Prospect List Quotes

I haven't the slightest idea how to change people, but still I keep a long list of prospective candidates just in case I should ever figure it out.

Coming forward with a placating smile, Win handed him a piece of paper. "Of course we would never want to force you into a loveless marriage, dear. But we have put together a list of prospective brides, all of them lovely girls. Won't you take a glance and see if any of them appeals to you?" Deciding to humor her, Leo looked down at the list. "Marietta Newbury?" "Yes," Amelia said. "What's wrong with her?" "I don't like her teeth." "What about Isabella Charrington?" "I don't like her mother." "Lady Blossom Tremaine?" "I don't like her name." "Oh, for heaven's sake, Leo, that's not her fault." "I don't care. I can't have a wife named Blossom. Every night I would feel as if I were calling in one of the cows." Leo lifted his gaze heavenward. "I might as well marry the first woman off the street. Why, I'd be better off with Marks." Everyone was silent.

Herzog and Grüner, Wulkan and Friedner commenced to grade again, aware now of course of the radiant value of whatever gold they themselves carried in their mouths, fearful that the SS would come prospecting for it.

Had I catalogued the downsides of parenthood, "son might turn out to be a killer" would never have turned up on the list. Rather, it might have looked something like this: 1. Hassle. 2. Less time just the two of us. (Try no time just the two of us.) 3. Other people. (PTA meetings. Ballet teachers. The kid's insufferable friends and their insufferable parents.) 4. Turning into a cow. (I was slight, and preferred to stay that way. My sister-in-law had developed bulging varicose veins in her legs during pregnancy that never retreated, and the prospect of calves branched in blue tree roots mortified me more than I could say. So I didn't say. I am vain, or once was, and one of my vanities was to feign that I was not.) 5. Unnatural altruism: being forced to make decisions in accordance with what was best for someone else. (I'm a pig.) 6. Curtailment of my traveling. (Note curtailment. Not conclusion.) 7. Dementing boredom. (I found small children brutally dull. I did, even at the outset, admit this to myself.) 8. Worthless social life. (I had never had a decent conversation with a friend's five-year-old in the room.) 9. Social demotion. (I was a respected entrepreneur. Once I had a toddler in tow, every man I knew--every woman, too, which is depressing--would take me less seriously.) 10. Paying the piper. (Parenthood repays a debt. But who wants to pay a debt she can escape? Apparently, the childless get away with something sneaky. Besides, what good is repaying a debt to the wrong party? Only the most warped mother would feel rewarded for her trouble by the fact that at last her daughter's life is hideous, too.)

My hands tend to be full enough dealing with people who hate me for _who_ I am. Concentrate too hard on the millions who hate you for _what_ you are and you're likely to turn into one of those unkempt, sloppy dressers who sag beneath the weight of the two hundred political buttons they wear pinned to their coats and knapsacks. I haven't got the slightest idea of how to change people, but still I keep a long list of prospective candidates just in case I should ever figure it out.

Peter Lynch doesn’t advise you to buy stock in your favorite store just because you like shopping in the store, nor should you buy stock in a manufacturer because it makes your favorite product or a restaurant because you like the food. Liking a store, a product, or a restaurant is a good reason to get interested in a company and put it on your research list, but it’s not enough of a reason to own the stock! Never invest in any company before you’ve done the homework on the company’s earnings prospects, financial condition, competitive position, plans for expansion, and so forth.

I floundered over job listings and career discussions with headhunters, none of them appealing to me, the idea of going back to a nine-to-five job, crammed into subway cars like cattle, staring at spreadsheets all day with Micromanaging Marks and Type-A Taras hovering around me a soul-crushing prospect.

Forty-five minutes later, Benedict was slouching in his chair, his eyes glazed. Every now and then he had to stop and make sure his mouth wasn't hanging open. His mother's conversation was that boring. The young lady she had wanted to discuss with him had actually turned out to be seven young ladies, each of which she assured him was better than the last. Benedict thought he might go mad. Right here in his mother's sitting room he was going to go stark, raving mad. He'd suddenly pop out of his chair, fall to the floor in a frenzy his arms and legs waving, mouth frothing- "Benedict, are you even listening to me?" He looked up and blinked. Damn. Now he would have to focus on his mother's list of possible brides. The prospect of losing his sanity had been infinitely more appealing.

I haven’t got the slightest idea how to change people, but still I keep a long list of prospective candidates just in case I should ever figure it out.

Many salespeople fail to develop new business because they’re wandering aimlessly. Too often, they’re not locked in on a strategically selected, focused list of target customers or prospects.

Make a list of three clients or prospects and call them simply to see how they are doing personally and professionally. Don’t pitch them, and don’t ask them for anything. Just call because you care.

