Business Training

“Not Too Bad”
560 315 Aaron Sansoni

So frequently, when people are asked how they are they respond, “not too bad.” The real question is, what does this even mean? It is such an empty phrase that we use on a daily basis, and frankly just a waste of speech. This phrase is not serving you at all and it needs to be exchanged for something of more substance!

How you communicate and present yourself is so so powerful. It is what forms a pictures of you and distinguishes you and your place in the world. So how come we allow ourselves to use such empty phrases that add nothing to conversation or our lives? This needs to change!

Your words are the foundation for your actions in themselves. Presenting an action on the back of “not too bad” is just crappy. What even does it mean? You’re bad… but not too bad? Not that bad, but still bad. It’s such an incredibly negative phrase! You don’t want to build your actions on the idea that you’re “not too bad.” No! You want to build actions on your strengths, your wisdom, your talent.

So this is a call to action. We have to change this language! When the change of language comes, it ushers in the change of thoughts and beliefs. Even just this small change in how you talk about yourself and how you present yourself can change your mentality. In turn, this will change your actions. You want to put yourself in the best position to succeed, and this is the first step how.

Language, thought, and action are so deeply connected, and it is absolutely foolish that we can treat language so frivolously, using purposeless phrases like this. We need to take that step and shift our words, shift our thoughts, and build a better foundation for our actions one step at a time!

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Aaron Sansoni - How To Manage Rockstars Blog Header

How To Manage Rockstars
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Having a team full of rockstars is a fantastic feeling. They do their work and they do it well, leaving you free to deal with issues better-suited to your leadership role. But what happens when your rockstars performers expect star treatment?

While it may be tempting to give your top-grade employees whatever they want to keep them happy, it’s actually quite detrimental to your company. Special treatment could cause other employees to feel resentment…something you don’t want if you’re struggling to keep them motivated in their first place. So, your best bet is to effectively manage your rockstar. Luckily, there are a few tactics you can employ to ensure you’re getting to most out of both parties.

Do Not Reinforce Bad Behavior
Rockstars often believe that they are exempt from several rules because of their value to you and the company. They may show up late, take longer lunches, or skirt corners. This is unacceptable. Hold them to the same standards as the rest of the team.

Do Not Make Exceptions In Front Of The Team
Similarly, top-performers are more likely to ask for favors or exceptions after exceeding a large goal or exhibiting an above-average performance. While it is acceptable to reward positive behavior in front of the other team members, it is never okay to grant these requests in public. In fact, I’d strongly recommend not granting them at all but every situation is different and you’ll need to evaluate on a case-by-case basis. Just be sure to evaluate and respond in private.

Build a 1-on-1 Relationship
You want to create a certain level of respect between you and your rockstar employees to keep them both motivated and engaged. Building a strong relationship is the first step in establishing that respect. It’s not enough to acknowledge their wins in public. You need to take the time to have meaningful conversations in a 1-on-1 environment. It doesn’t have to be daily, but it should be regularly.

Use Them For Training
Unfortunately, the reality of over-performing employees is that they are likely to leave you eventually. Their strong track record makes them ideal candidates for bigger, better positions. This means it is imperative that you get use them to improve the performance and knowledge-base of other team members. Ask if they’re willing to be a mentor or let others shadow their day-to-day activities. Every rockstar you employ should be training the next rockstar in preparation for their inevitable departure.

These are just a few of the tactics you can use to manage your top-level performers on a daily basis. What’s most important is that you set the standard at the start. Find out how to set and maintain standards, as well as how to effectively employ other team management strategies, in my Sales Leadership Mastery course.

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Aaron Sansoni - Find the Why Behind Your Goals.

Have You Found The Why Behind Your Goals?
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People come to me all the time and say, “Aaron I need to improve my sales. I need to make more money!”They are certain that they need additional revenue to achieve their goals, but do you know what? Most of them don’t even know what their goals are.

They don’t know their why. In fact, their why is almost always something like “successful businesses bring in a lot of money.” Which is true! But why do they care?

If you are going to succeed in sales, and then by consequence succeed in business, you absolutely need a reason to want to succeed. You need a goal. Actually, you need several goals. If you are going to succeed you need to nail down all of the reasons you don’t want to fail. All of them. And then you need to be certain about them.

