Sometimes I think I never want to own another restaurant. I am good at it. I know how to make money at it. I like the work. It's the ever revolving door of staff that disturbs me.
But I'm looking at them again.
As I processed these thoughts, I ate at my favourite sandwich shop for lunch. The place was packed. Customers were waiting up to fifteen minutes for their sandwiches. The manager was visibly upset. The kids working behind the counter were hopelessly running around trying to figure out what they had to do next. An employee was called in and started helping right away moving the line a bit quicker.
The whole display was quite tiring. The manager used to work with me. He is known to lose his cool. I wonder how long he can handle the stress. He might be a grenade with the pin already pulled.
I wasn't sympathetic, sad, happy, scared, anxious nor stressed as I watched the restaurant theatre.
There was a time when I would've wanted to help these poor comrades get through their rush. There was a time when I could actually sense their pain.
Today, the only feeling I had was fatigue. I was losing my energy the longer I watched the slamming of doors, the constant running, and hurried conversations.
I can find the energy to get into that grind again. But today I felt a bit lazy not caring about the issues on the other side of the counter.
I recently volunteered to work at a benefit Pancake breakfast. No one ran like crazy chickens. The customers were well served. And I had a blast. So I know I can still enjoy the business. But no one was paid. We had all kinds of volunteers and there wasn't a balancing act between labour, food cost and sales.
Having worked in restaurants for the past 10 years, some people look to me as a restaurant guy.
I have a lot of respect for those who want to run a restaurant. But I don't envy them.
Having worked on farms, in fish factories, in offices, and in a cubicle, the hardest job I ever had was in a restaurant.
And it looks like I'm going to get back at it. Lord help me. I may be losing my mind.
Wednesday, July 29, 2015
Monday, July 27, 2015
Mission or commission
Why do you want to get into business?
I ask new entrepreneurs this question to get to the heart of their motivation.
Getting into business is crazy. Less than 5% of the population are entrepreneurs. Some estimate the number of entrepreneurs will climb to 50% in the next 20 years. And 85% of businesses fail in the first five years.
I believe businesses fail because the entrepreneur opened the business for the wrong reasons. Not knowing the difference, not having the right teachers, they go down a dark, scary path which ends in wreckage.
Let's discuss compensation of an entrepreneur:
For the first two years, there isn't any money to pay the entrepreneur a salary. The money coming in has to pay operational expenses, inventory, and/or rent. If the entrepreneur indebted the company to pay for equipment or assets, the interest and principal has to be paid from that cash.
Are you ready to work for less money than you could get as an employee?
Are you ready to work harder than you ever did as an employee?
Are you done working for someone else because of something bigger than money?
Don't ever get into business because you want to make money. Money is easy to make. Someone will pay you every two weeks and you get your weekends off if you choose the employee path.
Are you working for a mission or a commission?
Commissions come from being a good salesperson. Missions come from a deeper desire. They don't surface because it would be nice to do.
I was an employee for ten years after university. I loved what I did. I went to work everyday with a smile on my face. Stress was low. The money was good. I wanted more money. I wanted nicer things. I wanted fancier vacations, and sugary cars. But I wasn't making a difference.
In trying to buy a business, the employee in me, would never have quit my job. I wanted to buy a business, but I liked my comfortable lifestyle just as much. I wanted children. I wanted to be able to pay my mortgage. I didn't want to lose everything I had worked so hard to get.
Looking back on that time, I realize I had nothing. Funny how perspective does that.
It was like I stood at the edge of a cliff with a paraglider. I wanted to soar but I didn't know how to fly. I didn't want to fall to the bottom of the chasm. I never would've jumped on my own. I was scared. An asshole pushed me.
Once pushed the little bird in me had a choice, learn to fly or die. I reached for the outstretched branches trying to pull me back to employee safety. But every branch looked like the asshole that pushed me off the cliff. And that's when I made the choice that changed my life.