I Not my best side, I'm afraid. The artist didn't give me a chance to Pose properly, and as you can see, Poor chap, he had this obsession with Triangles, so he left off two of my Feet. I didn't comment at the time (What, after all, are two feet To a monster?) but afterwards I was sorry for the bad publicity. Why, I said to myself, should my conqueror Be so ostentatiously beardless, and ride A horse with a deformed neck and square hoofs? Why should my victim be so Unattractive as to be inedible, And why should she have me literally On a string? I don't mind dying Ritually, since I always rise again, But I should have liked a little more blood To show they were taking me seriously. II It's hard for a girl to be sure if She wants to be rescued. I mean, I quite Took to the dragon. It's nice to be Liked, if you know what I mean. He was So nicely physical, with his claws And lovely green skin, and that sexy tail, And the way he looked at me, He made me feel he was all ready to Eat me. And any girl enjoys that. So when this boy turned up, wearing machinery, On a really dangerous horse, to be honest I didn't much fancy him. I mean, What was he like underneath the hardware? He might have acne, blackheads or even Bad breath for all I could tell, but the dragon-- Well, you could see all his equipment At a glance. Still, what could I do? The dragon got himself beaten by the boy, And a girl's got to think of her future. III I have diplomas in Dragon Management and Virgin Reclamation. My horse is the latest model, with Automatic transmission and built-in Obsolescence. My spear is custom-built, And my prototype armour Still on the secret list. You can't Do better than me at the moment. I'm qualified and equipped to the Eyebrow. So why be difficult? Don't you want to be killed and/or rescued In the most contemporary way? Don't You want to carry out the roles That sociology and myth have designed for you? Don't you realize that, by being choosy, You are endangering job prospects In the spear- and horse-building industries? What, in any case, does it matter what You want? You're in my way. - Not My Best Side

When creating a Hook, focus on the primary benefit or value your offer provides. Emphasize what’s uniquely valuable about your offer and why the prospect should care. Brainstorm a list of words and phrases related to your primary benefit, then experiment with different ways to connect them in a short phrase.

EVERY WEDNESDAY, I teach an introductory fiction workshop at Harvard University, and on the first day of class I pass out a bullet-pointed list of things the students should try hard to avoid. Don’t start a story with an alarm clock going off. Don’t end a story with the whole shebang having been a suicide note. Don’t use flashy dialogue tags like intoned or queried or, God forbid, ejaculated. Twelve unbearably gifted students are sitting around the table, and they appreciate having such perimeters established. With each variable the list isolates, their imaginations soar higher. They smile and nod. The mood in the room is congenial, almost festive with learning. I feel like a very effective teacher; I can practically hear my course-evaluation scores hitting the roof. Then, when the students reach the last point on the list, the mood shifts. Some of them squint at the words as if their vision has gone blurry; others ask their neighbors for clarification. The neighbor will shake her head, looking pale and dejected, as if the last point confirms that she should have opted for that aseptic-surgery class where you operate on a fetal pig. The last point is: Don’t Write What You Know. The idea panics them for two reasons. First, like all writers, the students have been encouraged, explicitly or implicitly, for as long as they can remember, to write what they know, so the prospect of abandoning that approach now is disorienting. Second, they know an awful lot. In recent workshops, my students have included Iraq War veterans, professional athletes, a minister, a circus clown, a woman with a pet miniature elephant, and gobs of certified geniuses. They are endlessly interesting people, their lives brimming with uniquely compelling experiences, and too often they believe those experiences are what equip them to be writers. Encouraging them not to write what they know sounds as wrongheaded as a football coach telling a quarterback with a bazooka of a right arm to ride the bench. For them, the advice is confusing and heartbreaking, maybe even insulting. For me, it’s the difference between fiction that matters only to those who know the author and fiction that, well, matters.

One of the best preemptive methods is to work candidly with your prospect to compile a pros-and-cons list. Have your prospective client draw up a list with the name of your product or service placed alongside two alternative options that he or she is considering. The rest is easy: Show how you’re the optimal choice.

I'VE SAVED THE BEST FOR LAST: There is ONE technique that can work to both find the risk, and close the deal. BUT it's a delicate one that requires mastery through preparation and practice. The strategy is called: What's the risk? What's the reward? When a prospect hesitates, you simply ask him or her to list the risks of purchase. Actually write them down. Prompt others. If the prospect says "I'm not sure," you ask, "Could it be ..." After you feel the list is complete, ask the prospect to list the rewards. Write them down, and embellish as much as possible without puking on the prospect. Then eliminate the risks one by one with lead in phrases like: Suppose we could ... did you know that ... I think we can ... Then you simply ask, "can you see any other reasons not to proceed?" One at a time, brick by brick, remove the risks that the buyer perceives as fatal mistakes in his decision-making process. Then drive home the rewards, both emotionally and logically.

