired, foot-sore and weary idea of people staying in their comfort zones this posting will look at the equally drained, drawn and discredited idea that “people buy from people”.

Do they? Do they really? What, all the time? Every time? I don’t think so.

Let’s look at an entirely fictional, yet believable week for you and me.

On a Monday morning we leap out of bed at the first peep of the alarm clock ready and raring to go. Freeze frame…

That bed; do you know the people that constructed it? And your alarm clock; that was your local watchmaker, wasn’t it? What about the building you’re standing in; any idea who…?

Moving on, after your shower using the water provided by that nice man from the local reservoir, you tuck into your breakfast. Of course, you’re not really sure who made the bread for your toast and the cereal in your bowl, but hey, you’re only eating them after all; there’s nothing really important about buying from people here.

Then you get dressed (your personal tailor at M&S is so good) and head off safely in your car at 70 m.p.h. (built by Joe, the guy at the motor works on the corner) using the road constructed by the boys you always hang out with in the bar of The Pick & Shovel. You may smell the flowers in your front garden as you pass, the seeds all lovingly harvested and grown by Betty at the nursery in the next village.

At the office it’s lucky Mr Dell has already delivered your computer, together with a little note offering to meet you for coffee, because you can’t wait to log onto the internet provided for you by…well, you can’t quite remember them all. There were so many at the Christmas party last year; but nice people.

Are they nicer than the people who made the pen in your hand, or the paper you’re about to write on? You can’t quite decide as you take an aspirin, a drug made by people in Malaya who you have never met, are never likely to meet, and a drug the strength and constituent parts of which you haven’t checked and don’t know who might have done so on your behalf.

Let’s stop. It isn’t even ten o’clock on a Monday; how many people have you bought from that you actually know?

People buy from people? Give me a break.

People buy from supermarkets, from Amazon and EBay, from slot machines and petrol station forecourts, from serve-yourself tills and McDonald’s. Most people buy anonymously. They buy as much as they can, as often as they can, without having to interact with anybody. People scare them. A soap on the TV is about as close to real people as they want to be.

So, what is it people are buying, if it isn’t from other people?

People are buying minimum inconvenience and as much certainty as they can with as little precious cash as they can spare.

Now as a person you can supply some of that certainty by building empathy and giving reassurance. If you can convince the other party that you are a nice person, that you want to help them and are not trying to rip them off, then you might make some progress.

People only buy from people when they actually help to increase certainty. Thinking that people buy from people is like being fooled by a three-card trick. You’ve missed the essence of the transaction by concentrating too closely on the players involved.

Creative Marketing

As professionals we know we need to market ourselves and our businesses. However, for some of us marketing is, like Churchill’s Russia: a riddle, wrapped in a mystery, inside an enigma.

One simple definition of marketing might be “the techniques used to attract and persuade prospective clients”.

A more far reaching definition might be “the management process that anticipates and identifies customer requirements and devises an appropriate offering efficiently and profitably”.

Yet, whatever way one defines it, the whole process seems fraught with uncertainty while taking the spectral form of a bottomless pit for money and resources.

But, on second thoughts, does the gloom in this picture owe a large measure of its murkiness to the artificial separation of marketing’s black art from everything else we do?

Is marketing truly some arcane, ritualistic necromancy wholly divorced from the daily round?

Do its witches and warlocks have to conduct their cabalistic practices in dank and dingy corners for it to be fully effective?

Or can we bring some of its brighter, more benevolent aspects to our every day dealings?

In delivering services to our clients it is obviously impossible to separate us as a person from the product we provide. Thus the way that we interact with prospects, patrons and the public at large carries a marketing message.

Either we are smart and courteous, or shabby and slipshod.

Either we are calm and concerned, or we are distracted and dismissive.

Whatever our attitude it conveys a clear message, whether we wish it to, or not.

Since we are unavoidably committed, cross-examined and condemned to some form of marketing then it can only be beneficial to pay attention to the messages we send, lest by inattention we send the wrong ones.