I wanted to live. I wanted to soar. I wanted to be my own man. I didn't want to look over my shoulder waiting for the office politics to show me the door. I didn't want to be told what to do.
The decision was easy. Looking back, I didn't have a choice. Live happy or compromise my one and only life for the safe bet. It came down to my mission. I couldn't achieve my mission as an employee.
And that's how I decided to become an entrepreneur. I burned my boat as I rushed the entrepreneurship shores, knowing there was no way I was going back from where I came.
Do you have a compelling reason why you want to get into business? If it's for money or time, do yourself and your family a favour, keep the job.
If you want to start or buy a business because of a greater cause, you may have a chance.
I ask new entrepreneurs this question to get to the heart of their motivation.
Getting into business is crazy. Less than 5% of the population are entrepreneurs. Some estimate the number of entrepreneurs will climb to 50% in the next 20 years. And 85% of businesses fail in the first five years.
I believe businesses fail because the entrepreneur opened the business for the wrong reasons. Not knowing the difference, not having the right teachers, they go down a dark, scary path which ends in wreckage.
Let's discuss compensation of an entrepreneur:
For the first two years, there isn't any money to pay the entrepreneur a salary. The money coming in has to pay operational expenses, inventory, and/or rent. If the entrepreneur indebted the company to pay for equipment or assets, the interest and principal has to be paid from that cash.
Are you ready to work for less money than you could get as an employee?
Are you ready to work harder than you ever did as an employee?
Are you done working for someone else because of something bigger than money?
Don't ever get into business because you want to make money. Money is easy to make. Someone will pay you every two weeks and you get your weekends off if you choose the employee path.
Are you working for a mission or a commission?
Commissions come from being a good salesperson. Missions come from a deeper desire. They don't surface because it would be nice to do.
I was an employee for ten years after university. I loved what I did. I went to work everyday with a smile on my face. Stress was low. The money was good. I wanted more money. I wanted nicer things. I wanted fancier vacations, and sugary cars. But I wasn't making a difference.
In trying to buy a business, the employee in me, would never have quit my job. I wanted to buy a business, but I liked my comfortable lifestyle just as much. I wanted children. I wanted to be able to pay my mortgage. I didn't want to lose everything I had worked so hard to get.
Looking back on that time, I realize I had nothing. Funny how perspective does that.
It was like I stood at the edge of a cliff with a paraglider. I wanted to soar but I didn't know how to fly. I didn't want to fall to the bottom of the chasm. I never would've jumped on my own. I was scared. An asshole pushed me.
Once pushed the little bird in me had a choice, learn to fly or die. I reached for the outstretched branches trying to pull me back to employee safety. But every branch looked like the asshole that pushed me off the cliff. And that's when I made the choice that changed my life.
I wanted to live. I wanted to soar. I wanted to be my own man. I didn't want to look over my shoulder waiting for the office politics to show me the door. I didn't want to be told what to do.
The decision was easy. Looking back, I didn't have a choice. Live happy or compromise my one and only life for the safe bet. It came down to my mission. I couldn't achieve my mission as an employee.
And that's how I decided to become an entrepreneur. I burned my boat as I rushed the entrepreneurship shores, knowing there was no way I was going back from where I came.
Do you have a compelling reason why you want to get into business? If it's for money or time, do yourself and your family a favour, keep the job.
If you want to start or buy a business because of a greater cause, you may have a chance.
Thursday, July 23, 2015
Where passion at?
One of my teachers, Roy Williams wrote this in his weekly Monday Morning Memo,
You cannot instruct a person to have enthusiasm any more than you can instruct them to give birth to a redheaded child.
You cannot instruct a person to have enthusiasm any more than you can instruct them to give birth to a redheaded child.
The person must first be inspired.
Inspiration is what you give them.
Enthusiasm is what they give you.
Enthusiasm is what they give you.
People inhale inspiration and exhale enthusiasm.
They cannot give you enthusiasm until you give them inspiration.
Neither is a product of instruction.
They cannot give you enthusiasm until you give them inspiration.
