2012_08 Entre Review_Aug

Michael HyattSecrets of Social Media

Sales TipsFour Steps to Successful Selling

Best Hiring TipsCreate a Rock-Star Team

AuguST 2012

Your Source for BeSt BuSineSS PracticeS from the trencheS

Review

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Welcome to the first edition of EntreLeadership Review. T h is PDF is de si g ne d speci f ica l ly for sma l l-busi ne ss ow ners a nd leaders who want to take their companies to the next level . Each month, we’ll cover topics that directly affect small businesses and talk to some of the leading entrepreneurs and leadership experts in the country. We’re also focusing on two themes in every issue, beginning with sales and hiring .

I can’t think of any two topics that have a stronger impact on the growth of our businesses than this pair. To say that sales are critical to growth is an understatement. A nd without a great team , those sales will never become a reality. Investing in your hiring and sales pipelines has to be done early and often. What you plant in the spring has to grow all summer before the harvest in the fall.

O ne E nt reL e ader who def i n itely k nows t he i mp or ta nce of s a le s and hiring is Sara Blakely. The world’s youngest female billionaire shares business lessons on Page 6. And be sure to go to Page 4 for a convers at ion w it h M ichael Hyat t, cha i r ma n of T homas Nelson Publishers and blogger extraordinaire.

Until the next issue, take care and keep on reaching for the stars.

Daniel Tardy, Vice President, EntreLeadership

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Table of Contents

Meet Michael Hyatt the chairman of thomas nelson Publishers Shares his Secrets on Social media

The Power of Goal Setting one company’s Dream Becomes a reality

Meet Sara Blakely four Business Lessons from the World’s Youngest female Billionaire

Best Hiring Tips how to create a rock-Star team

Hiring Personality mixing it up—hiring the Best Personalities for the Job

Meet Steve Lang a Successful florida realtor Shares his Best Lessons Learned

Five Enemies of Unity transform Your company’s culture by Keeping these away

Meet Bryan Miles an entreLeader’s Best Leadership advice

Sales Tips the four Steps to Successful Selling—more than a Personality is needed

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In today’s world of nonstop com-munication, millions of messages and even more cute kitten videos, how do you, as a business owner, get your brand, product or service noticed? According to Michael Hyatt, author of the new book Platform: Get Noticed in a Noisy World, the secret is anything but traditional. It’s about social media, and those who are doing it well are leaps and bounds ahead of their competition.

Michael recently stopped by to talk about his new book and give insights on social media with E nt reL eadersh ip Podca st host Chris LoCurto. Here’s a sampling of their conversation.

How can your book help a business owner build their social media platform?

Basically, I give you a f ra mework for u n de r-standing how you market

in this new world. And it starts by building a home base, then expanding your reach, and finally engaging your tribe. You really

have to do these three things if you’re going to be successful in the new world of marketing.

Everything I recommend in the book, I wrote for someone who doesn’t have a technical back-ground or is a little bit put off by social media.

If I’m new to social media, how do I get started?

You need a place in cyber-space that you own and control. It ’s not a rented

platform. It’s not a borrowed plat-form. It’s your own platform where you control the messaging. You need a website or a blog. Now you say, “Well, I’m not a writer. I couldn’t possibly do a blog.” So, could you do a video blog? Could you do a podcast? Could you do something that establishes your expertise and your authority, so that people want to connect around your passion—the thing that matters to you? Almost everybody can do that in some shape or form.

I f yo u we r e l o o k i n g back at a young Michael Hyatt, what are some of

the things you would tell him about leadership?

Be a voracious reader. Most people in our culture are not readers. But readers

are leaders. If you invest the time, you’ll grow. Another thing: Spend time, energy and money on con-ferences. Conferences are differ-ent because you can network with other like-minded people. That has been huge for me.

I would also tell the young Mike Hyatt to hire a coach sooner. I didn’t hire a coach until 10 years ago. It was one of the absolute best decisions I ever made. The invest-ment grew tenfold.

What is your best advice for a new leader?

You have to realize that p e o p l e , wh e t h e r yo u like it or not, are going

to emulate you. They are going to follow your faults and your stren g ths. So I am constantly working on the prototype of my ow n life know ing that people are going to mimic me. You can change your own behavior and have a n enormous impact on people down the line from you. Working on yourself should be number one for every leader.