Scene I. A little dark Parlour in Boston: Guards standing at the door. Hazlerod, Crusty Crowbar, Simple Sapling, Hateall, and Hector Mushroom. Simple. I know not what to think of these sad times, The people arm'd,—and all resolv'd to die Ere they'll submit.—— Crusty Crowbar. I too am almost sick of the parade Of honours purchas'd at the price of peace. Simple. Fond as I am of greatness and her charms, Elate with prospects of my rising name, Push'd into place,—a place I ne'er expected, My bounding heart leapt in my feeble breast. And ecstasies entranc'd my slender brain.— But yet, ere this I hop'd more solid gains, As my low purse demands a quick supply.— Poor Sylvia weeps,—and urges my return To rural peace and humble happiness, As my ambition beggars all her babes. Crusty. When first I listed in the desp'rate cause, And blindly swore obedience to his will, So wise, so just, so good I thought Rapatio, That if salvation rested on his word I'd pin my faith, and risk my hopes thereon. Hazlerod. Any why not now?—What staggers thy belief? Crusty. Himself—his perfidy appears— It is too plain he has betray'd his country; And we're the wretched tools by him mark'd out To seal its ruins—tear up the ancient forms, And every vestige treacherously destroy, Nor leave a trait of freedom in the land. Nor did I think hard fate wou'd call me up From drudging o'er my acres, Treading the glade, and sweating at the plough, To dangle at the tables of the great; At bowls and cards to spend my frozen years; To sell my friends, my country, and my conscience; Profane the sacred sabbaths of my God; Scorn'd by the very men who want my aid To spread distress o'er this devoted people. Hazlerod. Pho—what misgivings—why these idle qualms, This shrinking backwards at the bugbear conscience; In early life I heard the phantom nam'd, And the grave sages prate of moral sense Presiding in the bosom of the just; Or planting thongs about the guilty heart. Bound by these shackles, long my lab'ring mind, Obscurely trod the lower walks of life, In hopes by honesty my bread to gain; But neither commerce, or my conjuring rods, Nor yet mechanics, or new fangled drills, Or all the iron-monger's curious arts, Gave me a competence of shining ore, Or gratify'd my itching palm for more; Till I dismiss'd the bold intruding guest, And banish'd conscience from my wounded breast. Crusty. Happy expedient!—Could I gain the art, Then balmy sleep might sooth my waking lids, And rest once more refresh my weary soul.

As for having reached the top, with only one way to go from there, Lee had a point, no? I mean, if you cannot repeat a once-in-a-lifetime miracle—if you can never again reach the top—then why bother creating at all? Well, I can actually speak about this predicament from personal experience, because I myself was once “at the top”—with a book that sat on the bestseller list for more than three years. I can’t tell you how many people said to me during those years, “How are you ever going to top that?” They’d speak of my great good fortune as though it were a curse, not a blessing, and would speculate about how terrified I must feel at the prospect of not being able to reach such phenomenal heights again. But such thinking assumes there is a “top”—and that reaching that top (and staying there) is the only motive one has to create. Such thinking assumes that the mysteries of inspiration operate on the same scale that we do—on a limited human scale of success and failure, of winning and losing, of comparison and competition, of commerce and reputation, of units sold and influence wielded. Such thinking assumes that you must be constantly victorious—not only against your peers, but also against an earlier version of your own poor self. Most dangerously of all, such thinking assumes that if you cannot win, then you must not continue to play. But what does any of that have to do with vocation? What does any of that have to do with the pursuit of love? What does any of that have to do with the strange communion between the human and the magical? What does any of that have to do with faith? What does any of that have to do with the quiet glory of merely making things, and then sharing those things with an open heart and no expectations?

One rather odd use of xerography insures that brides get the wedding presents they want. The prospective bride submits her list of preferred presents to a department store; the store sends the list to its bridal-registry counter, which is equipped with a Xerox copier; each friend of the bride, having been tactfully briefed in advance, comes to this counter and is issued a copy of the list, whereupon he does his shopping and then returns the copy with the purchased items checked off, so that the master list may be revised and thus ready for the next donor.

Think about ethanol again. The benefits of that $7 billion tax subsidy are bestowed on a small group of farmers, making it quite lucrative for each one of them. Meanwhile, the costs are spread over the remaining 98 percent of us, putting ethanol somewhere below good oral hygiene on our list of everyday concerns. The opposite would be true with my plan to have left-handed voters pay subsidies to right-handed voters. There are roughly nine right-handed Americans for every lefty, so if every right-handed voter were to get some government benefit worth $100, then every left-handed voter would have to pay $900 to finance it. The lefties would be hopping mad about their $900 tax bills, probably to the point that it became their preeminent political concern, while the righties would be only modestly excited about their $100 subsidy. An adept politician would probably improve her career prospects by voting with the lefties. Here is a curious finding that makes more sense in light of what we‘ve just discussed. In countries where farmers make up a small fraction of the population, such as America and Europe, the government provides large subsidies for agriculture. But in countries where the farming population is relatively large, such as China and India, the subsidies go the other way. Farmers are forced to sell their crops at below-market prices so that urban dwellers can get basic food items cheaply. In the one case, farmers get political favors; in the other, they must pay for them. What makes these examples logically consistent is that in both cases the large group subsidizes the smaller group. In politics, the tail can wag the dog. This can have profound effects on the economy.

From: Ollie-O To: Prospective Parent Brunch Committee Crisis. Enormous billboard hovering over Audrey’s house. Erected overnight by crazy neighbor. (Fellow Galer Street parent?) Audrey hysterical. Husband calling city attorney. I don’t do black swan. * From: Helen Derwood, PhD To: Galer Street Kindergarten Parents Cc: Galer Street All-School List Dear Parents, I assume your little ones have told you snippets about the shocking events at today’s brunch. No doubt you are concerned and confused. As the only kindergarten parent in attendance, I’ve been inundated with phone calls asking what really happened.