Uncertainty in your desire to achieve your own goals can only lead to negative consequences in the future. Any time you face a setback you run the risk of deciding that pushing forward is not worth the effort. You run the risk of turning your setback into a failure. It’s that certainty that is going to propel you forward when things get tough. You don’t just think you’d like to earn more money so you can send your children to a better school. You know that you want to send them to a better school. It’s one of your whys.

So how do you go about defining your whys? It’s actually easier than you think. First, separate your thoughts into two categories: big whys and little whys. Tackle them one at a time. For each category all you need to do is ask yourself the following questions:

  • What do you want?
  • Why are you here?
  • Are you sure?

It’s that simple as long as you are honest and specific in the way you answer the questions. Don’t just say you want to pay off your mortgage. Think about when you want to pay it off. This year? In five years? What happens when you pay it off? Take enough time to clearly define your “whats” and they will lead you to your why.

One final note. It is imperative that you don’t skip that last question. It’s perhaps the toughest of the three to answer but it is the one that will drive your certainty going forward. When you come to me and you say, “Aaron I need to improve my sales. I need to make more money” and I ask you why…it’s this question that enables you to answer me without hesitation. Without uncertainty. It’s the cement behind your why.

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Aaron Sansoni - Leadership Styles Blog Header

Leadership Styles Spotlight
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Everyone is different, so it stands to reason there should be endless different leadership styles as well. That’s actually not true. In my opinion you can break down each and every leader into one of six distinct categories.

In my course Sales Leadership Mastery I describe each of these leadership styles in depth and provide you with the tools you need to identify them in yourself and in your life. I know we’re all busy, so I wanted to give you a brief working profile. I’ve broken the leadership styles down in snapshot format for easy reference.

Leadership style no 1: Alpha Leader

Mindset:  I am the boss, and I am in charge.

Description: Alpha Leaders often have extremely clear action plans. There is usually only one right way to do something in the eyes of an Alpha Leader. They’ll tell you what it is, how to do it, and then make sure it’s done.

Leadership style no 2: Facilitator

Mindset: I’m not managing, I’m just helping you figure it out.

Description: Facilitators are often conflict resolvers and perform well in customer-facing situations. They are usually customer-centric in their strategies and attitudes.

Leadership style no 3: Chaos Conductor

Mindset: I’ve got this all under control even though you can’t tell.

Description: Chaos Conductors are usually fast-paced. They excel at keeping multiple balls in the air by allowing their team to do their job freely. They do not micromanage. Chais Conductor offices tend to look disheveled or unkempt.

Leadership style no 4: Visionary

Mindset: I’ve found something else for us to try.

Description: Visionaries contribute new ideas and new processes regularly. They love to change the status quo just to see if something else will work. Delegation is a strength of theirs, and the often use it to juggle their many ideas.

 

Leadership style no 5: Sprinter

Mindset: I just did it. Now you should too.

Description: Sprinters need to have extremely motivated teams to keep up with them. They fly through tasks and processes quickly and expect others to keep up. Often they end up performing tasks themselves if they find their teammates to be too inefficient for their liking.

Leadership style no 6: Silent Leader

Mindset: Watch me. I’ll show you.

Description: Silent Leaders are very powerful in their effectiveness. They attract followers simply by conducting business and achieving results the way they usually would on their own. They are neither at one end of the spectrum or the other. They simply do what they came to do, let others see them do it, and move on.

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One trait entrepreneurs need | Aaron Sansoni

The One Trait Most Entrepreneurs Need…But Lack!
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Ask any entrepreneur to describe themselves, and odds are you will hear a wide variety of answers. Driven. Passionate. Responsible. Adaptable. However you probably won’t hear one really important trait entrepreneurs need.

All of these are excellent descriptive terms, worthy of successful entrepreneurs across all facets of the business world. And yet, something is missing. There is one word you probably won’t hear, but should. A single, key trait that can mean the difference between immense success and imminent failure. That key trait is naivete, and it can often be found in first-stage stories of entrepreneurs everywhere.

One trait entrepreneurs need, but don’t always have

Naivete does not refer to a “lack of experience, wisdom, or judgment,” as Google Dictionary defines it, but merely a tendency to see slightly less than the entire picture.

It is this blatant naivete that helps release entrepreneurs from their real world shackles and chains, giving them the time and ability to dwell a little longer in their own headspace where anything is possible. No obstacle is insurmountable. No detail too minuscule. In a naive mind, each and every aspect of a business venture is, at the very least, achievable, as long as you put in the effort.