What are the top leadership books that people need to be reading right now?

T h e o n e I a l w a y s r e c o m m e n d i s J o h n C . M a x w e l l ’s T h e 2 1

Irrefutable Laws of Leadership. I think it establishes a baseline and introduces you to some of the topics that are important.

I’m reading one that’s helping me understand why I do what I do for maybe the first time in my adult life. It is called The Power of Habit. It ’s all of the science that has been accumulated for 20 years about how we build new habits and break bad habits. That’s just one of the current ones that I’m reading. Typically, I’m most excited about what I read last.

Meet Michael HyattThe Chairman of Thomas Nelson Publishers Shares His Secrets on Social Media

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http://www.daveramsey.com/entreleadership/podcast


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Fo r B r y a n C u r r i e r, C E O o f A d v a n t a g e Te c h n o l o g i e s i n Orlando, Florida, life was pretty sweet. The IT company he helped create more than a decade earlier was doing great. In fact, it had grown from a two-person opera-t ion to a mu lt i-m i l l ion dol la r company serving customers in seven states.

L a s t ye a r, howeve r, d i s a s te r struck. It all began with a huge accounting error, and then the IRS came calling with a six-figure bill in hand. That was quickly followed up by a default by one of the firm’s biggest clients. The company went from being debt-free to owing more than $100,000 in less than a month.

With such bad news, the easiest solution would have been to give up. Instead, Bryan went back to the training he had received at EntreLeadership Master Series and applied some of the principles

he had learned.

Setting a GoalA business can’t move forward w it hout go a l s . T hey conve r t vision into energy.

But for a goal to work, it has to have five components.

It must:

• Be specific• Be measurable• Have a time limit• Be yours• Be in writing

Bryan’s goal did just that. He grabbed a pen and a piece of paper and wrote this: “Within 2.5 years, Advantage Technologies will not only be debt-free, but will also have an additional $100,000 in a strategic reserve fund.”

Casting a VisionOnce he had written down his goal, it was time to get the Advantage team on board. Bryan needed to share his goal with his staff. That’s called “casting a vision.” And cast he did. The Move the Mountain cam-paign had begun.

Every two weeks thereafter, a company-wide conference call was held to update everyone on Advantage’s progress and recog-nize team members who were doing a great job.

“One of the things we did was suspend profit sharing until the campaign was complete,” Bryan s a id . “A nd b e cau s e ever yone knew what was going on, they were all on board. There was not one complaint. People were actu-ally excited. They began bringing us creative ideas to cut expenses and increase revenue.”

The TakeawayBy recast i n g h is v ision nu mer-ous times, Bryan created unstop-p a b l e m o m e n t u m . R e v e n u e s s k y r o c k e t e d a n d e x p e n s e s d ropp e d . A nd i n a l it t le more t h a n 1 2 m o n t h s , A d v a n t a g e Technologies reached its goal—one year ahead of schedule.

Now that the Move the Mountain ca mpa i g n is complete , t he cel-ebration will begin. A huge party is scheduled for later this month a nd prof it s h a r i n g i s b ac k i n a bi g way. To rewa rd h is tea m members and leaders for all of t he i r h a rd work , 10 0 % of t he c o m p a ny ’s S e p te m b e r p ro f it s will be distributed to the staff.

“ T h is has be en a n absolutely incredible journey,” Bryan said. “Right in front of our eyes, there was energy, focus and everyone coming together to hit the goal. It was really amazing to see.”

The Power of Goal SettingOne Company’s Dream Becomes a Reality

A goal must:

• Be specific• Be measurable• Have a time limit• Be yours • Be in writing




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What’s the secret to success? For almost every entrepreneur who’s made it big , there’s one major factor that carries them through: stick-to-itiveness. Just ask Sara Blakely. The former door-to-door fax machine salesperson refused to take no for an answer when developing her product, Spanx.

Sara’s great idea of a comfortable body-shaping undergarment and her streak of doggedness wider t ha n t he M i s si s sippi re cent ly landed her on the cover of Forbes Magazine. With no formal business training or experience in fashion or retail, she has the honor of being the world’s youngest female self-made billionaire ever to make the Forbes World’s Billionaires list.