This is just one version of how the world of successful people actually works. But social capital is all around us. Those who tap into it and use it prosper. Those who don’t are running life’s race with a major handicap. This is a serious problem for kids like me. Here’s a non-exhaustive list of things I didn’t know when I got to Yale Law School: That you needed to wear a suit to a job interview. That wearing a suit large enough to fit a silverback gorilla was inappropriate. That a butter knife wasn’t just decorative (after all, anything that requires a butter knife can be done better with a spoon or an index finger). That pleather and leather were different substances. That your shoes and belt should match. That certain cities and states had better job prospects. That going to a nicer college brought benefits outside of bragging rights. That finance was an industry that people worked in. Mamaw always resented the hillbilly stereotype—the idea that our people were a bunch of slobbering morons. But the fact is that I was remarkably ignorant of how to get ahead. Not knowing things that many others do often has serious economic consequences. It cost me a job in college (apparently Marine Corps combat boots and khaki pants aren’t proper interview attire) and could have cost me a lot more in law school if I hadn’t had a few people helping me every step of the way.

I hope you'll make mistakes. If you make mistakes, it means you're out there doing something. I escaped from school as soon as I could, when the prospect of four more years of enforced learning before I could become the writer I wanted to be, seemed stifling. I got out into the world, I wrote, and I became a better writer the more I wrote, and I wrote some more, and nobody ever seemed to mind that I was making it all up as I went along. They just read what I wrote and they paid me for it or they didn't. The nearest thing I had, was a list I made when I was about 15, of everything I wanted to do. I wanted to write an adult novel, a children's book, a comic, a movie, record an audio-book, write an episode of Doctor Who, and so on. I didn't have a career, I just did the next thing on the list. When you start out in the arts, you have no idea what you're doing. This is great. People who know what they're doing, know the rules, and they know what is possible and what is impossible. You do not, and you should not. The rules on what is possible and impossible in the arts, were made by people who had not tested the bounds of the possible, by going beyond them, and you can. If you don't know it's impossible, it's easier to do, and because nobody's done it before, they haven't made up rules to stop anyone doing that particular thing again. That's much harder than it sounds, and sometimes, in the end, so much easier than you might imagine, because normally, there are things you have to do before you can get to the place you want to be. When you start out, you have to deal with the problems of failure. You need to be thick-skinned. The things I did because I was excited and wanted to see them exist in reality have never let me down, and I've never regretted the time I spent on any of them. If you have an idea of what you want to make, what you were put here to do, then just go and do that, whether you're a musician or a photographer, a fine artist, or a cartoonist, a writer, a dancer, singer, a designer, whatever you do, you have one thing that's unique, you have the ability to make art. For me, for so many of the people I've known, that's been a lifesaver the ultimate lifesaver. It gets you through good times, and it gets you through the other ones. The one thing that you have, that nobody else has, is you! Your voice, your mind, your story, your vision. So write and draw, and build, and play, and dance and live, as only you can. Do what only you can do best, make good art.

Who might this young man be?” In an instant I sorted through every possibly explanation for Sage’s presence, but judging by the way Mom was looking at him, I knew she already had it in her head that he was a romantic prospect, and she’d go on believing that even if I said he was purely a homeschool friend. And if she thought I was interested in him, no political luncheon would stop her from sitting us down and grilling Sage in front of everyone so she could dig up any deal breakers before I had to find them out the hard way. She’d probably even encourage her guests to join in, and I knew they’d be happy to do it-I’d seen it happen to Rayna. The problem was, I couldn’t spend all day hanging out at Mom’s lunch. I needed to go through Dad’s things, and I wanted to finish before the Israeli minister and his Secret Service protection left the house open for any not-so-welcome visitors to return. “This is Larry Steczynski! You can call him Sage. He’s my new boyfriend!” Rayna suddenly chirped, threading her arm through Sage’s and giving him a squeeze. To his credit, Sage looked only slightly surprised. Just one more thing to add to the long list of reasons I love Rayna. She knew exactly what I’d been thinking and had found the one answer that would leave me completely off the hook. “Really!” Mom said meaningfully. “Then we should talk.” She turned to the group and asked, “Gentleman?” Without hesitation, all the senators and the Israeli minister agreed that the next topic of their agenda should clearly be a debate of Sage’s merits and pitfalls as a partner to Rayna. As Mom took Sage and Rayna’s hands and led them to the couch, two senators gladly moved aside to give them space. Sage shot me a look so plaintive I almost laughed out loud.

The only path McAuliffe saw to hard-money parity ran through cycles of prospecting new donors, in the mail and online. To accomplish that on the scale he believed crucial, Democrats needed the list of 100 million new names, sortable by party registration or voting behavior, that would fill a national voter file. McAuliffe proposed a deal to the state chairs, that the DNC would effectively borrow their files, help clean them up, add new data like donor information and commercially available phone numbers, and then return them for the state party’s use. At the same time, McAuliffe went to Vinod Gupta, a major Democratic fund-raiser and Clinton friend who was the founder and CEO of InfoUSA, one of the country’s large commercial data vendors. Like many of his rivals, Gupta had been trying for years to find customers in the political world, and offered McAuliffe a good deal for his product. McAuliffe agreed, and as the state files came in, the DNC would send them out to InfoUSA’s Omaha servers, where hundreds of pieces of new information were added to each voter’s profile. A new interface was built to navigate it all. It was called Demzilla.

