E1™ Living – Let Your Mind Lead for a While

The six inches sandwiched between your ears may very well be the most valuable section of real estate on the planet. For when it comes to really living an elite – E1™ — life, the substance of your success exists in your mind before it ever makes its approach to dreams, goals, strategies, plans, and actions. Below, are ten measures you can take without delay to assent to your mind guiding you on a passageway to E1™ living.

1. Feed your mind. It’s been said that you can tell a lot about a person by the books he reads, or doesn’t read for that matter. What books are on your nightstand? On your desk at work? For me, it’s Atlas Shrugged by Ayn Rand and Chasing the Rabbit by Steven Spear, respectively. To lead a successful E1™ life, you need to be teachable. A key element is the motivation to continue learning about the world where we live, lived, and will live.
   
2. Set a strategy for your marriage or significant relationship. With a little planning, you can assemble an award-winning enterprise in your marriage. Write down one word that describes what you would like from your marriage. Have your spouse do the same. Compare notes. Talk about differences. Find similarities. See eye to eye on what you both believe is your mission. Now, set some substantial goals based on your united mission. Jayne and I completed this assignment and developed 13 action items that carry out our marriage mission.
3. Make a surprise date with your family. This week, be thankful for your family and reallocate your priorities. You’ll be taken back how much they detect that you’ve thought ahead and broken the mold on their behalf. Go ahead and keep your standing Saturday movie matinee. Stay true to the rituals that make your family only one of its kind. But, stir it up once. Announce that you’ll be home early for lunch – and stay home to swim all afternoon. Get up earlier on Sunday and let your family awaken to the aroma of your famous pancakes and center-cut bacon. Toilet paper Grandma’s house, but clean it up for her the next morning.
4. Remove yourself from toxic relationships. Do you have friends where your exchanges seem to end up in unconstructive territory – disapproval, hearsay, and disagreeable about life instead of seeking solutions? Do you feel like the world is a less significant place when you leave their company? It might be high time to disassociate. It’s all right to remain acquaintances and share the infrequent chitchat; however, these people are not adding to your development in life. As an alternative…
5. Hang around people you want to be more like. If you’re endeavoring to develop your business, are you mixing with those who have developed businesses? If you’re striving to add some balance in your life, are you associating with those who, undoubtedly, have the sense of balance you seek? I’ve always understood that if I encircle myself with like-minded people, at my ambition level or above, I’ll be inspired (or irritated) to progress. If I connect with non-E1™ thinkers who would rather discuss than do – it’s only a matter of time before I slide down that slippery slope called Run of the Mill.
6. Take a shot at a task you’re avoiding. What remains of your tasks for the day, week, month, or year that you’ve evaded in order to complete the easier, less agonizing, responsibilities? Of course, you know that the job you’ve avoided is one that can lead to greater success. “But, it’s so risky…I might flub the sales call…I was up so late last night…My heart will be in it tomorrow.” Stop. Now. Whatever your excuses, get rid of them for one day. Make the investment. Pick up the phone. Remind yourself that those who will not do can never take pleasure in the payback given to those who get up and do.
7. For one day, stick to a list. You know what you need to do. You know how to prioritize what you need to do. Just make the list and finish the priorities. Finish # 1. Move on to # 2. Finish # 2. Move on to # 3. You get the picture. Send your phone calls to voice mail for an hour. Check email three times each day (and turn off that electronic notification that you have a new email). Stay off the Internet. Your Facebook post can wait and you don’t need to know what your Facebook friends had for dinner, saw at the movies, or scored on the “Which Celebrity are You?” quiz. I take this line of attack every day and find myself with “new” readily available hours every week.
8. Prove your internal chatter wrong. Oh, the stuff we tell ourselves: we need more experience; no one will buy; I’m too old; I’ll never afford it; and, the list goes on. Quit listening to all of that self-defeating babble in your head. Single out one ambition you have wanted to achieve, but allowed defeating thoughts to disrupt you. Take one step toward your goal. The chatter volume will drop off. Take another step. It’s getting quieter. Take another. Before long, you’re where you want to be and moving toward the next level.
9. When lightning strikes, write it down. Every day, we have ideas or thoughts that can better a process, patch up a problem, or add happiness to someone’s day. Too often, we “make a mental note” and later have a “mental freeze.” Keep a record of your ideas and anything that makes you pause throughout your day. Put a notebook in your pocket to summarize your compilation of ideas for later discovery. Or just tap your thoughts into the “Notes” feature of your smart phone device. Later, you’ll be able to turn your “a-ha” moments into actions that bring value to your business and life.
10. Perfect your pitch. Come up with a list of ways your product or service benefits your customer. How do you add to their top line revenue? How do you help keep expenses at bay? How do you boost market share? How do you build superior public awareness? The more you recognize the value your business provides – and the innovative insight you have along the way – the greater your sales, service and profits become.