Neither is a product of instruction.
There is a time to instruct and a time to inspire.
We often think we’re doing one when we’re actually doing the other.
We often think we’re doing one when we’re actually doing the other.
Is your enthusiasm contagious or is it contained?
Are you inspiring those around you?
Are you inspiring those around you?
Exploding with ideas and thoughts, as I am often left with after a weekly Roy dose, it forced questions about the variable affecting inspiration. If enthusiasm is caused by inspiration, what causes inspiration?
Do they hold hands drawing each of them out completely dependently or is there a third gravitating body that causes the whole thing to explode into its riches?
The light went on. I saw it in Star Wars: The Phantom Menace. Come to think of it, I see it in most Sci Fi movies.
Star Wars I was released to the public on May 19,1999. The filming and planning for this movie would have happened over the previous two years (from 1997-1999), yet there is a piece of technology that exists in this movie that did not exist at that time.
Apple invented iPad and released it on April 3, 2010. Its compact iPod grandfather was released two and a half years after the release of The Phantom Menace on October 23, 2001.
Apple invented iPad and released it on April 3, 2010. Its compact iPod grandfather was released two and a half years after the release of The Phantom Menace on October 23, 2001.
But the iPad exists in this movie, ten years before its invention.
Cell phones, microwave ovens, global positioning systems all exist because film thought of them first.
I'm still waiting for my flying car. But that's a discussion for another time.
Is it life imitating art? Or art imitating life?
Who cares!
We get inspiration from art.
Art is imagination.
Art is imagination.
Inspiration is a derivative of imagination.
It doesn't matter how we feed our imagination. It can come from movies, literature, music, theatre, art, nature, bears dancing on one leg, kids playing with a hula hoop, elephants singing dressed in a tutu or a simple poem.
Imagination is the heart of all inspiration. To be inspired or inspiring, you must let your inner beast run wild through the fresh grass, picking up smells, thoughts and ideas someone else discarded.
Imagination is a dream.
Inspiration is a translation.
Enthusiasm is the end result.
Together, the three form a cyclical triumvirate fostering an endless supply of passion.
Our lives are nothing without imagination. To squash it is the greatest sin we'll ever commit to ourselves.
I scream, you scream
The cops show up and it gets really awkward...
Marketing is a form of sales. Marketing is shared information generating awareness.
There's a problem with marketing. Most of us don't care about the millions of messages directed at us.
And here's why.
Our brains are split into three levels. The first level is what Seth Godin calls "the lizard brain". It is the part of the brain responsible for humanity's ability to survive. It generates "fight and flight". It's been with humans throughout our existence so we continue to use it without our knowledge. Call it instinct.
Here's how the lizard brain processes outside stimuli.
If these things are not dangerous, ignore it.
If this is not new and exciting, ignore it.
If it is new, summarize it as quickly as possible and forget about the details.
Do not send information to the problem solving part of the brain (neocortex) unless you have a situation really unexpected or totally out of the ordinary.
The neocortex evolved for humanity to understand mathematics, physics, medicine.
The lizard brain makes all initial decisions. It filters all messages before we interpret them in the higher evolved section of our brains.
Knowing this makes it easier to be a good marketer.
The message must be either dangerous, new, and exciting or the lizard brain will ignore it.
Not only must the message be new and exciting, it be unexpected and totally out of the ordinary or the lizard brain will not send the information to the neocortex. The lizard brain is the gatekeeper. The neocortex is the president. The lizard brain is the office secretary who won't let anyone visit the president without a pre-scheduled meeting. And she may not allow the meeting to ever take place if she doesn't see value for her boss.
That's her job as the lizard brain.
When you think of marketing, you have to be willing to take chances. There will be those who will criticize your decisions. But they were never going to buy anyways. Their lizard brains were looking for a reason to ignore you and you gave them an easy reason.
