Xtreme Business Club – SPECIAL OFFER

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Xtreme Business Club – SPECIAL OFFER

Grow and Develop Your Profitable sales by up to 179% in a single year!

“How to EXPLODE Your Sales and Profits, Get Customers by The Bucketful, And Keep Them Coming Back for More”

https://www.mjfgroup.biz/weeklynewsletter/Xtreme Business ClubAt last! A Simple Step by Step Sales and Marketing Program. That Anyone Can Apply to Their Business – No Matter What Your Experience. No Matter What Product or Service You Sell, And No Matter How Fierce the Competition Is…

The Xtreme Business Program© is the first program of its kind that acts as your personal mentor. And, fast track You, in Your business to reach your goals and aspirations. You, yes, You can do it when you follow this “paint-by-numbers” Program…

https://www.mjfgroup.biz/Xtreme Business Club Testimonials

Join our lifetime Xtreme Business Club and get 3 Free Business manuals and multiple e-books on how to grow Your business for a once off payment. Once received we register you and we start sending you our input sheets. 


For the first 100  Customers only. SPECIAL OFFER ENDS 30TH JUNE 2018. Hurry Buy the $450/R6000 once off Lifetime Membership. https://www.mjfgroup.biz/sayofthedy/actnow

In addition get 10 Free Business Diagnostics,  3 Xtreme Business Program Manuals and Workbooks Plus a host of free e-books to help you with  growing Your Business to 179% in a single Year. During this special offer you get one hour per week, in the first month after purchase to help you get going with the Manuals.

SO ACT NOW https://www.mjfgroup.biz/sayofthedy/actnow

$450/R6000
Your purchase protected by PayPal.

 

YOU WILL BENEFIT FROM THE PRODUCT GREATLY IF YOU FOLLOW THE STEP BY STEP APPROACH.https://www.mjfgroup.biz/xtremebusinessprogram/you

 

FROM 1ST JULY THE PRICE GOES TO  R10,000. YOU STILL GET ALL THE BENEFITS AS LISTED ABOVE BUT AT A HIGHER PRICE.

This is still at a discounted rate as normal price is R6000 per month which includes two hours mentoring by phone.

We also offer a full mentoring program in which we work with you through the manuals at a rate of R12,500 per month. We meet at your offices once per week  for 4 hours to ensure you keep track.  This has been extremely successful for those Clients who need  a little motivation and discipline in the 3 month program.

Enquiries

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16 Plus Golden Rules To Immediately And Massively Grow Your Business

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16 Plus Golden Rules To Immediately And Massively Grow Your Business Plus: 120 Brainstorming
Marketing ‘Power Tools’
You Can Use Today.

https://www.mjfgroup.biz/xtreme-business-partner

Powerful strategies to skyrocket your business and multiply your profits and business success.

16 Plus Golden Rules To Immediately And Massively Grow Your Business

Introduction
Some of these 16 Rules are based on the results of marketing surveys covering over 60,000 advertisements and promotions. In other instances over 105,000 selling words and sentences have been tested on over 18,900,000 customers, to come up with the most effective sales principles. These rules have sold many millions worth of products. And they will sell millions more in the future.
No matter what you are selling, you are selling to people. Your customers all eat, sleep and have problems with their kids, wife or husband. They probably want to work less, look younger and need to lose a bit of weight and exercise more. In other words – they are human beings like you and I. Human nature doesn’t change. That’s why the rules below will apply today as they did 10, 30, or even 80 years ago.

So here it is . . .
Golden Rule:1
It is 5 times easier to sell something
else to your existing customers than
to get a new customer.
The easiest way to sell something else to your existing customers is by using the telephone or by sending them a letter. I’ve been accused of focusing too much on selling by Direct Mail . . . but it is by far the most efficient way for you to get more business. Your past clients are a “hot buyers” list. All you have to do is ask them to buy something else. And it doesn’t have to be your product either. You can offer them someone elses products. Thus, an accountant can offer financial services. A restaurant can send invites to a clothing sale. A car exhaust centre can promote a motor mechanic. A plumber can refer an electrician. And so on.

Golden Rules To Immediately And Massively Grow Your Business.