We’ve known his family forever. He doesn’t seem to care about the scandal in ours, and he’s an excellent shot-“ “That would certainly be at the top of my list of requirements for a husband,” Minerva broke in, eyes twinkling. “’Must be able to hit a bull’s-eye at fifty paces.’” “Fifty paces? Are you mad? It would have to be a hundred at least.” Her sister burst into laughter. “Forgive me for not knowing what constitutes sufficient marksmanship for your prospective mate.” Her gaze grew calculating. “I heart that Jackson is a very good shot. Gabe said he beat everyone today, even you.” “Don’t remind me,” Celia grumbled. “Gabe also said he won a kiss from you.” “Yes, and he gave me a peck on the forehead,” Celia said, still annoyed by that. “As if I were some…some little girl.” “Perhaps he was just trying to be polite.” Celia sighed. “Probably. I didn’t kiss you “properly” today because I was afraid if I did I might not stop. “The thing is…” Celia bit her lower lip and wondered just how much she should reveal to her sister. But she had to discuss this with someone, and she knew she could trust Minerva. Her sister had never betrayed a confidence. “That wasn’t the first time Jackson kissed me. Nor the last.” Minerva nearly choked on her chocolate. “Good Lord, Celia, don’t say such things when I’m drinking something hot!” Carefully she set her cup on the bedside table. “He kissed you?” She seized Celia’s free hand. “More than once?” Celia nodded. Her sister cast her eyes heavenward. “And yet you’re debating whether to enter into a marriage of convenience with Lyons.” Then she looked alarmed. “You did want the man to kiss you, right?” “Of course I wanted-“ She caught herself. “He didn’t force me, if that’s what you’re asking. But neither has Jackson…I mean, Mr. Pinter…offered me anything important.” “He hasn’t mentioned marriage?” “No.” Concern crossed Minerva’s face. “And love? What of that?” “That neither.” She set her own cup on the table, then dragged a blanket up to her chin. “He’s just kissed me. A lot.” Minerva left the bed to pace in front of the fireplace. “With men, that’s how it starts sometimes. They desire a woman first. Love comes later.” Unless they were drumming up desire for a woman for some other reason, the way Ned had. “Sometimes all they feel for a woman is desire,” Celia pointed out. “Sometimes love never enters into it. Like Papa with his females.” “Mr. Pinter doesn’t strike me as that sort.” “Well, he didn’t strike me as having an ounce of passion until he started kissing me.” Minerva shot her a sly glance. “How is his kissing?” Heat rose in her cheeks. “It’s very…er…inspiring.” Much better than Ned’s, to be sure. “That’s rather important in a husband,” Minerva said dryly. “And what of the duke? Has he kissed you?” “Once. It was…not so inspiring.” She leaned forward. “But he’s offering marriage, and Jackson hasn’t even hinted at it.” “You shouldn’t settle for a marriage of convenience. Especially if you prefer Jackson.” I don’t believe in marriages of convenience. Given your family’s history, I would think that you wouldn’t, either. Celia balled the blanket into a knot. That was easy for Jackson to say-he didn’t have a scheming grandmother breathing down his neck. For that matter, neither did Minerva.

Democracy’s brand was also damaged by America’s reaction to the Al Qaeda attacks in 2001. George W. Bush’s response to 9/11 dealt a twin blow to Western democracy’s allure. The first came in the form of the Patriot Act, which paved the way for spying on American citizens and gave the green light to multiple dilutions of US constitutional liberties. That imperative was then extended to America’s relations with any country, democratic or not, which pledged to cooperate in the ‘war on terror’. Autocrats such as Putin and Pakistan’s Pervez Musharraf went from pariahs to soul brothers almost overnight. When the Bush administration said ‘You are either with us or against us,’ it was referring to the opening of ‘black sites’ where the CIA could waterboard terrorist suspects, and the no-questions-asked exchanges of terrorist lists against which there was little prospect of appeal – a practice known in international law as refoulement. This gave undemocratic regimes an excuse to logroll domestic opponents onto the international lists, with devastating effects on political rights around the world. In the decade after 9/11, the number of Interpol red notices rose eightfold.3 Such practices belied Bush’s democratic agenda. For example, it robbed the US of the moral standing to criticise the Shanghai Cooperation Organization, a China-backed body of central Asian autocracies that today operates its own refoulement exchanges of political dissidents in the name of counter-terrorism. The Bush administration’s approach was also geopolitically shortsighted. Just as the West’s support for the Afghan jihad against the Soviets in the 1980s laid the ground for the rise of Islamist terrorism, so America’s Faustian post-9/11 pacts with autocratic regimes helped sow the seeds for the world’s current democratic recession. That is certain to deepen under Trump.