On a recent broadcast, Dave spoke with Sara about that never-say-no attitude and her company, which today is a household name with sales of nearly $250 million annually. W hat can you learn from her experiences? Here are a

few takeaways from her amazing success story.

1. Never Say NeverAfter coming up with the idea for Spanx, Sara spent an entire year cold-calling hosiery mills to get them to manufacture a prototype. Her progress after 12 months? Zip. She finally took a week off of work to meet the factory reps face to face, but ended up with the same answer: no thanks.

“Everyone told me it was a really bad idea, and they didn’t under-stand it,” Sara says. “ They just didn’t get it, but I kept pushing on. Finally, a mill owner in North Carolina called me back … He said , ‘ I ’m going to give you a shot.’ Apparently, he ran it by his daughters.”

2. Don’t Quit Your Day JobJust 27 years old and with only $5,000 in savings, Sara was in no position to quit her job while going after her dream. Instead, she worked evenings and weekends for more than two years research-i n g a nd pla n n i n g t he lau nch of Spanx. When orders started coming in, she sat up nights stuff-ing Spanxs into padded enve -lopes. She didn’t jump ship until she was financially ready to do so.

3. Stay Debt FreeIs it possible to start a successful business without going into debt? Absolutely. Both Dave and Sara are great examples. Sara began with her $5,000 in savings. She watched every nickel, hawked the product herself, wrote her own

patent from a textbook she bought at a bookstore, and designed the packaging with the help of her friends. She’s never accepted a cent from an outside investor.

4. Do Your ResearchBefore developing Spanx, Sara spent hours and hours going from fabric store to fabric store, trying to come up with the perfect mate-rial. She also was no stranger at the library, where she spent weeks researching every hosiery patent ever filed.

W hen it ca me to f i nd i n g her company name, the research paid off again. “ The minute the name Spanx came to me, I changed the ‘k ’ to an ‘x,’” Sara says. “My research showed that made-up words always do better than real words for products, and they are easier to trademark.”

Sara is living proof that with lots of hard work and perseverance, anyone can be a success. “I didn’t give up, because I saw my own rear end in those white pants and I knew it worked,” Sara says.

Meet Sara BlakelyFour Business Lessons from the World’s Youngest Female Billionaire

“Everyone told me it was a really bad idea, and they didn’t understand it. They just didn’t get it, but I kept pushing on.”


http://www.daveramsey.com/radio/home/loadclip/interview-sarablakely-spanx/


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For many small-business owners, t he h i r i n g pro ce s s i s compl i-cated, stressful and exhausting. It ’s something they generally just want to avoid. They’re desperate for help and hire the first warm body that walks through the door. But before 90 days are up, the new team member is history, and the small-business owner is right back where they started.

It doesn’t have to be that way. As Dave teaches in EntreLeadership Master Series, if you take your time and wait for the perfect fit, you’re on the way to creat-ing a rock-star team—a group of people who are passionate about their jobs and can take your busi-ness further than you ever imag-ined. Our many EntreLeadership Masters Series Facebook com-munity members and our Twitter followers agree. They have taken these principles and applied them to their own businesses. And now, they are sharing their best advice.

Ask about their hobbies during the interview process. If they overlap with the position requirements , they love what they do.

—Quentin Krengel

Find a way to make them cry … in a good way, via deep questions. In all honesty, though, don’t be cheap. Invest the money to assess them according to their wiring and talents.

—@andrew_acker

W hen hiring primarily teens , find those who have volunteered at church or school in their community.

—@edchristo

Integrity is what I look for. Almost everything else can be taught.

—@NDLaFollette

Be up-front about not only what they are required to do, but also what they will occasionally be asked to do. Make sure they understand!

—@Tdubb

Hire people with good soft skills and train for technical skills.

—@tinadmeier

I have asked a couple of the candi-dates to write some ads and create some thank-you letters. Misspellings, wrong logos and not doing homework on what we do and sell are telltale signs of what we could have hired.

—Larry Parsons

Patience!

—@rlawrenceir

Your profit with new employees is made at the buy. Don’t rush through the hiring process.

—@LauraKMcNally

Interview and then interview again! The more up-front time you put in BEFORE a hire, the better.

—@ClivetheClubGuy

Evaluate the person by creating a fixable emergency common in the job they would be taking and see how they handle it.