I saw the "I scream, you scream" message on a Dairy Queen readerboard sign. It was intriguing because it was out of the ordinary. I expected "... we all scream for ice cream". But they didn't go to the expected. That would have been easy. That would've been unremarkable. That would've been boring.
It reminded me of two other readerboard signs.
One was from 11 years ago, promoting a liquor store in Alberta. The sign read, "My boss told me to change the sign so I did". The playful act got my attention. The sign changed every week and they were all cute and unexpected.
Thanks to Seth Godin, we've learned in a pasture filled with cows, the purple one will get the attention.
The other readerboard sign never existed but I wish it would. There is a Chinese restaurant in my town with the same message for the past 10 years. It reads, "Experience the difference quality makes". Not only is the message now part of the landscape, it's boring. It's un-unique. It's a cow and could represent any cow-like business or industry.
Quality is nothing. Every one says they have quality. I wish someone would have the balls to put a new message on that board. Something like, "No cat or dog will be harmed in the cooking of your meal here". Deep down we know that restaurants don't use cats or dogs to cook meals. It's become a stereotype. It's a bad joke that lies beneath the covers. If you own a chinese restaurant, use it to your advantage. Laugh about it and others will laugh with you. Some will be upset, only because you said something they were already thinking.
Real marketing happens when someone has enough courage to stand up, be noticed and says something unexpected.
Don't scream to get attention. Say something remarkable. Slip past the lizard gatekeeper and speak directly to the president. She holds the money and decides where it gets spent. Nothing good ever came from screaming, unless you're in the bedroom...
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
http://forms.aweber.com/form/
Marketing is a form of sales. Marketing is shared information generating awareness.
There's a problem with marketing. Most of us don't care about the millions of messages directed at us.
And here's why.
Our brains are split into three levels. The first level is what Seth Godin calls "the lizard brain". It is the part of the brain responsible for humanity's ability to survive. It generates "fight and flight". It's been with humans throughout our existence so we continue to use it without our knowledge. Call it instinct.
Here's how the lizard brain processes outside stimuli.
If these things are not dangerous, ignore it.
If this is not new and exciting, ignore it.
If it is new, summarize it as quickly as possible and forget about the details.
Do not send information to the problem solving part of the brain (neocortex) unless you have a situation really unexpected or totally out of the ordinary.
The neocortex evolved for humanity to understand mathematics, physics, medicine.
The lizard brain makes all initial decisions. It filters all messages before we interpret them in the higher evolved section of our brains.
Knowing this makes it easier to be a good marketer.
The message must be either dangerous, new, and exciting or the lizard brain will ignore it.
Not only must the message be new and exciting, it be unexpected and totally out of the ordinary or the lizard brain will not send the information to the neocortex. The lizard brain is the gatekeeper. The neocortex is the president. The lizard brain is the office secretary who won't let anyone visit the president without a pre-scheduled meeting. And she may not allow the meeting to ever take place if she doesn't see value for her boss.
That's her job as the lizard brain.
When you think of marketing, you have to be willing to take chances. There will be those who will criticize your decisions. But they were never going to buy anyways. Their lizard brains were looking for a reason to ignore you and you gave them an easy reason.
I saw the "I scream, you scream" message on a Dairy Queen readerboard sign. It was intriguing because it was out of the ordinary. I expected "... we all scream for ice cream". But they didn't go to the expected. That would have been easy. That would've been unremarkable. That would've been boring.
It reminded me of two other readerboard signs.
One was from 11 years ago, promoting a liquor store in Alberta. The sign read, "My boss told me to change the sign so I did". The playful act got my attention. The sign changed every week and they were all cute and unexpected.
Thanks to Seth Godin, we've learned in a pasture filled with cows, the purple one will get the attention.
The other readerboard sign never existed but I wish it would. There is a Chinese restaurant in my town with the same message for the past 10 years. It reads, "Experience the difference quality makes". Not only is the message now part of the landscape, it's boring. It's un-unique. It's a cow and could represent any cow-like business or industry.