After I returned from that morning, our telephone rang incessantly with requests for interviews and photos. By midafternoon I was exhausted. At four o’clock I was reaching to disconnect the telephone when I answered one last call. Thank heavens I did! I heard, “Mrs. Robertson? This is Ian Hamilton from the Lord Chamberlain’s office.” I held my breath and prayed, “Please let this be the palace.” He continued: “We would like to invite you, your husband, and your son to attend the funeral of the Princess of Wales on Saturday in London.” I was speechless. I could feel my heart thumping. I never thought to ask him how our name had been selected. Later, in London, I learned that the Spencer family had given instructions to review Diana’s personal records, including her Christmas-card list, with the help of her closest aides. “Yes, of course, we absolutely want to attend,” I answered without hesitating. “Thank you so much. I can’t tell you how much this means to me. I’ll have to make travel plans on very short notice, so may I call you back to confirm? How late can I reach you?” He replied, “Anytime. We’re working twenty-four hours a day. But I need your reply within an hour.” I jotted down his telephone and fax numbers and set about making travel arrangements. My husband had just walked in the door, so we were able to discuss who would travel and how. Both children’s passports had expired and could not be renewed in less than a day from the suburbs where we live. Caroline, our daughter, was starting at a new school the very next day. Pat felt he needed to stay home with her. “Besides,” he said, “I cried at the wedding. I’d never make it through the funeral.” Though I dreaded the prospect of coping with the heartbreak of the funeral on my own, I felt I had to be there at the end, no matter what. We had been with Diana at the very beginning of the courtship. We had attended her wedding with tremendous joy. We had kept in touch ever since. I had to say good-bye to her in person. I said to Pat, “We were there for the ‘wedding of the century.’ This will be ‘the funeral of the century.’ Yes, I have to go.” Then we just looked at each other. We couldn’t find any words to express the sorrow we both felt.

If it will reassure you that I’m not a coward, I suppose I could rearrange his face.” Quietly he added, “The music has ended,” and for the first time Elizabeth realized they were no longer waltzing but were only swaying lightly together. With no other excuse to stand in his arms, Elizabeth tried to ignore her disappointment and step back, but just then the musicians began another melody, and their bodies began to move together in perfect time to the music. “Since I’ve already deprived you of your escort for the outing to the village tomorrow,” he said after a minute, “would you consider an alternative?” Her heart soared, because she thought he was going to offer to escort her himself. Again he read her thoughts, but his words were dampening. “I cannot escort you there,” he said flatly. Her smile faded. “Why not?” “Don’t be a henwit. Being seen in my company is hardly the sort of thing to enhance a debutante’s reputation.” Her mind whirled, trying to tally some sort of balance sheet that would disprove his claim. After all, he was a favorite of the Duke of Hammund’s…but while the duke was considered a great matrimonial prize, his reputation as a libertine and rake made mamas fear him as much as they coveted him as a son-in-law. On the other hand, Charise Dumont was considered perfectly respectable by the ton, and so this country gathering was above reproach. Except it wasn’t, according to Lord Howard. “Is that why you refused to dance with me when I asked you to earlier?” “That was part of the reason.” “What was the rest of it?” she asked curiously. His chuckle was grim. “Call it a well-developed instinct for self-preservation.” “What?” “Your eyes are more lethal than dueling pistols, my sweet,” he said wryly. “They could make a saint forget his goal.” Elizabeth had heard many flowery praises sung to her beauty, and she endured them with polite disinterest, but Ian’s blunt, almost reluctant flattery made her chuckle. Later she would realize that at this moment she had made her greatest mistake of all-she had been lulled into regarding him as an equal, a gently bred person whom she could trust, even relax with. “What sort of alternative were you going to suggest for tomorrow?” “Luncheon,” he said. “Somewhere private where we can talk, and where we won’t be seen together.” A cozy picnic luncheon for two was definitely not on Lucinda’s list of acceptable pastimes for London debutantes, but even so, Elizabeth was reluctant to refuse. “Outdoors…by the lake?” she speculated aloud, trying to justify the idea by making it public. “I think it’s going to rain tomorrow, and besides, we’d risk being seen together there.” “Then where?” “In the woods. I’ll meet you at the woodcutter’s cottage at the south end of the property near the stream at eleven. There's a path that leads to it two miles from the gate-off the main road." Elizabeth was too alarmed by such a prospect to stop to wonder how and when Ian Thornton had become so familiar with Charise's property and all its secluded haunts. "Absolutely not," she said in a shaky, breathless voice. Even she was not naïve enough to consider being alone with a man in a cottage, and she was terribly disappointed that he'd suggested it. Gentlemen didn't make such suggestions, and well-bred ladies never accepted them. Lucinda's warnings about such things had been eloquent and, Elizabeth felt, sensible.

Avoiding the Wish List Some people will evade your questions and say, “Here’s what I want.” They’ll start listing features and options; I’ve even had people start sketching mockups in coffee shop meetings! On the surface, this sounds amazing: a prospective customer practically writing your product requirements for you. The truth is different: thousands of failed products are created based on what customers said they wanted. You’ve probably worked on at least one of them in the past.[45] You don’t need to learn what customers say they want; you need to learn how customers behave and what they need. In other words, focus on their problem, not their suggested solution.