It also gives us scope for inventiveness and having harmless fun while doing so. And, as Peter Drucker pointed out: "Because its purpose is to create a customer, the business has two basic functions: marketing and innovation” so we can legitimately and judiciously combine them.

Here is a simple story illustrating one woman’s lateral thinking when marketing her business:

Bernie was in New York on business. On his 3rd night, he went back to his hotel room feeling quite miserable. Although the trip was going well, business-wise, he was feeling very lonely and missing his wife Sarah.

He casually picked up the Gideon bible from his bedside table and opened it. On the first page, he read: -

"If you’re sick, read Psalm 18."

"If you’re troubled, read Psalm 45."

"If you’re lonely, read Psalm 92."

That’s it! He stopped there, immediately turned to Psalm 92 and started to read. How surprised he was, then, when he got to the end of the Psalm, to see someone has written: -

"If you’re still lonely, why don’t you call Fifi on 202-123-7659."

Well…"if you're not in business for fun or profit, what the hell are you doing here?" (Robert Townsend).

10 Top Networking Tips

What makes a successful business? 99% of the time it is not a killer business idea. Those are as rare as hen’s teeth. 99% of the time it is determination, passion and commitment. These qualities work in any business and are quickly and easily communicated during networking.

Networking brings people together. And since people buy from people it is one of the most effective and direct ways of communicating your message.

Here are some additional tips to help you through the process:

1. 80% of life is showing up.
Woody Allen’s well-known quotation applies to networking just as much as it applies in the rest of life. Some of us find crowds oppressive and strangers intimidating so, for us, actually showing up at a network event is a real achievement. For others the network event comes at the beginning of a very full day or after hours of frustrating and exhausting toil. Do we really want extend our work-life any more?

Yes, we do, if we want to continue to build our business and ensure future orders arrive when needed. Showing up at a network event is a critical step in that process.

2. Being self-conscious is normal.
Having made the effort, now what do you say? Even if you have prepared and rehearsed that ‘elevator pitch’ (you did do that, didn’t you?) when you are face-to-face with a stranger, somehow it does not sound quite as good. This feeling gets worse as the noise levels in the room rise and your voice gets louder and louder. Fear not. Feeling awkward is normal. We’ve all been there. It’s even a place that some of us revisit from time to time as we experiment with different approaches. Remember two things:
a. Your companion has no idea what you were supposed to say, so they won’t know if you get it wrong;
b. Be yourself. If you are feeling nervous, lost for words or out of your depth – then say so. The person you are talking to will already have experienced the same thing. The only reactions you are likely to get are sympathy and support.

3. Now you’re here, you may as well have fun.
Networking is about business and it does form part of your marketing, but that is no reason to treat it as a sombre and solemn subject. You are among people with the same aims and aspirations as you have. You could learn something from them. They could even learn something from you.

It may be business, but it’s in a social setting so relax and enjoy it. Take a few deep, calming breathes and jump right in. You will come across more naturally and you will notice a lot more about other people once you overcome the initial jitters.

Forget about yourself, nobody cares anyway. They are all fully absorbed with their own worries – oh, yes they are. And you can help both of you by talking about them (it’s everyone’s favourite subject). Once you start to concentrate on what they are saying you will soon forget about yourself.

4. Be among the first to get here and the last to depart.
Networking events only last so long – usually around 2 hours. Together in one room, for just a short period of time, you have a group of people who are there with the specific intent of meeting you. Make the most of it. Speak to as many of them as possible and allow yourself the time to find out a little about them. Who are they? What do they do? What are their plans? What issues are they grappling with? Where could you help? If you spend as little as 10 minutes talking with each one, just 12 people will fill those two hours easily.

Where possible, position yourself to watch the door out of the corner of your eye. Is a previous contact arriving that you want to touch base with again? Or is an interesting prospect about to leave before you have had a chance to exchange a few words? If you arrive late or leave early you will miss those opportunities and others may then get in the queue ahead of you.

