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Consultant Mastery Event Day 2 Part 1
Jay:
Uh, let me tell you, uh, from my heart. My intention for the remainder two days
is to fluidly transfer very odd, concrete knowledge, but I still have to do a couple
of layers. So, I’m going to give you the plan. I always want to respect your
intelligence, and then I’m going to reserve as I said yesterday, but I'll do alter it a
little if I don’t like it, or if I don’t like myself. I want to talk a little bit about my
story. Just elements, not about my whole life. It’s too long, and there are times
it’s appropriate and not. I want to tell you some of the events that were able to
redefine my posture.
I want to tell you stories about some other people, and I might do it
intermittently. I want to visit, quickly revisit preeminence, because a lot of you
did a really great job in doing a distillation of the key elements, and they're
already showing how it integrated into elements of your practice. I want to do a
little bit on Maven ship, because it gives you context of dividing, and conquering,
and polarizing, and thinking about how to more definitively it could be
positioned, how to position.
I want to then go into, um, uh, what your position is, how to define it,
demonstrate it, denominate it, contrast it. I want to evaluate who you’re
competing against, if anyone other than yourself, seriously. I want to go into a
bunch of, uh, different options that are available both for access and for, um,
rethinking the business model. I’m not going to tell any of you what to do,
because you’re all gonna have to take your optimal process. I’m probably gonna
do it freeform. I’ve got notes and I’ve got slides, but I'd probably will only adhere
to them for some relevancy.
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I’ve got this whole 500 slide deck that’s been slightly distilled from the ‐ He’s not
here. He’s over there somewhere ‐ from the, um, um super, uh, uh, seminar. I
want to visit a couple of them, because they are quite profound, and even
though they were, they were designed for a business, you really are a business,
and you don’t operate as a business, and try to create value from that business.
You won't be basically working for, you know, for just, you know, your ordinary
income. And when it’s all over, you’ll have nothing, and you will regret it
tremendously, because I have not regrets, but very strong reflections about, um,
wanting to have taken a different path with my expertise.
I will, uh, give you, uh, a big immersion in relational capital. Because quite
honestly, when I tell segments of my story, you’ll see that most of it was in the
beginning inherently, um, sort of just defaulting towards abstractly
understanding the power of relationships, and then it got more, and more, and
more, um, clarified, and I realized the power that everybody's got whatever you
need, and, uh, whether it’s resources access, people, distribution, credibility,
reach, uh, pieces of the puzzle, missing links, all of the above, any combination of
the above.
And when you realize ... (Coughs) Pardon me ... the power, it’s quite liberating. I
will take questions at the, uh, afternoon before I leave. And I told you today I
have to leave tomorrow. If you’re all here for the duration, we can stay until they
throw us out, or I get tired. Tomorrow in the morning, I’m going to … Again, this
is my plan. If I change it, it’s not to penalize you. It’s that I don’t think I’m
rewarding you enough with the plan that I’m executing, or the way I’m executing
my plan if I ... And again, there’s a lot of shame. I’m a great believer, and
unfortunately, it, it only serves me poorly in packaging. I think that the world
makes a terrible mistake when they put form over function. I think function
should always dominate, and particularly, you know, what it's trying to do, and is
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it doing it, and if it looks good, and you’re going through the motions. It’s a big
waste.
I’ll try to see if I have time to tell us some stories, but then I wanna get general
questions tomorrow sometime right before, or right after, uh, noon. Hand me, if
you would, would, that, that package, Gina. You’re gonna do a makeshift,
because I, I didn’t modify it. So, what I did is read in three or four programs.
We’ve done derivatives of creating master marketing plan, custom action plans,
master relational capital plans, and I haven’t even had a chance to look at it, so
I’m just going to have it all reprinted, and we’re gonna do the non‐duplicated
parts of it, and it really is only ... It's done for two reasons; to flourish you, to
translate the abstract to specific for yourself, and get you committed to yourself.
And with love we’ll share it around the room, and that will be useful two
different ways. One, it will make your commitment to yourself public, which
sounds sophomoric and infantile, but the more you’re committed the more you
follow through. And secondly, it will help other people see alternative ways of
thinking. I will visit some of my basic, and I don’t know how extensive stuff that is
fundamental business building three ways, Power Parthenon, because it’s
relevant to everybody, and most people get it ideologically, and they get it
superficially, but, you know, everything from, if I say, "Okay. How many referral
generating systems have you got?" One. None. Uh, how many sources and billers
have you got? One. How many endorses have you got? One. How either
systematic and non‐episodic are you? Done. So, even if you think you know all
my stuff, you probably do.
You [inaudible 00:06:03] better than I. I haven’t given a basic seminar other than,
um, uh, in China two years ago for three days. Now, I used to spe, specialized
when I remember, I don’t stop, so we'll relearn it together. Well, no. I mean, I’ve
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done a ... I've done 30 years. I got the 21 Power Points, the three ways to go in
business, the nine drivers of exponential. I got the X factors. I got the Power
Parthenon. I got the, you know, we call relational capital, these things. I got this
sticking, but I don’t remember all that crap. It’s already crap with just lot of
dynamics, but if I can ...
(laughter)
... visit them with you, and force you to transcend the superficiality of it, and,
and, the, the theoretisism, and think about which one or ones you have not
embrace. Because, uh ... Ah, then I want you to figure out what’s called an
"optimal strategy."
An optimal strategy is that it’s gonna be different for different ones in the room,
and it will be different in different places in the continuum. You’re all at different
places. You might be very successful in one activity, and have nothing going on in
another. You might have a great backend, and not have a good frontend. You
might have a good frontend, and not a backend. And you might, uh, be struggling
to find the time you have for it to discipline to create the other part of the puzzle.
My attitude … Somebody asked me what’s my attitude ... It was for our news,
newspaper years ago when I was younger, and was doing a lot of seminars.
What’s my attitude about growth, about management? And I laughed, and I said,
"It’s not to do management." I always find somebody else who's already got
overhead, got obligation, got cash flow, um, pressures, got infrastructure, got
specialties and needs to feed it, and I make them my partner.
And I come up with the idea and the guidance, and they come up with all the
overhead, and the fix clause, and the HR, and all the other things, and I leverage
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off of that. Anything you want already exists. Your problem is the solution to
somebody else’s bigger problem, always. Now, that doesn’t mean it’s self‐
evident. It means you might have to work hard to, uh, perceive it. So, we’re
gonna talk a little bit about my life. And I want you to do things, and I wanna
refer now to be, have one of these switchers. Are they connected, so to work?
Female:
Jay:
Female:
Jay:
Yes.
Cool. Do we have one of these switchers, I think connectors that work?
Ever, we have to be the clicker girl.
I know, but it’s a never, um … Who was the girl? [ED 00:08:27] Adam she was a
mere ole cigar girl? I'm too old. Why didn’t she come up and see some time?
Who remembers that?
(Laughter)
Jay:
See, I, I, dealt ... It’s just terrible. Because, see, I’m 65, and I've started at 18, so I
have a context. And I’ll make jokes to my kids that are 30, or, or even the ones
that are, that are a little older, and the ones younger. Look at me like, what the
hell are you talking about?
(Laughter)
Jay:
(Laughter)
Jay:
He'll talk about movies, or TV shows, or famous ads from the ‘60s, or ‘70s, or
‘80s, and they were just either not boring or solo, and he goes, uh ...
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And they're funny as hell to me.
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