I love this, thanks for writing it. So many people only measure revenue or profit, but there is so much more to being successful than that. For me, I'm successful when I'm financially stable, have freedom, and can spend lots of time with my family.
“Success is nothing more than a few simple disciplines, practiced every day.” — Jim Rohn
I find this is true in my life. When I'm doing really well it's because I'm doing a few simple things consistently. When I'm doing poorly, it's when I'm slack on the simple things. Small things add up over time, creating momentum, leading to success.
…cision-makers involved. This means you shouldn’t expect B2B buyers to convert immediately. Instead, you need to focus on creating valuable content that helps you develop relationships with B2B buyers and lead them from one step to another as they are trying to complete their buying journey.
This is a fantastic point. B2B marketing hinges on building trust and relationships across individuals within an organization. Trying to sell to just one persona type won't work as there are always more stakeholders, known and unknown.
…lion, what’s even the difference? Such numbers are hard to process for humans. Maybe, this’ll help: If it takes one million seconds to complete a project, you’ll spend 12 days working on it around the clock (or a month of 8-hour workdays). If it’s a billion seconds, it’ll take 32 years — without sleeping, eating, or taking a break. A trillion? That’s 32,000 years. Going back in time, this is when we’ll find the first cave paintings known to man. From that perspective, Apple has eclipsed all of human history.
This is a really helpful way to conceptualize these huge numbers. And wow! Apple is unbelievably huge.
Clear expectations are an employee’s most fundamental need
Great point and all too easy to miss in the day to day craziness of life and business. It seems to me the reason that many bosses don't set expectactions is that they don't take the time to thinking, plan, and set goals for the organization. Or, if they do take that time, they don't take the time to let the plan play out when something unexpected pops up.
2. Picking the direction you’re heading in for every decision is far, far more important than how much force you apply.
I love this concept. Too often I run in one direciton for a little while, give up too quickly, and then go in another direction. I would be much further along if I had always moved incrementally in the same direction for a long period of time.
I ran a virtual company for 10 years. We had amazing culure and very little BS. Meetings were short and to the point. But, even with that, we all geninely liked one another and liked being a team. "Office Culture" as most define it is dead and dying. You can create virtual culture without undue burens on your team, you just have to be thoughtful about it.
“If you’re good at course correcting, being wrong may be less costly than you think,” Dark Bezos said. “Whereas being slow is going to be expensive for sure.” That’s what happened with …
I totally agree with this. Being wrong isn't a bad thing, in fact, I think leader should be wrong more often, and be quick to self-correct.
Humans want to follow humans they seek to become… one day. Took seven years for me to learn that.
This is a really great point, and will shape how I think about the content I create. Thanks!
As I close out 2020 and hope for a better 2021, I’m finding the process of planning for the year cathartic. Here is what I’m thinking about…
I usually do a one word theme for a new year, but this year I have three. Plan. Execute. Repeat. This theme will help to counterbalance some of my tendencies, like moving too fast, skipping the details, and jumping from one thing to another too quickly.
This year my goal is to create two new streams of income that are not modeled on trading time for money. One might be monetizing TogetherLetters, writing…
Husband. Father of six. Wearer of fedoras. Startup co-founder (with exit). Nonprofit co-founder & CMO. I write about personal growth and nonprofit marketing.