Protect Your Capital at the Capitol

With all of the impending laws, regulations, new agencies, and checks on your enterprise coming from legislative and regulatory bodies around the country, what does an executive do? Hang on for the unavoidable and fiddle with a business model as a result? No.

The E1™ executive advances and defends his commercial wellbeing by developing and upholding political influence in capitals around the land.

As a former, successful lobbyist to the United States’ Congress, I’m often asked what it takes to build genuine, long-lasting influence with elected officials. My answer is always straightforward and twofold: 1) Local executives have the most influence with Congress or any Legislature for that matter; and, 2) For each issue, a legislator has a handful of people he consults with initially. These people have the most amount of influence with the legislator. Are you on that speed dial list?

Influence is much more than writing a timely letter, inundating a lawmaker’s phone system with calls, or joining a lawmaker’s society of ambassadors, champions, and friends. It’s a fine place to start, but – for all intents and purposes – it results in franking privilege letters and the annual Capitol Christmas Calendar.

Straight from the horses’ mouths (Members of Congress shared this with me), here’s what it takes for an executive leader to secure influence and protect his capital at the Capitol.

1. Make governmental affairs business-as-usual, not just-in-time or as-needed. The most influential organizations and corporations are the most consistent with time, effort, and resources. They include governmental relations in their strategic plans and annual budget allocations. They require that a senior-level executive, as an official part of his job, represent the organization before government leaders. Ultimately, they recognize that bona fide influence rests in the hands of only some, and they build systems to be a part of that set.
   
2. Clarify, with solid information, the effect that laws and regulations have on your business. The best lobbyist is the local business owner or manager. After all, he understands the real world outcomes that happen on the corner of Fifth & Main. Communicating how your business back home is affected adds authenticity to your position. Be conscious that your competitors may be selling a different story. Are their statements accurate? Do you have a detailed reply? Do you have a solution? Provide this type of information as you build trust in this relationship.
   
3. Be valued as the trusted resource on your industry’s matters. Trust takes time, commitment, and reliability. For this reason, regular face time is indispensable. Since legislators serve numerous constituents and assess thousands of legislative bills, you may spend plenty of time with their key staff members. That’s OK; In fact, it’s rather valuable since key staff members are the minds behind your issues and the eyes and ears of the legislators. Building trust with staff builds trust with the legislator. In due course, your relationship with both grows to be a productive partnership.
   
4. Invest in the careers of those who invest in your issues. Money – you knew the subject was imminent. In politics, two rules apply: 1) Get elected; and, 2) Get reelected. Both take time and money. You’ll recollect from Point #1 above that “bona fide influence rests in the hands of only some.” These “some” supply money and time. Personal contributions matter most. You can’t deduct, for income tax purposes, political contributions. These monies come from the cash flow you produce and make use of through life. Legislators appreciate the sacrifice often involved. Coordinated and PAC contributions show unity. Perhaps the legislator championing your industry lives on the other side of your state. Clearly, your interests aren’t his constituents, but his backing of your cause affects your customers. This is a friend you want to keep in office, even if they serve another neck-of-the-wood. Campaign volunteer contributions show commitment. Conceivably more important than campaign money is the time required to administer a political campaign. Your leg work in helping a legislator win office pays dividends for a very long time.
   