 

Golden Rule:
If you have an established business 70%
of your advertising money should be spent
on re-selling to your existing customers.
Why? See Rule No.1. And yet I see most businesses spend thousands in the media trying to get new business – only to forget all about those people after they buy. If you were to send out some thank you letters instead, or call your customers and ask them to buy again, you’d see an almost magic increase to your bottom line. Done correctly, this always works better than chasing new customers. Listen, next time you are going to run a full page ad in the newspapers promoting a sale or whatever, try this: Reproduce the ad and send it to your existing clients. Attach a note saying . . .
“I thought you may want to see this, come in the day before to get your best pick of the bargains. Regards….”
This will work wonders if your sale has a genuine appeal!!

 

For the rest……. Jon our Xtreme Business Support Club.

 

Xtreme Business Club

“How to EXPLODE Your Sales and Profits, Get Customers by The Bucketful, And Keep Them Coming Back for More”

https://www.mjfgroup.biz/weeklynewsletter/Xtreme Business ClubAt last! A Simple Step by Step Sales and Marketing Program. That Anyone Can Apply to Their Business – No Matter What Your Experience. No Matter What Product or Service You Sell, And No Matter How Fierce the Competition Is…

The Xtreme Business Program© is the first program of its kind that acts as your personal mentor. And fast tracks you and your business to reach your goals and aspirations. You, yes you, can do it when you follow this “paint-by-numbers” Program…

https://www.mjfgroup.biz/Xtreme Business Club Testimonials

Join our lifetime Xtreme Business Club and get Free Business manuals and e-books on how to grow Your business for a once off payment. Once received we register you and we start sending you our input sheets. 


R6000 once off Lifetime Membership. Free Business Diagnostics, Manual, Workbooks, growing Your Business to 179% in a single Year.
$450/R6000
Your purchase protected by PayPal.

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7 Step Business Diagnostic for the CEO

Malcolm Baldridge

My Journey to the development of the 7 Step Business Diagnostic for the CEO really started with Malcolm Baldridge. The change of my Business Path.

https://www.mjfgroup.biz/The7StepBusinessDiagnosticfortheCEO

 

The 7 Step Business Diagnostic for the CEO/Founder/Owner was developed to help CEO’s identify where there are blockages in the business that are stopping the execution of the Business Strategy growth and profits. It works extremely well and helps to forecast future profits based on answers to the 7 sections. 

It is a proprietary tools developed by Dr Freestone since 2004 and has since then helped hundreds of CEO’s get a complete understanding of their business using the concept of excellence. Excellence in business is paramount to full attainment of the Vision Mission Goals and Objectives. 

https://www.mjfgroup.biz/Xtreme Business ClubThe 7 Step Business Diagnostic for the CEO

If you wish to buy a 7 Step Business Diagnostic for the CEO is on Special Offer at  $30/R358 via PayPal. (Normally $50.00)

Click on the link. Pay through PayPal or Your credit card. The PayPal system will calculate the exchange rate which you will be charged.

7 Step Business Diagnostic for the CEO https://www.mjfgroup.biz/Xtreme Business Club

https://www.mjfgroup.biz/Xtreme Business Club

 

 

$30/R367.50. (19/04/2018)




 

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Legal Notices
While all attempts have been made to verify information provided in this publication, neither the Author nor the Publisher assumes any responsibility for errors, omissions, or contrary interpretation of the subject matter herein.
This publication is not intended for use as a source of legal or accounting advice. The Publisher wants to stress that the information contained herein may be subject to varying state and/or local laws or regulations. All users are advised to retain competent counsel to determine what state and/or local laws or regulations may apply to the user’s particular situation or application of this information.
The purchaser or reader of this publication assumes complete and total responsibility for the use of these materials and information. The Author and Publisher assume no responsibility or liability whatsoever on the behalf of any purchaser or reader of these materials, or the application or non-application of the information contained herein. We do not guarantee any results you may or may not experience as a result of following the recommendations or suggestions contained herein. You must test everything for yourself.
Any perceived slights of specific people or organizations is unintentional.

 

What is EVA? Definition

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What is EVA? Definition

Economic Value Added (EVA) is a financial performance method to calculate the true economic profit of a corporation. EVA can be calculated as Net Operating Profit After Tax minus a charge for the opportunity cost of the capital invested.

https://www.mjfgroup.biz/eva
EVA ( © / ™ Stern Stewart & Co.) is an estimate of the amount that earnings differ from the required minimum rate of return (against comparable risk) for shareholders or lenders. The difference can be both a surplus or a shortage.