Quality is nothing. Every one says they have quality. I wish someone would have the balls to put a new message on that board. Something like, "No cat or dog will be harmed in the cooking of your meal here". Deep down we know that restaurants don't use cats or dogs to cook meals. It's become a stereotype. It's a bad joke that lies beneath the covers. If you own a chinese restaurant, use it to your advantage. Laugh about it and others will laugh with you. Some will be upset, only because you said something they were already thinking.
Real marketing happens when someone has enough courage to stand up, be noticed and says something unexpected.
Don't scream to get attention. Say something remarkable. Slip past the lizard gatekeeper and speak directly to the president. She holds the money and decides where it gets spent. Nothing good ever came from screaming, unless you're in the bedroom...
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
http://forms.aweber.com/form/
Wednesday, July 22, 2015
Grass is greener...
Do you want to travel to exotic lands?
I tell myself that I like mowing my lawn. It gives me time to listen to my latest audio book while turning and twisting in the hay. But it serves no real purpose. It's not productive. It doesn't make me money. It doesn't give me time with my kids.
It does the opposite of anything productive.
My lawn serves one sole purpose. It feeds my ego.
Yet, I continue to cut the grass around the property like a cud chewing cow. It seems like I have a choice to make.
-Keep doing what I'm doing
-Hire someone
-Stop mowing altogether and let the grass grow.
What would you do?
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
http://forms.aweber.com/form/
Do you want to drive a fancy car or own a boat or RV?
What about paying off that mortgage?
Most of us get out of school to find a good job, earning decent money to pay for a house, car, kids and vacations. All while paying off massive student loan debt, only to get into middle age wondering what all these things serve.
I was mowing the lawn asking myself to what purpose does a lawn actually serve. A lawn is a statement. It feeds a need. I don't have cows, but it still feeds me. It makes me feel good. My ego loves it.
It wasn't long ago when lawns didn't exist. Looking at old pictures of my ancestors on the front step of the house, there was two foot long strands of grass, or as the farmers call it, hay.
Lawns are a newer phenomenon as houses got built closer and closer together. Lawns were developed as we moved away from farms and into cities as the industrial revolution clenched its knuckles around us.
Lawns were invented by Kings. The rich, with the desire of royalty, robbed the idea. The middle class, firmly entrapped in the American Dream, copied that feeling by replacing cattle, sheep and horses with machines.
It became an affordable luxury in the 20th century as subdivisions and the American Dream pushed our idealic thoughts toward wealth to the high diving board. The bigger the lawn, the greater the person and the bigger the statement.
I was mowing the lawn asking myself to what purpose does a lawn actually serve. A lawn is a statement. It feeds a need. I don't have cows, but it still feeds me. It makes me feel good. My ego loves it.
It wasn't long ago when lawns didn't exist. Looking at old pictures of my ancestors on the front step of the house, there was two foot long strands of grass, or as the farmers call it, hay.
Lawns are a newer phenomenon as houses got built closer and closer together. Lawns were developed as we moved away from farms and into cities as the industrial revolution clenched its knuckles around us.
Lawns were invented by Kings. The rich, with the desire of royalty, robbed the idea. The middle class, firmly entrapped in the American Dream, copied that feeling by replacing cattle, sheep and horses with machines.
It became an affordable luxury in the 20th century as subdivisions and the American Dream pushed our idealic thoughts toward wealth to the high diving board. The bigger the lawn, the greater the person and the bigger the statement.
I tell myself that I like mowing my lawn. It gives me time to listen to my latest audio book while turning and twisting in the hay. But it serves no real purpose. It's not productive. It doesn't make me money. It doesn't give me time with my kids.
It does the opposite of anything productive.
My lawn serves one sole purpose. It feeds my ego.
Yet, I continue to cut the grass around the property like a cud chewing cow. It seems like I have a choice to make.
-Keep doing what I'm doing
-Hire someone
-Stop mowing altogether and let the grass grow.
What would you do?