5. Telling isn’t selling.
If your conversations at a networking event consist mainly of you telling the other person what you do, how you do it, the prices you charge and the guarantees you give then you will part company knowing very little about them and nothing about how you might be able to help them. Working out how your business can best meet their needs is your responsibility, not theirs.

Selling consists of learning as much as possible about the other party and finding a way of being of service to them. Initially that may not equate to a sale. It may be a piece of information, a telephone number or a contact of yours capable of meeting their current need. That’s good. That gives you a common point of reference and the opportunity to follow up later to see how things have progressed.

Taking a (genuine) interest in your prospects will rank you ahead of most of the competition and keep you ‘on the radar’. Acquiring good customers takes time; be prepared to invest it.

6. Make friends when you don’t need them.
If you wait until you need someone’s help and then befriend them in order to obtain it you are likely to be found out. Out of desperation you are also likely to find yourself in a worse bargaining position and give away more than is necessary in order to relieve an emergency. Following this approach you will be entirely dependent on goodwill, rather than fair and equal reciprocity (a favour asked for a favour done).

Making genuine friendships, built on mutual interest and warm companionship with nothing at stake, is a much better reflection of the generous person that you are. Approaching another person in an open and honest manner gives you the freedom to be yourself. You carry no hidden agenda and are less likely to provoke the instinctive, defensive reaction: “What’s this person after?”

7. It is not about the business cards you give out.
If you attend a network meeting with the sole intention of giving out as many of your business cards as possible, even to people who do not request one, you may very well succeed. Then what?
a. Those that did not request your card are likely to file it or throw it, which will amount to much the same thing.
b. Those that did ask for your card without you taking any interest in them are probably being polite. The result will be the same.
c. Those in whom you did show some interest and who asked for a card will put it down meaning to call you; lose it under a pile of paper; find it three weeks later; spill tea on it and then sweep it into the rubbish by mistake.

Relying solely on the business cards you give out cedes control to the people who have them. They have busy lives too. It is more in your interest than theirs that they use the card – after all, you are not the only fish in the sea. That leads on to…

8. It is not about the business cards you collect.
Merely scooping up business cards from everyone else in the room will just add to your large and growing collection. I am sure it is a fascinating hobby, but is it taking your own business forward? Once you have someone’s business card…you have to put it to work. Now YOU are in control, so make good use of it.

Add the contact to your database (you do have…?) and programme in a series of appropriate follow-ups. The first need be little more than a ‘nice to meet you’ and a reference to something that came up in conversation between you. Subsequent ones at decently spaced intervals need to offer slightly more, or it just becomes spam. It’s your business, I will leave you to work out what you can offer.

9. Don’t end the evening wishing you had…
…done something, or said something, or met someone that was there. Opportunities in life can be fleeting. If you have spent the money to be here and taken the time and trouble to turn up, then you owe it to yourself and your business to make the most of it.

At a networking event that usually means taking ‘people risks’. It means stepping forward and introducing yourself to total strangers. But the magical thing about that is you need only do it once. After the first time the person concerned is no longer a stranger!

The other bonus is that people who attend networking events do so with the explicit intention of meeting strangers such as you. By stepping forward with a welcome of your own you are already helping them fulfil the purpose they had in coming here. How cool is that as an opening gambit with a potential customer?
10. What would you do next, if you knew you could not fail?

Life is full of surprises. The biggest surprise to me is the limits people impose on themselves. Too often the hobgoblins inside their heads whisper, “Who do you think you are?” and “You couldn’t possibly!” At that point self-doubt creeps in and many a wonderful adventure is stillborn before it begins.We all have wild and wacky ideas, many more than we ever feel happy disclosing. If networking is about getting noticed, if your future means being memorable, then a networking meeting is just the place to spread your wings and be eager to fly!