—@Joseph_Speciale

For me, this all comes down to intu-ition. I trust my gut feeling in these instances so much.

—Mark Chambers

Get to know what their “big why” is. Hire those who have a life in alignment with your company’s core values.

—@HeidiBellaCasa

Look for good interns, support them with great mentors, expect big results.

—@cravelight

The basics of hiring hold true no matter if you are just about to hire your first team member or have a really large staff. Taking your time and holding out for the perfect fit is well worth the effort. As Dave says, “When you work with fired-up, talented people who love what they do, you have more fun than trying to gather a bunch of turkeys together and whip some work out of them … Make sure you get the rock stars and keep the turkeys out.”

Best Hiring TipsHow to Create a Rock-Star Team

Get to know what their “big why” is. Hire those who have a life in alignment with your company’s core values.

—@HeidiBellaCasa



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As an entrepreneur, you’re most likely a risk taker and a person who gets things done and asks questions later. So when it comes time to g row a championship team, you should select people with the same type of hard-driv-ing qualities, right? Well, maybe not so much. Leading a group of entrepreneurial types with no other personality styles on the team would be like herding cats or trying to nail Jell-O to a tree—a really bad plan, Dave says.

So how do you de cide who to hire? As Dave teaches in EntreLeadership Master Series, you need a healthy mix of person-ality styles. And the tool he uses for insight into how people make deci-sions and what their tendencies are is the DISC Profile System.

DISC breaks down personality into four distinct types.

Dominance (D)These go-getters love being in charge and enjoy a challenge above all else. They’ll also never

hold back, so they’re great when you need an honest opinion. They can be blunt to the point of hurting feelings, so a very high D can freak out other personality styles.

Famous Ds: Donald Trump, Hillary Clinton, Tiger Wood and John McEnroe

Influencer (I)You know the saying , “ Let the good times roll”? We think it was created for the Is of the world. They love being around others and can easily motivate them, although they can easily get dis-tracted. If you are looking for cre-ative or out-of-the-box ideas or simply some fun, an I will come through every time.

Famous Is: Jay Leno, Oprah Winfrey, Bill Clinton and Steve Martin

Steady (S)Steady, loyal and big-hearted, they’re just about willing do anything for anyone and will go out of their way not to hurt someone’s feelings.

They’re perfect team players; however, conflict can paralyze them.

Famous Ss: Mother Teresa, Gandhi, Michael J. Fox and Mr. Rogers

Compliant (C)Looking for someone who is ana-lytical and thrives on details and procedures? Then a high C is the perfect person for the job. They’re all about business, love rules, and those who follow them. They can be slow to change, since they need all the information before making any move.

Famous Cs: Bill Gates, Alan Greenspan, Albert Einstein, Henry Kissinger

The DISC test is a great tool to use as part of your hiring process to ensure that personalities mesh and teams connect. Remember, though, it ’s only one tool in your a r s e n a l . At D ave ’s comp a ny, there are at least 12 components involved in the hiring process, with an average of six to 15 inter-views. He knows when you get the right people on board, magic happens and everybody wins.

Hiring PersonalityMixing It Up—Hiring the Best Personalities for the Job

So how do you decide who to hire? As Dave teaches in EntreLeadership Master Series, you need a healthy mix of personality styles.



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E nt reLeadersh ip is not just a theory. Thousands of business owners and leaders are using Dave’s principles every day to take their companies and team members to heights they never imagined. In the EntreLeadership Spotlight series, we’ll be highlight-ing some of these great leaders and learning about their dreams, motivation and secrets to success.

What I DoI am the owner of The Steve Lang Group, Homevest Realty in Orlando, Florida.

A Characteristic Every Leader Should PossessHonesty is the most integral quality of any successful leader. It ’s the foundation of all relationships.

My Mentor My persona l a nd profe ssiona l mentor is Barney Everett. I met Barney through my church when I was only 14 years old. He was orga-nizing a boxing club for teenage boys, and I joined. Barney was (and still is) one of the most influ-ential people in my life. He taught me at a young age the importance

of persevera nce , hone sty a nd accountability. I never wanted to disappoint him. Barney possesses a true entrepreneurial spirit and a generous heart. He inspires me to be a strong leader.