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
http://forms.aweber.com/form/
Monday, July 20, 2015
Opinions or Analysis
Opinions are like assholes, everyone has one...
What about analysis? Can you analyze a product, a situation, a person and keep the subjective emotional state from penetrating the objective, scientific, logical self?
Recently, I was in a room with six bureaucrats arguing the value of my property assessment. They said I didn't pay enough for my house and I should pay more in property taxes.
I argued the only issue to be analyzed is the subjective value (what we think) versus an objective value (what we know).
Subjective data was shared at nauseum from the bureaucrats as they justified their importance and validated their credibility to do their jobs. They suggested at one point that the method of analysis could be changed to increase the value of the property even further.
I thought to myself, "I'm dealing with cogs. Better yet, as my grade 11 English teacher used to call them, pinheads." There's no way I can win this argument. They are speaking a foreign language to me. They're speaking government talk.
As they tried to justify value, they used subjective data on the sale of comparable homes. As I questioned the interior of each of those homes, I discovered there was no data. I questioned the motivations of the sellers. Seller motivation on other homes could not be ascertained. Yet, the value of my home was based on seller motivation and its interior.
I asked if any comparable homes had gold plated floors. The executive director who wished to be called Madame Chair, informed me that no two houses were exactly the same.
Exactly!
In retrospect, I could have asked Madame Chair to refer to me as Supreme Chancellor. It was a farce.
Then it occurred to me that data is used this way all the time. Prospective business owners are not encouraged to use objective data to predict future revenues in the purchase process. They make opinions about how much better the business will be when they own it.
Unfortunately sometimes data is limited. And we have to use what we have to form an opinion. The usage of that data is risky because of the multiple variables that could change the outcome. In these cases, the opinion is only an opinion. However, it's the closest value we can rely on to make a decision.
Imagine having chronic back pain. You go to your family doctor to relieve the pain and he tells you that you have cancer of the kidneys. His opinion, based on what you told him, is that cancer is the problem. You're not going to believe him. You're going to want to see a specialist or a second opinion. You'll want a blood test. You'll want to have accurate data before moving to the next stage of treatment.
But that probably won't happen. Doctor's aren't trained to give their opinions. Even though their opinions are based on experience and training. They are trained to get data and act on the information the data provides.
Do you look for data to support your thinking or do you look for data and then form your analysis? The first is subjective and is called confirmation bias. The second is objective.
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
http://forms.aweber.com/form/
What about analysis? Can you analyze a product, a situation, a person and keep the subjective emotional state from penetrating the objective, scientific, logical self?
Recently, I was in a room with six bureaucrats arguing the value of my property assessment. They said I didn't pay enough for my house and I should pay more in property taxes.
I argued the only issue to be analyzed is the subjective value (what we think) versus an objective value (what we know).
Subjective data was shared at nauseum from the bureaucrats as they justified their importance and validated their credibility to do their jobs. They suggested at one point that the method of analysis could be changed to increase the value of the property even further.
I thought to myself, "I'm dealing with cogs. Better yet, as my grade 11 English teacher used to call them, pinheads." There's no way I can win this argument. They are speaking a foreign language to me. They're speaking government talk.
As they tried to justify value, they used subjective data on the sale of comparable homes. As I questioned the interior of each of those homes, I discovered there was no data. I questioned the motivations of the sellers. Seller motivation on other homes could not be ascertained. Yet, the value of my home was based on seller motivation and its interior.
I asked if any comparable homes had gold plated floors. The executive director who wished to be called Madame Chair, informed me that no two houses were exactly the same.
Exactly!
In retrospect, I could have asked Madame Chair to refer to me as Supreme Chancellor. It was a farce.
Then it occurred to me that data is used this way all the time. Prospective business owners are not encouraged to use objective data to predict future revenues in the purchase process. They make opinions about how much better the business will be when they own it.
Unfortunately sometimes data is limited. And we have to use what we have to form an opinion. The usage of that data is risky because of the multiple variables that could change the outcome. In these cases, the opinion is only an opinion. However, it's the closest value we can rely on to make a decision.