Prospect just one new FSBO each day. Drive to that home, take a photo. Enter the owner and address in the SOC contact manager. Be sure to check where the tax bill is sent in case the owner lives somewhere else.  You want to mail information where the tax bill goes. Upload photo of home to the SOC system.  With SOC you can create campaigns which will send multiple custom cards at times you designate to the seller. Send a four card FSBO campaign.  They’ll get four customized cards from you over the next two weeks.  Each card will have the photo of their home on the front.  Each card will have reasons they should list with you inside.  It’s important that the message inside is different on each card.  Then follow up with each FSBO you’re working on with one phone call a week.

Why wouldn’t she settle down in Philadelphia and marry a nice, rich Catholic boy? “I hear some of your school chums are coming out,” Jack said to Grace, raising the prospect of the formal entrance into polite society that was common at the time. “Do you want to come out, too?” Her reply was firm: “I am out! Do you think that to get a date I have to use those women who sell mailing lists of boys’ names?” No, she had other plans and was not to be stopped.

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

Include every person you can think of. EVERY person. It doesn’t matter if you think they are a prospect or not. Your database will be one of your most important assets. Everyone goes on the list. If they are negative, put them on your list. If you hate them, put them on your list. If they are your best friend, put them on your list. If they’ve said, “I’ll never be involved in Network Marketing,” put them on your list. If they’re 98 years old, put them on your list. If they’re 18 years old, put them on your list.

You’re all mad if you think I’m going to be forced into a loveless marriage just so the family can continue living at Ramsay House.” Coming forward with a placating smile, Win handed him a piece of paper. “Of course we would never want to force you into a loveless marriage, dear. But we have put together a list of prospective brides, all of them lovely girls. Won’t you take a glance and see if any of them appeals to you?” Deciding to humor her, Leo looked down at the list. “Marietta Newbury?” “Yes,” Amelia said. “What’s wrong with her?” “I don’t like her teeth.” “What about Isabella Charrington?” “I don’t like her mother.” “Lady Blossom Tremaine?” “I don’t like her name.” “Oh, for heaven’s sake, Leo, that’s not her fault.” “I don’t care. I can’t have a wife named Blossom. Every night I would feel as if I were calling in one of the cows.” Leo lifted his gaze heavenward. “I might as well marry the first woman off the street. Why, I’d be better off with Marks.” Everyone was silent. Still tucked in the corner of the room, Catherine Marks looked up slowly as she realized that she was the focus of the Hathaways’ collective gaze. Her eyes turned huge behind the spectacles, and a tide of pink rushed over her face. “That is not amusing,” she said sharply. “It’s the perfect solution,” Leo said, taking perverse satisfaction in annoying her. “We argue all the time. We can’t stand each other. It’s like we’re already married.” Catherine sprang to her feet, staring at him in outrage. “I would never consent to marry you.” “Good, because I wasn’t asking. I was only making a point.

The Interview The largest determining factor in whether you get a job is usually the interview itself. You’ve made impressions all along—with your telephone call and your cover letter and resume. Now it is imperative that you create a favorable impression when at last you get a chance to talk in person. This can be the ultimate test for a socially anxious person: After all, you are being evaluated on your performance in the interview situation. Activate your PMA, then build up your energy level. If you have followed this program, you now possess the self-help techniques you need to help you through the situation. You can prepare yourself for success. As with any interaction, good chemistry is important. The prospective employer will think hard about whether you will fit in—both from a production perspective and an interactive one. The employer may think: Will this employee help to increase the bottom line? Will he interact well as part of the team within the social system that already exists here? In fact, your chemistry with the interviewer may be more important than your background and experience. One twenty-three-year-old woman who held a fairly junior position in an advertising firm nonetheless found a good media position with one of the networks, not only because of her skills and potential, but because of her ability to gauge a situation and react quickly on her feet. What happened? The interviewer began listing the qualifications necessary for the position that was available: “Self-starter, motivated, creative . . .” “Oh,” she said, after the executive paused, “you’re just read my resume!” That kind of confidence and an ability to take risks not only amused the interviewer; it displayed some of the very skills the position required! The fact that interactive chemistry plays such a large role in getting a job has both positive and negative aspects. The positive side is that a lack of experience doesn’t necessarily mean you can’t get a particular job. Often, with the right basic education and life skills, you can make a strong enough impression based on who you are and how capable you seem that the employer may feel you are trainable for the job at hand. In my office, for example, we interviewed a number of experienced applicants for a secretarial position, only to choose a woman whose office skills were not as good as several others’, but who had the right chemistry, and who we felt would fit best into the existing system in the office. It’s often easier to teach or perfect the required skills than it is to try to force an interactive chemistry that just isn’t there. The downside of interactive chemistry is that even if you do have the required skills, you may be turned down if you don’t “click” with the interviewer.