EVA compared with MVA

Unlike Market-based measurements, such as MVA, EVA can be calculated for a divisional (Strategic Business Unit) level.

Unlike Equities measurements, EVA is a flow and can be used for performance evaluation over time.

EVA compared with EBIT and EPS

Unlike accounting profit, such as EBIT, Net Income and EPS, EVA is economic and is based on the idea that a company must cover both the operating costs AND the capital costs.

Calculation of EVA. Formula

The basic formula for calculating EVA is:

      Net Sales

–     Operating Expenses

——————————————————

      Operating Profit (EBIT)

–     Taxes

——————————————————

      Net Operating Profit After Tax (NOPAT)

–     Capital Charges (Invested Capital x Cost of Capital)

——————————————————

      Economic Value Added (EVA)

By taking all capital costs into account, including the cost of equity, EVA shows the financial amount of wealth a business has created or destroyed in a reporting period. In other words, EVA is profit in the way that shareholders define it. If the shareholders expect, say, a 10% return on their investment, they earn money only to the extent that their share of the NOPAT exceeds 10% of equity capital. Everything before that just builds up to the minimum acceptable compensation for investing in a risky enterprise.

What is EVA? Definition

USAGE of the EVA method: Aligning decisions with shareholder wealth

EVA was developed to help managers to incorporate two basic principles of finance into their decision making:

  1. The primary financial objective of any company should be to maximize the wealth of its shareholders.
  2. The value of a company depends on the extent to which investors expect that future profits will differ from the cost of capital. By definition, a sustained increase in EVA will result in an increase in the market value of a company. This approach has proved valid and effective for many types of organizations. This is because the level of EVA isn’t what really matters. Current performance already is reflected in share prices. It is the (continuous) improvement in EVA that brings (continuous) increases in shareholder wealth.

Some specific usages of EVA include:

  • To set organizational goals.
  • Performance measurement.
  • Determining of bonuses.
  • Communication with shareholders and investors.
  • Motivation of managers.
  • Capital budgeting.
  • Corporate valuation.
  • Analyzing equities.

Economic value added

From Wikipedia, the free encyclopedia
In corporate financeeconomic value added (EVA) is an estimate of a firm’s economic profit, or the value created in excess of the required return of the company’sshareholders. EVA is the net profit less the equity cost of the firm’s capital. The idea is that value is created when the return on the firm’s economic capital employed exceeds the cost of that capital. This amount can be determined by making adjustments to GAAP accounting. There are potentially over 160 adjustments but in practice only several key ones are made, depending on the company and its industry. EVA is a service mark of Stern Value Management.[1]

Calculation[edit]

EVA is net operating profit after taxes (or NOPAT) less a capital charge, the latter being the product of the cost of capital and the economic capital. The basic formula is:

{\displaystyle {\begin{aligned}{\text{EVA}}&=({\text{ROIC}}-{\text{WACC}})\cdot ({\text{total assets}}-{\text{current liability}})\\[8pt]&={\text{NOPAT}}-{\text{WACC}}\cdot ({\text{total assets}}-{\text{current liability}})\end{aligned}}}

where:

  • {\displaystyle {\text{ROIC}}={\frac {\text{NOPAT}}{{\text{total assets}}-{\text{current liability}}}}}, is the return on invested capital;
  • {\displaystyle ({\text{WACC}})\,} is the weighted average cost of capital (WACC);
  • {\displaystyle ({\text{total assets}}-{\text{current liability}})\,} is the economic capital employed (total assets − current liability);
  • NOPAT is the net operating profit after tax, with adjustments and translations, generally for the amortization of goodwill, the capitalization of brand advertising and other non-cash items.

EVA calculation:

EVA = net operating profit after taxes – a capital charge [the residual income method]

therefore EVA = NOPAT – (c × capital), or alternatively

EVA = (r × capital) – (c × capital) so that
EVA = (r − c) × capital [the spread method, or excess return method]

where

r = rate of return, and
c = cost of capital, or the weighted average cost of capital (WACC).

NOPAT is profits derived from a company’s operations after cash taxes but before financing costs and non-cash bookkeeping entries. It is the total pool of profits available to provide a cash return to those who provide capital to the firm.