Imagine having chronic back pain. You go to your family doctor to relieve the pain and he tells you that you have cancer of the kidneys. His opinion, based on what you told him, is that cancer is the problem. You're not going to believe him. You're going to want to see a specialist or a second opinion. You'll want a blood test. You'll want to have accurate data before moving to the next stage of treatment.
But that probably won't happen. Doctor's aren't trained to give their opinions. Even though their opinions are based on experience and training. They are trained to get data and act on the information the data provides.
Do you look for data to support your thinking or do you look for data and then form your analysis? The first is subjective and is called confirmation bias. The second is objective.
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
http://forms.aweber.com/form/
Thursday, July 16, 2015
What?
What?
I can't hear you.
What did you say?
I can't hear what you're saying because what you're doing is too loud.
Some of us has heard the famous saying from our parents, "Don't do as I do, do as I say", only to do exactly what our wiser older onspring told us not to do.
I was searching for professional services online this week, when I looked up the services of writers. Writers are like engineers. There is a special type depending on what you're trying to do. Some have to be technical. Some are creative. Some have a unique ability to capture a thought and describe it so well the reader sees herself in the story. And some are horrible.
I evaluate a writer based on her ability to sell.
If a writer can sell himself to me, then he should be able to sell me to my target audience.
I searched over 50 writers on a well known website that converges writers globally. With the exception of two, none of them used the power of their craft forcefully to convince me to buy their services. They tried to sell me on features and benefits using testimonials, level of experience and years of labour.
There's no emotion in features and benefits. The average person doesn't buy a drill for the voltage, revolutions per minute or the battery life. People buy drills based on its ability to make a hole in the wall. People buy for results. Unfortunately the results are not what you think.
We don't buy the latest BoFlex to get in shape. That's hard work. We buy it to be sexy.
We don't buy the red convertible because it's summer. We buy it to relive our youth.
And we don't buy Starbucks because it's better coffee. We buy it to prove we can afford a $5 coffee.
People buy on emotion. People think they buy rationally. But they don't. They buy emotionally and rationalize why they purchased after the fact.
Since people buy emotionally, a good writer must capture the audience with magical words taking them on a roller coaster adventure. A good writer must be able to pull that very same emotion out of guys like me as we peruse their services. And if they can't, then they can't help me sell my services.
I was disappointed today. But I learned a valuable lesson. There is a blustery snowstorm of noise from companies and people trying to sell us their stuff. The magical ones worth buying from are rare and easy to pick out of a crowd.
Here are three examples of writers' sales pitches. Who would you hire to use the power of words to sell for you?
CC
Every word on the page is fluorescent through my eyes, with every syllable illuminated; having a meaning and a soul. When I write, I am not just merely typing words out on a page; I am living them, breathing them and experiencing them so that when my words are read, that experience lives on.
KJ
Do you need help with your plot, characters, conflict, or dialogue? I'm an experienced book doctor, ghostwriter, and editor for general fiction, crime suspense, romance, young adult, new adult, fantasy, adventure, and science fiction. As an author and editor, I understand story structure, pacing, character development, and what makes a story sell. I enjoy working across genres,and I love helping others polish their work to reach more readers. Storytelling is my passion, and I'm here to make your story shine. I'll take your fiction to the next level!
A little about me: I'm the author of over thirty books which have hit the top 100 in Kindle in the US, UK, and Canada, and #1 in ten categories. My fiction work includes short stories, novellas, and novels in contemporary romance, romantic suspense and thriller, western romance, new adult, Native American fiction, and military. I also have four nonfiction books on authorship and experience ghostwriting business and nonfiction.
PW
PW is an experienced writing corporation started in Boston, Massachusetts. We are a dynamic team of 10-15 writers with an exquisite blend of experience in the areas of article writing, ghost writing, academic writing, blogs, press releases, proofreading and editing and so our services will prove to be useful for your project.