“The true entrepreneur (or the true intrapreneur, for that matter) is almost always characterized by an inability to see negatives, a certain blindness to obstacles, a disregard for barriers,” says Forbes Contributor Henry Doss.  

Sometimes it means neglecting to ascertain the full scope of sheer work required to accomplish a particular goal. Other times it might mean operating without acknowledging the negative voices. In both cases, naivete suppresses a few small parts of an otherwise overwhelming picture, thus making it seem more attainable.

 Naivite on the entrepreneurial journey

It is important to note that naivete does not necessarily require unrealistic expectations or disconcerting amounts of optimism. In fact, many entrepreneurs are acutely aware that their journey will not be easy. Some even experience work-related meltdowns once they fully comprehend the epicness of their inevitable to-do lists.  But, it is blissful naivete that coaxes them to persist. It is the reason they can keep on going.

A naive entrepreneur cannot quit for the simple reason that, in their mind, they cannot fail.

Aaron Sansoni, the new breed of selling superstar, is an international speaker, best-selling author and recent nominee for Ernst & Young Entrepreneur of the Year 2016 & Australian of the Year 2017

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Components of a Strong Personal Brand | Aaron Sansoni

Three Key Components of a Strong Personal Brand
560 315 Aaron Sansoni

Every company wants a strong personal brand. Whether you are working as a solo sales dynamo or as a member of a colossal corporation, chances are that you are already a part of the company brand.

So how do you build on it and make it strong?

Any company can create a brand by choosing a few select colors, a name, and a product or service. That’s all it takes. In order to be considered well-branded, however, requires a bit more commitment and effort.  

Strong brands should exhibit exactly three things: authority, expertise, and trust. Each of these three key components relates seamlessly to the others. They are needed to create a brand that consumers know, love and, most importantly, recommend.

Authority

Brand authority is a somewhat ambiguous term. This is because authority encompasses both expertise and trust. In fact, it is impossible to build authority without them. It is a well-balanced combination of the two that encourages consumers to place your brand’s knowledge above that of other brands.

Authority is not something you can create on your own. You must earn it. And you go about doing that by focusing on demonstrating relevant expertise and building consumer trust in your brand.

Expertise

Expertise is perhaps the easier component when building a strong personal brand.  That is because it’s the only component you have complete control over.

Positioning yourself as a knowledgeable expert on your product or service shows you have done your due diligence before offering your service.

Studies conducted by Dr. Marshall Fisher of the Wharton School of Business indicate that expert advice is a top driver of sales. If your consumers believe you to be an expert, and if your brand has actively engaged in educating potential clientele about your field of expertise as it pertains to your product or service, then they are likely to trust your recommendations when it comes time to make decisions that affect your bottom dollar.

Trust

Like authority, trust cannot be demanded or bought, but it can be earned. You can build trust in your brand by remaining accessible, consistent, honest, reliable, and valuable. Showing your potential clients helpful, consistent messaging over extended periods of time is a good way to start earning the trust required to build a strong personal brand.

Although each of these three components can be measured on its own it is best to think of them as a cohesive group, as you will need to master all of them to be considered well-branded.

Aaron Sansoni is a best-selling author, international speaker, investor, and recent nominee for Australian of the Year and Entrepreneur of the Year.

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Business Mentors every business needs | Aaron Sansoni

Two Types of Mentors Every Business Needs
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Have you ever heard the phrase “it’s not who you are, it’s who you know”? You probably know more people than you care to admit, and who you choose to associate with can play a big role in achieving success. There are two types of mentors every business needs to succeed.

Mentors are a crucial part of every personal and professional growth pattern. They serve as sounding boards, educators, and support systems.

“…mentorship makes early stage companies stick around longer (on average, an extra 2 years) and helps make them more successful,” writes Annabel Acton on why you need a mentor. This being the case, it is imperative that you choose your mentor wisely.

If success is your end goal, you should seek mentorship from two types of people: Experts by Results and Experts by Research.

Experts by Results: first type of mentors every business needs

Experts by Results have proven their success in your particular field. They know how to accomplish your goals because they have already done it.

Results-based experts have encountered similar pitfalls, experienced similar hurdles, and emerged (relatively) unscathed. They make extremely qualified mentors for the simple fact that, they’ve walked in your shoes.  