Capital is the amount of cash invested in the business, net of depreciation. It can be calculated as the sum of interest-bearing debt and equity or as the sum of net assets less non-interest-bearing current liabilities (NIBCLs).

The capital charge is the cash flow required to compensate investors for the riskiness of the business given the amount of economic capital invested.

The cost of capital is the minimum rate of return on capital required to compensate investors (debt and equity) for bearing risk, their opportunity cost.

Another perspective on EVA can be gained by looking at a firm’s return on net assets (RONA). RONA is a ratio that is calculated by dividing a firm’s NOPAT by the amount of capital it employs (RONA = NOPAT/Capital) after making the necessary adjustments of the data reported by a conventional financial accounting system.

EVA = (RONA – required minimum return) × net investments

If RONA is above the threshold rate, EVA is positive.

Comparison with other approaches[edit]

Other approaches along similar lines include residual income valuation (RI) and residual cash flow. Although EVA is similar to residual income, under some definitions there may be minor technical differences between EVA and RI (for example, adjustments that might be made to NOPAT before it is suitable for the formula below). Residual cash flow is another, much older term for economic profit. In all three cases, money cost of capital refers to the amount of money rather than the proportional cost (% cost of capital); at the same time, the adjustments to NOPAT are unique to EVA.

Although in concept, these approaches are in a sense nothing more than the traditional, commonsense idea of “profit”, the utility of having a more precise term such as EVA is that it makes a clear separation from dubious accounting adjustments that have enabled businesses such as Enron to report profits while actually approaching insolvency.

Other measures of shareholder value include:

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Change Management and Growth

https://www.mjfgroup.biz/chgemenagementandgrowth

Change Management and Growth is depicted in the iceberg of Wilfred Kruger, which is, arguably, the best written document capturing the essence of change.

http

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Change Management and Growth

Change management and Growth involve a number of concepts including those of Andrew Pettigrew and Richard Whip.

http://www.mjfgroup.biz/

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Wikipedia has this to Say.

Change management (sometimes abbreviated as CM) is a collective term for all approaches to preparing and supporting individualsteams, and organizations in making organizational change. It includes methods that redirect or redefine the use of resources, business process, budget allocations, or other modes of operation that significantly change a company or organization. Organizational change management (OCM) considers the full organization and what needs to change,[1] while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions.[2]

In a project-management context, the term “change management” may be used as an alternative to change control processes wherein changes to the scope of a project are formally introduced and approved.[3][4]

Change management is faced with the fundamental difficulties of integration and navigation, and human factors.

Integration[edit]

Traditionally, organizational development (OD) departments overlooked the role of infrastructure and the possibility of carrying out change through technology. Now, managers almost exclusively focus on the structural and technical components of change.[citation needed] Alignment and integration between strategic, social, and technical components requires collaboration between people with different skill-sets.

Navigation[edit]

Managing change over time, referred to as navigation, requires continuous adaptation.[citation needed] It requires managing projects over time against a changing context, from inter-organizational factors to marketplace volatility. It also requires a balance in bureaucratic organizations between top-down and bottom-up management, ensuring employee empowerment and flexibility.

Human factors[edit]

One of the major factors which hinders the change management process is people’s natural tendency for inertia. Just as in Newton’s first law of motion, people are resistant to change in organisations because it can be uncomfortable. The notion of doing things this way, because ‘this is the way we have always done them’, can be particularly hard to overcome.[22] Furthermore, in cases where a company has seen declining fortunes, for a manager or executive to view themselves as a key part of the problem can be very humbling. This issue can be exacerbated in countries where “saving face” plays a large role in inter-personal relations.

To assist with this, a number of models have been developed which help identify their readiness for change and then to recommend the steps through which they could move. A common example is ADKAR, an acronym that stands for awareness, desire, knowledge, ability, and reinforcement. Whichever is the first level that does not apply to an individual, team, or organization is the first step to complete in helping them change.[23]

The Greiner Curve.

The Growth Phase model of Larry Greiner suggests that organisations go through between 5 and 6 phases of growth and need appropriate strategies and structures to cope,

Creativity, Direction, Delegation, Coordination and Monitoring, Collaboration and the recently added 6th being Extra Organisational Solutions.

https://www,mjfgroup.biz/

 

 

 

With thanks for the articles to 12manage.  An exllent source of business information. Join them today. MANAGER? Discover 12manage.com. Summaries of management methods and models. Network and discuss with peers. Register a membership. It’s free!