Our work is unrivaled, seizes the reader's attention and ensures continued reading.
Working under strict deadline to complete the project or walking an extra mile just to satisfy our clients is never a...
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
http://forms.aweber.com/form/
I can't hear you.
What did you say?
I can't hear what you're saying because what you're doing is too loud.
Some of us has heard the famous saying from our parents, "Don't do as I do, do as I say", only to do exactly what our wiser older onspring told us not to do.
I was searching for professional services online this week, when I looked up the services of writers. Writers are like engineers. There is a special type depending on what you're trying to do. Some have to be technical. Some are creative. Some have a unique ability to capture a thought and describe it so well the reader sees herself in the story. And some are horrible.
I evaluate a writer based on her ability to sell.
If a writer can sell himself to me, then he should be able to sell me to my target audience.
I searched over 50 writers on a well known website that converges writers globally. With the exception of two, none of them used the power of their craft forcefully to convince me to buy their services. They tried to sell me on features and benefits using testimonials, level of experience and years of labour.
There's no emotion in features and benefits. The average person doesn't buy a drill for the voltage, revolutions per minute or the battery life. People buy drills based on its ability to make a hole in the wall. People buy for results. Unfortunately the results are not what you think.
We don't buy the latest BoFlex to get in shape. That's hard work. We buy it to be sexy.
We don't buy the red convertible because it's summer. We buy it to relive our youth.
And we don't buy Starbucks because it's better coffee. We buy it to prove we can afford a $5 coffee.
People buy on emotion. People think they buy rationally. But they don't. They buy emotionally and rationalize why they purchased after the fact.
Since people buy emotionally, a good writer must capture the audience with magical words taking them on a roller coaster adventure. A good writer must be able to pull that very same emotion out of guys like me as we peruse their services. And if they can't, then they can't help me sell my services.
I was disappointed today. But I learned a valuable lesson. There is a blustery snowstorm of noise from companies and people trying to sell us their stuff. The magical ones worth buying from are rare and easy to pick out of a crowd.
Here are three examples of writers' sales pitches. Who would you hire to use the power of words to sell for you?
CC
Every word on the page is fluorescent through my eyes, with every syllable illuminated; having a meaning and a soul. When I write, I am not just merely typing words out on a page; I am living them, breathing them and experiencing them so that when my words are read, that experience lives on.
KJ
Do you need help with your plot, characters, conflict, or dialogue? I'm an experienced book doctor, ghostwriter, and editor for general fiction, crime suspense, romance, young adult, new adult, fantasy, adventure, and science fiction. As an author and editor, I understand story structure, pacing, character development, and what makes a story sell. I enjoy working across genres,and I love helping others polish their work to reach more readers. Storytelling is my passion, and I'm here to make your story shine. I'll take your fiction to the next level!
A little about me: I'm the author of over thirty books which have hit the top 100 in Kindle in the US, UK, and Canada, and #1 in ten categories. My fiction work includes short stories, novellas, and novels in contemporary romance, romantic suspense and thriller, western romance, new adult, Native American fiction, and military. I also have four nonfiction books on authorship and experience ghostwriting business and nonfiction.
PW
PW is an experienced writing corporation started in Boston, Massachusetts. We are a dynamic team of 10-15 writers with an exquisite blend of experience in the areas of article writing, ghost writing, academic writing, blogs, press releases, proofreading and editing and so our services will prove to be useful for your project.
Our work is unrivaled, seizes the reader's attention and ensures continued reading.
Working under strict deadline to complete the project or walking an extra mile just to satisfy our clients is never a...
With a background in finance and marketing, Rick Nicholson owned two highly successful restaurants before selling them to start a consulting business. His current company The Restaurant Ninjas provides tools to the foodservice industry to become more profitable. His book, "The Art of Restaurant Theft" can be downloaded for free at www.therestaurantninjas.com
You can subscribe to Rick's weekly email newsletter and his thoughts on business, life and everything in between at:
http://forms.aweber.com/form/
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