If you’re an aspiring CEO, for example, then your go-to results expert should be someone who is or used to be a successful CEO.



Experts by Research: second type of mentors every business needs

Experts by Research are the people that have put extensive amounts of time, money, and effort into studying and understanding situations exactly like yours. They’ve assessed the risks, compiled the best practices, and eliminated the superfluous details in order to come up with the best possible path to your desired destination.  

Research experts make good mentors because they have an innate, academic understanding of your current situation and the many viable options you have to move forward.

In real life, they can sometimes be tricky to identify.  If we go back to our CEO example, the research expert could either be a trusted advisor or an outside educator.

How Do I Find These Experts?

Sometimes knowing who should be your mentor is the easy part. Finding that person, however, can certainly be more difficult.

There are countless resources out there detailing the various places to find mentors and advisors. Online and in-person networking groups, industry trade shows, and indirect competitors are all good starting places, but they inevitably involve quite a bit of time, and possibly a pitch or two. Luckily, they aren’t your only options.

Friends and Family

Start your mentor search close to home. Did you have an uncle that inspired you to pursue your business dreams? A family friend that dripped success every time he stopped over for supper? If so, reach out to them. Speaking to friends and family is often one of the most beneficial, albeit brutally honest, forms of mentorship you can get.

Check Your Heroes

Occasionally, successful businessmen and women set out to assume mentorship responsibility for those who are starting off in conditions similar to their own. Determine who your business idols are, and then spend some time thoroughly exploring their websites. You might find that they offer educational classes with useful tips and tricks, downloadable books full of their experiences, or even formal mentorship programs with an application process.

Aaron has affected the lives of over 2 million people, in 41 countries from over 100 industries on and offline through his training spanning a decade of mentoring. As a global authority on Activation® he’s authored his best-selling book ‘Think Like’ which explores the millionaire mindset enabling anyone to build an empire of their own.

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Obligation Mindset | Aaron Sansoni, Sales King

You Have To: Why The Obligation Mindset Is Non-Negotiable
560 315 Aaron Sansoni

Obligation is a word riddled with negative connotations. For entrepreneurs and managers, however, it is a word that should be undeniably linked to every aspect of their title. The obligation mindset is a necessity.

There are two types of obligation that should occupy the minds of successful leaders everywhere. The first is the obligation to perform. The second is the obligation to share.

Obligation to perform

This is perhaps the most obvious form of entrepreneurial obligation: the requirement to perform. As an entrepreneur or manager, your team is constantly watching for you to set the bar in terms of expectations.

It is your responsibility to conduct business the way you want to see it conducted across your company. Complete your tasks on time. Communicate efficiently and effectively. Continuously chisel at your task list to illustrate the proper work ethic, drive, and output. There can be no doubt about what you expect of your team if you show them firsthand.

“I feel an overwhelming obligation,” says entrepreneur Rand Fishkin, “to someday, somehow live up to my own standards.”

Obligation to share

The second, perhaps more rare, type of obligation encountered by entrepreneurs and managers is the obligation to share. It is typically categorized by the need to ensure your business ventures survive beyond the term of your capabilities.

How long would your business last if you were not around to help run it? Sharing your expertise is a good way to ensure that your team is well-prepared should you require an extended or permanent absence.

Sometimes the obligation to share can expand into benevolent realms. For example, you might feel obligated to share your secrets for success with others that exhibit similar levels of ambition and passion. This “Life by Design” form of obligation stems from a strong desire to help like-minded individuals meet and exceed their own personal goals, which often results in a rewarding feeling for both you and them.

When the obligation mindset is absent

No one is obligated to adopt the obligation mindset. So what happens if individuals in leadership roles don’t embrace this sometimes unpleasant feeling of responsibility?

Nothing will change at first. In fact, nothing may change at all. Employees may continue to perform the way they always have. Company standards may remain as incomplete as they were when you first began your journey.

Worst of all? No one will be capable of ensuring your company prospers after you are gone. You may be able to achieve short-term success by refusing to share your methods with those around you, but your business goals and level of personal satisfaction will surely suffer in the long-run if you neglect your obligation to teach others what you know.

Aaron Sansoni, the new breed of selling superstar, is an international speaker, best-selling author and recent nominee for Ernst & Young Entrepreneur of the Year 2016 & Australian of the Year 2017.

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