My Best Leadership AdviceIt is essential to surround yourself with people who enjoy what they do and have a strong personal desire to achieve.

Best Lesson Learned From EntreLeadership Master SeriesFor years, I struggled with man-aging a staff and hiring the right e mploye e s . It wa s n’ t u nt i l I attended the Master Series hiring lesson that I realized I had been doing it all wrong. I learned the importance of identifying person-ality styles, including my own. I finally understood how to rec-ognize specific traits that would enhance productivity in my office.

My Greatest Passions1. Family: My wife, Erin, and I

have two little boys who are our whole world.

2. Animals: I worked in animal care and training at Sea World for nearly 20 years before starting a career in real estate. It was one of the greatest experiences of my life.

3. Working out: Being active gives me the energy I need to complete all of my goals. Te n n i s , w a t e r s k i i n g o r working out in the gym are a part of my daily schedule.

Best Way to Keep My Competitive EdgeBeing honest with my clients and promptly responding to all of their needs has allowed me to excel in my market. I receive emails and letters of thanks regularly, com-menting on how easy it was for my clients to close their property transaction(s). The past several years have been challenging, but I have succeeded because of the strong relationships and loyalty I have built with my customers. They trust that I am going to take care of any and all their needs to make the process as smooth as possible.

My Favorite Part of the JobWatching a young family pur-chase their first home, helping clients who are facing difficult financial decisions, and assisting couples achieve their financial goals by buying or selling their home. It ’s the most rewarding career I have ever had. For most people, a home is their largest asset. Helping them make the right decision to buy or sell is a huge responsibility that I respect.

It is essential to surround yourself with people who enjoy what they do and have a strong personal desire to achieve.

Meet Steve LangA Successful Florida Realtor Shares His Best Lessons Learned



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For Troy Meachum, owner of ACR Supply Company in Durham, North Carolina, the thought of vacation was anything but relaxing. He dreaded returning to a desk full of problems and team members who weren’t getting along.

T roy k new somet h i n g had to change, so he rolled up his sleeves and went to work to transform his company’s culture. A major part of that was unifying his team. To accomplish this goal, Troy relied on the lessons he learned at EntreLeadership Master Series. And like Dave, he found out that if

he kept the five enemies of unity away from his door, everyone became increasingly unified. You can do the same!

The enemies include:

1. Failure to CommunicateWant a team that works together as one? Then talk it up and always let them know what’s going on, whether good news or bad.

As Dave says, “Most people assume the worst times 10 when leader-ship hasn’t built trust with them by telling the whole truth.” Be proactive.

2. Lack of Shared PurposeYou can’t have unity without a common goal, a common mission and a common vision, all flowing from a common dream. Create them and talk about them over and over again.

3. GossipOne thing you will never find at Dave’s office is gossip. Everyone k n o w s t h a t i f t h e y h a v e a proble m , t hey ne e d to t a ke it to their leader and no one else. In fact, Dave hates gossiping so much, it ’s a fireable offense.

4. Unresolved DisagreementsIt’s a fact as old as time. When you get a bunch of humans together, no matter their age, education or sense of humor, disputes are going to ensue. And as a leader, it ’s your job to act quickly and decisively when you become aware of them. If not, they will fester, and your team will grow apart.

5. Sanctioned IncompetenceRemember in school when you were assigned a group project, and there was always that one goof-off who never helped? You didn’t feel like pitching in the next time, right? Well, the same holds true for your team. If you don’t act when someone can’t or won’t do their job, it demotivates everyone else.

By f i g ht i n g t he f ive enem ie s of unity, you can create team members who love their job and are all working toward a common goal—winning the game. That ’s what Troy has done, and today he has no problem going on vaca-tion. “We have a culture much like a family who cares for each other, communicates, and wants to help each other and unite,” he says. “It’s a place where people wake up and want to come to work.”

Five Enemies of UnityTransform Your Company’s Culure by Keeping These Away

Want a team that works together as one? Then talk it up and always let them know what’s going on, whether good or bad.



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What I DoI am CEO and co-founder of Miles Advisory Group (MAG) in Atlanta, Georgia. I ’m blessed to run the company with my wife, Shannon. We help s t re a m l i ne m i n i s t r y through flexible and affordable outsourcing solutions.