Contact us.

 If you are looking for real growth and managed change then contact us.

We provide companies with a profitable sales plan that can be as high as 179% n a single year. Join our Xtreme Business Program today.

Or send us an email asking for an appointment how our change management can take your business to new heights.

 

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Weekly Newsletter 02 03 2018

Welcome to the first of our Weekly Newsletter 02 03 2018

The Newsletter will include information I have gleaned from many sources, acknowledged of course.

I hope you will find this of interest.

 

 

SAY OF THE DAY

“Start today, not tomorrow. If anything, you should have started yesterday.” – Emil Motycka https://www.mjfgroup.biz/weeklynewsletter

 

 

 

 

 

4 Signs That You Should Quit Your Failing Startup Business

 

4 Signs That You Should Quit Your Failing Startup Business

You’ve poured your heart and soul, your time, your money and more into your business, so it simply must succeed… Right? While that’s nice to say, it’s not always true. The more you’re able to realize that success can come and go, the better positioned you’ll be to take advantage of other, more promising opportunities.

Here’s how to know when to give up:

1) Are you the only one who still believes in your business?

Sometimes the smartest people can have a blind spot when it comes to their own vision. Like that girl or boyfriend that all of your family and friends didn’t like – it may be time to get a clue.

2) Are the competitors actually better?

What if your idea for a business consisted of wrapping a belt around a person’s waist to allow him to swim laps in a small pool. Well, there’s now a small pool with a natural current you can set to whatever speed you want to swim forward without actually moving. Most people would choose that over wearing a belt in the water.

3) How often have you landed a second meeting?

If your days are spent contacting new people to invest or buy, but you never get past that initial meeting, chances are you’re not offering something worth a second look. Yes, we’ve all heard those stories about the concept of copying being rejected by Polaroid, and the initial dismissal of Post-its, but those stories are rare. If you’ve been going to first meeting after first meeting with no success, either change or quit.

4) Are you hitting a wall?

You’ve heard the definition of insanity: Doing the same thing over and over and expecting different results. If you’ve run out of approaches, ideas or directions, maybe the basic concept is just unworkable.

We have a tendency to admire persistence and belittle a quitter. Don’t think that way. Ask yourself, “Is this the last good idea I’m ever going to have?” Sometimes success is about letting go of your current dream so that you have room for others. Don’t you agree?

BUT DON’T DESPAIR.

THE MJF GROUP works with CEO’s MD, Owners in declining businesses helping them to grow profitable Sales by up to 179% in a single Year.https://www.mjfgroup.biz/weeklynewsletter/xtremebusinessprogram

 

Become an Xtreme Business Program Members today.

 

 

 

Weekly Newsletter 02 03 2018

Features & Benefits

 

The issue of handling features and benefits in marketing messages is critical to successful selling. This is an area where perhaps many sellers, even experienced sellers, are most likely to make a fatal blunder. Part of the problem usually involves confusing features with benefits. A feature and a benefit can be one and the same thing, but most often, they are not. It’s a mistake for a seller to assume that some wonderful aspect or feature of his or her product will do the selling… Often it will not.

Before we say more, let’s clarify the difference between a feature and a benefit. A feature is most often some physical aspect of a product — its colour, the size of its engine, how much power it has, the quality of the material it’s made of, and so on. Most often, a feature is “a thing.”

A benefit, on the other hand, is something more subtle. A benefit is what the product can do for the prospect — how it can make his or her life better, how it can save time, how it can enhance prestige, how it can make life fun and easy, and more. So a benefit is not a thing — it’s an aspect of the customer’s life that is made better.

Benefits come from features, which is why this confuses some people. For example, let’s say a car has a 230 horsepower engine. That’s a feature. But what does this do for the person who buys the car? A powerful engine helps the driver accelerate with ease on the motorway and easily merge with traffic. It gives the driver the power he or she needs to pull a heavy trailer. It gives a feeling of pleasure to have all that mechanical power at the command of one’s fingertips. All of these are benefits –

– something the customer feels gets or is satisfied by.

And this is what you should sell – the benefits.

Benefits are what people really care about. They want to know how their lives will be made better by the product more than what the product is made of, or what its design specs are. When you spend too much time talking about your product’s features, you run the risk of “me oriented” selling rather than focusing on customer needs. You can’t assume that a prospect will naturally see how they benefit just because you describe your product physically.