5. Take a public stand on your issues and candidates’ stances. Use your internal communications and the local media to discuss business issues. State your case in your newsletter. Write an Op-Ed in your local newspaper. Let your customers know how laws and regulations affect your business, as well as the products, services, and prices that your customers obtain. If you’re willing and legally able, communicate with your ownership politically, i.e., “Vote for Bob” or “Don’t vote for Bob.” Express endorsement is a competitive advantage and allows lawmakers to recognize that you have influence and the ability to speak politically to your owners.
   

At the end of the day, executives – and the organizations they lead – that adhere to these steps to lasting political influence will prevail. In spite of everything – and for as long as we can see in our mind’s eye – legislators and regulators will endeavor to pass and implement laws and regulations that help or hinder your business. The E1™ executive understands that he needs a leading voice in this course of action. He needs to always protect his firm’s capital at the Capitol.

The $64.64 Question – Will Your Customer Be Right, Wrong, or Gone?

 

Three days, three customer service representatives, and three ink cartridges taught me a great deal about customer service.

Day One

My HP all-in-one printer-copier-fax-scanner indicated internal trouble. “Print Head Problem” the miniature screen read. After a brief time on the telephone with Technical Support (TS), the TS representative concluded that my all-in-one needed – drum roll, please – a new print head. And he could have it delivered to my front door in seven days. And it was covered by the one-year warranty, too. Jackpot.

“But your website shows I can purchase the same print head and have it delivered tomorrow – for free,” I replied. “Don’t you have access and authority to use your own website to resolve a customer issue?”

Do I even need to elaborate?

I ordered the print head and, with the TS rep’s blessing, agreed to call back when the print head arrived. We would make sure the all-in-one worked and refund my American Express card for $64.64.

Day Two

The print head arrived. The print head worked. I was back in business. Now, I needed my $64.64. A telephone call to TS revealed that TS could not refund my American Express card. That was the realm of Customer Service (CS). A telephone call to CS revealed that I would need to call TS to get my money refunded. After all, it was the dominion of TS. Apparently, according to TS, I must abide by a “process.” This course would deliver my print head in seven days versus purchasing the same product – from the same company – and having it delivered in one day?

“If I follow the ‘process,’ will TS compensate me for the six days of lost productivity?” I asked.

Oh, why do I try? I perceived a vicious cycle was about to commence. So, I emailed Mark Hurd, the CEO of HP.

Day Three

It worked. Someone read my email. My unpleasant incident was escalated. It didn’t hurt to point out that I address tens of thousands of decision-making executives each year who gain knowledge from my examples of magnificent – and miserable – customer service. And they pay money for lots of computer-related products and services.

The Escalation rep understood my matter. She agreed with my reasoning. The product was defective. It was under warranty. I needed a new print head. It was faster to buy it from HP. I just wanted my $64.64.

And she could not refund it. A system difficulty, she said. “What can I do to make this right?” she asked. “May I send you some ink cartridges – say, three?” Three ink cartridges carry a street value of $113.11. That’s more than $64.64. I really wanted a refund, but this was a good deal. A 74.98 percent return on investment.

The ink arrived on Day 4. I paid my American Express bill today.

Lesson # 1:

Integrate your systems in a manner that when customer issues crop up, staff members have access to the same information and resolution system. Customers don’t want to move to the next window. Customers want the person at hand to understand and put an end to the problem.

If one system (or person) says “One day” and another system (or person) says “One week,” go with “One day.” The net effect is the same, but your customer increases his commitment with “One day.” Let the accountants settle the books.

Lesson # 2:

Take ownership of customer issues. Don’t transfer. Don’t redirect. Don’t make it easier said than done. Just help your customer stay productive. Just get it done perfectly.

Tell your front line that they are the leaders of your organization. They are the ambassadors of what you sell. Now, let them lead. Let them resolve. Let them decide.

Lesson # 3:

Straighten out the customer issue and give the customer more than he expects. Do more than make an apology. Upgrade them. Waive more than the fee. Increase their interest.

Waiving a $5 fee charged incorrectly solves a problem. Giving the customer another $5 demonstrates your commitment. The customer will reward you – at some point – with his commitment in the form of new business.

HP owed me $64.64. They gave me $113.11. That cost HP $48.47. However, they gained an assurance of future purchases – laptop computers, desktop computers, all-in-one printers, and the related products that accompany.

Now, that’s a worthy investment in the commitment of a valued customer.