A Characteristic Every Leader Should PossessBe others-focused. Great leaders are driven to serve others. They turn their org chart upside down and serve with a passion.

How to Beat the CompetitionMe nt a l for t it ude a s a le ade r matters greatly to the long-term success of your endeavors. Wear your competition out with your creativity, passion and grit.

You have to:

1. Be original. Never be a “me-too” salesperson.

2. Have an idea/service/product that is exceptional and not half-baked.

3. Make sure you are THE most passionate person in the history of the world about your company/service/product—and never let anyone discourage you.

My Best Leadership Advice

1. Read Robert Greenleaf’s books on servant leadership.

2. Look for early “wins” for your team (not you) and fight like crazy for their success.

3. Focus on how your work creates “wins” for your leader(s) as well. And then go after those wins with a passion.

4. Stay organized and own your time management. A poor leader—who won’t lead for long—is unorganized.

Best Lessons LearnedThe first step in hiring is creat-ing a KRA (key results areas or detailed job description) for the position. It allows you to define the role before you place poten-tial candidates in it. It also enables you to remain objective about the role/need before you start liking the people you are interviewing. And kicking “crazy” out the door is massively important. Letting “crazy” stay in your company is your fault as a leader, and you are sanctioning incompetence.

If I’d Known Then …I ’d own all of my business 100% from day one in terms of equity. I ’d never apologize for being a “start-up.” I would not limit what I thought God could do in my busi-ness like I did in our first year. He amazed me with more oppor-tunity, sales, people, ideas and success in our first 12 months than I could have ever dreamed up in my head. I won’t limit Him again. I ’ve g iven H i m per m ission to “show off” with our business, and I will work hard to follow His lead.

Meet Bryan MilesAn EntreLeader’s Best Leadership Advice

Be others-focused. Great leaders are driven to serve others. They turn their org chart upside down and serve with a passion.



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If you spent any time with Dave, you would quickly learn that he’s a super salesperson. Talk to him for five minutes, and he’ll have you converted to the cause. Why is he so good at it? Because Dave knows that selling is much more than having a great personality. It’s a process. And if it’s done right, a sale will follow.

So if selling is so easy, why are so many people terrible at it? Because they ignore the four steps necessary for someone to make the buy. It doesn’t matter if they are a salesperson selling highly sophisticated software or a minis-ter teaching someone about Jesus, the same four steps are involved. If you skip one or go out of order, you might as well call it a day, because the only thing you’ll be offering is frustration.

The four steps include:

1. QualificationIf there is any step that should have a complex, it ’s qualification.

It ’s the most overlooked, under-rated of the fou r. A nd it just happens to be one of the most powerful. If you don’t believe us, try to talk an unqualified buyer into something they don’t need or can’t afford. You may get a black eye. Okay, that might be a bit of an exaggeration—we told you quali-fication has a complex—but when you don’t pay attention to qualifi-cation, it can lead to exasperation for everyone involved.

A qualified prospect must have:

• Money• Time• Need/Want• Power to purchase

2. RapportThe second step, rapport, can be summed up in two words: com mon g rou nd . To m a ke a sale, you have to find a way to connect to your customer. Do your research to find out who you’re talking to and look for that common ground. When you do, it

allows the buyer to trust you, your company and your product. In a retail situation, there’s no time for research, but you can still connect. It can be as simple as asking where someone is from. Boston? I have a friend who lives in Framingham. Boom . In five seconds, you’ve made that connection.

3. Education/InformationWant to instantly annoy someone? Try selling them a product you k n ow n ot h i n g a b out . B e fo re sellin g any thin g , you have to know every little detail. And that’s just the beginning. You also must love and believe in your product too. If you don’t, it shows. As Dave says, “If you wouldn’t want your mother to buy the item or service, then don’t sell it.”

4. CloseIf you followed the three steps above, closing the deal is gravy—a natural part of the process. The big thing to remember here is don’t try to close too early. You’ll come off as pushy and lose the sale.

By using the four steps above and serving your customers instead of selling them, you’ll gain clients for life. Everyone is happy, and busi-ness is fun again too. It doesn’t get better than that.

Sales TipsThe Four Steps to Successful Selling—More Than a Personality Is Needed

So if selling is so easy, why are so many people terrible at it?


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2012_08 Entre Review_Aug