It’s much smarter to keep the focus on the customer

– on his or her needs, desires, longings, problems, demands – and then paint a picture that clearly and vibrantly shows the customer how they can get all of the above if they buy your product. It’s known as ‘selling the sizzle and not the steak.

When you only list details about features, you don’t do that, even though it may seem like you are. Look at the following example:

“Our premium chair is upholstered with the finest mountain ram’s leather which is hand-selected and hand- stitched to an all cherry wood frame. The chair reclines to a 56 degree position, yet preserves a compact position that takes up less space than a normal chair twice its size.

It sounds pretty good, but it’s all features. Ram’s leather is great, and cherry wood is nice – but how does the customer benefit? You can’t assume the customer will know, so you have to spell it out for him or her by describing benefits, as in:

Our ergonomic chair is designed with your comfort in mind – the 56 degree reclining position gives strong support to your lower back, meaning you never experience back pain and are able to rest for hours on end without the need to fidget, adjust or change seats.

Our fine mountain ram’s leather upholstery feels like heaven against your skin – you experience relaxation with a sense of luxury, and your guests will be impressed by the rich look and sense of style afforded your living room

Here we see how the customer clearly benefits – physical comfort, no back aches from sitting too long, gaining a feeling of pride or prestige from guests who admire your excellent choice of home furnishings.

Never list, use or describe a feature without also telling potential buyers just how that feature will affect them in their real lives, how it will improve their lives, how it will enhance personal comfort, deliver a feeling of pride, satisfaction, gain, and so on.

A great way to discover what your product benefits are is to make a “You get” list. Write down “You get” 10 times on a sheet of paper, and then name specific benefits to follow each “You get.” If you write, “You get a 230 horsepower engine…” you have listed a feature. That’s not enough. Complete the process by also saying, “You get a powerful 230 HP engine that never leaves you stuck or sluggish at a roundabout and thrills you when you take tight curves on a carefree drive in the country…”

Just remember – a feature is most often some physical aspect of your products, but the benefit is all about the customer and what the customer gets, experiences and is satisfied by. The latter – benefits – is what really sells.

What about YOUR Compelling Customer Value Proposition? Have you crafted Yours? If not have a look at this video

Weekly Newsletter 02 03 2018

Are You a Micro-Manager? Here Are 3 Ways to Change.

https://www.mjfgroup.biz/weeklynewsletter
Coworking process, designers team work project. Photo young business crew working with new startup modern office

Every business owner knows how to wear a lot of hats. When first striking out on your own, you have a hand in finances, marketing, product design, and everything in-between. But as your company grows, you need to empower your employees to feel that same sense of independence.

Autonomy is one of our fundamental human needs – an essential component of a healthy workplace – our need to be driven by personal interest and enjoyment.

Employees that feel empowered are happier, more motivated, more committed to their jobs, and less stressed. The latter is especially true for demanding workplaces since independence gives workers a sense of control in stressful situations.

The benefits for business owners are clear. Consider these three tips to give employees independence without giving up control:

1. Specify the goal, not the means.

To encourage creativity, give clear guidelines for a project’s quality, deadline, and purpose, but leave the rest up to your employees. Your team may not execute the project exactly as you would have, but their strategy may be just as good or better.

2. Set up checks and balances.

As a business owner, you need to be passionate about your ideas, but that enthusiasm can become a liability when there’s no room for second opinions.

3. Know yourself.

As you allow others more freedom and responsibility, understanding yourself can help ease the transition. Try taking a free, online personality test to assess your strengths and weaknesses.

It’s important to understand your own feelings and have a sense of what others are experiencing around you, which is referred to as emotional intelligence. You can then identify what motivates each of your employees and empower them in ways they’ll find fulfilling.

Weekly Newsletter 02 03 2018

https://www.mjfgroup.biz/4dangerousonlinetrapsmarktersmustavoid

Four Dangerous Traps Online Marketers Must Avoid.

 

A Detailed Document. Not for everyone but extremely useful. So read on.

 

 

 

I hope you have enjoued our first Weekly Newsletter.

If you wish to join the Xtreme Business program Membership.

Use the contact form below and we will send you a sales letter explaining all.

Kind regards

Dr. Michael J Freestone.

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