Listed below are three basic rules that will help you become a successful candidate. Remember, however, that you need not be offered a job in every case to consider yourself successful. Rather, you are successful if you keep the job search process going in a professional manner. In working with countless people in the process of looking for a job, I have concluded that, for those who are currently unemployed, the full-time job should be just that: looking for a job. For those who currently have a job, but are openly seeking a better position with new challenges or a higher salary, take comfort in knowing you are working from a position of strength; use that knowledge to add to your self-esteem. In all cases, see yourself from the employer’s point of view. In their eyes, you are a more likely candidate if you behave professionally before and after the interview (with appropriate inquiry and follow-up—more on that later) and if you interact appropriately during the interview itself. As you continue to look for a job, remember the following tips for success: 1. When you call about a job prospect, get as much information as you can about the position and the company—including the name of the person doing the interviewing. Don’t be put off by feelings of anxiety—you have a right to “interview” them too. If possible, go to the library and research the company. By the time of your interview, you will feel more confident—and less anxious—because you will have resources from which to draw during your conversation. 2. If you have time to mail your resume before your scheduled interview, do so. But be sure to include a cover letter as well. While the resume gives background information about you, the cover letter explains why you are writing and briefly describes what makes you a good candidate for the job. Don’t allow low self-esteem to make you afraid to “sell yourself!” Only you can say why you would be an asset to the company. And one more thing—write the letter to a particular person, not “To Whom It May Concern” or “Dear Sir or Madam.” Most of the time, a prospective employer’s receptionist is willing to tell you exactly whom to contact. Use courtesy titles (“Dear Mrs. Smith”), unless the person is someone you already know on a first-name basis. 3. Do follow up. An appropriate measure of assertiveness goes a long way. Most employers appreciate someone who is diligent and communicates a genuine interest in the position. But don’t be aggressive. Limit your contact to a follow-up note, a phone call two weeks later, and perhaps a third one a few weeks after that. Be sure to let them know that if another, more appropriate, position comes along, you would be interested to learn about it. Again, by communicating properly and creating your own opportunities, you can achieve some control over your own destiny.

What would you have to do differently to achieve your outcome? List 3 skills, habits or behaviors you would need to achieve your outcome: Example 1: Outcome: Make more money ($10k/month) 3 Skills/habits or behaviors Organizational skills Focus/eliminate distractions Prospect for more clients Example 2: Outcome: Be more confident (Give speech in front of a group of people)

But at the other end of the spectrum, they continued, are four 'ice-obligate' species that depend on sea ice as a platform for hunting, breeding, and resting, and for which future prospects are dim indeed. They listed the walrus as one of those species; bearded and ringed seals were two of the other three ... the fourth member of the afore-mentioned 'ice-obligate' club, is, of course, the polar bear.

I understand why you don’t want to leave your family in the lurch, I really do. I understand how painful the prospect of leaving must be. But I can’t go on like this. I can’t be a mistress for the rest of my life. I cannot be a mistress, full stop.

Follow-up Call (Script) Seller: “Hello Mr. Prospect, my name is Tom Freese, and I’m the regional manager for KnowledgeWare in Kansas City. I wanted to contact you about the CASE application development seminar we are hosting at IBM’s Regional Headquarters on August 26. Do you remember receiving the invitation we sent you? (Pause for a response) “Frankly, we are expecting a record turnout—over one hundred people, including development managers from Sprint, Hallmark Cards, Pepsi Co., Yellow Freight, Kansas Power & Light, the Federal Reserve Bank, Northwest Mutual Life, American Family Life, St. Luke’s Hospital, Anheuser-Busch, MasterCard, American Express, Worldspan, and United Airlines, just to name a few. “I wanted to follow up because we haven’t yet received an RSVP from your company, and I wanted to make sure you didn’t get left out.” Granted, this was a highly positioned approach, but it was also 100 percent accurate. I wanted prospects to know that IBM was endorsing this event. I also wanted to let them know that I expected “everyone else” to participate. I accomplished this by rattling off an impressive list of marquee company names that we were “expected” to attend. Most importantly, I wanted to make sure that they didn’t get left out.

The criteria that I found most valuable when making my decisions were the following: What is the size of the investor community invested in other offerings on the platform to-date? Does the platform accept investments via credit card? For example, about 40% of my crowdfunding investors invested with a credit card. Does the platform allow for campaign extensions (if you fall short of your goal within your campaign period, can you extend the campaign until you reach your goal)? I’ve extended my campaigns multiple times. Does the platform allow for multiple disbursements? I prefer to disburse money from my campaign once a month. However, many platforms don’t allow you to disburse the funds until after the campaign is over What are the fees? Platforms can charge between 5-20% of your raise as fees, with some platforms having complicated fee structures that involve taking some of your Securities as part of the offering. Some platforms require you to pay them cash upfront before launching an offering. Does the platform allow you to set your own terms? For example, some platforms don’t allow you to sell convertible notes. Some others don’t allow you to sell non-voting common stock. Some platforms insist that they set the valuation for your startup in order to launch—the logic being that they know their investors, and they want to provide them with a “good deal.” For many reasons, you want to sell the Security that’s right for your startup. Does the platform allow you to have design freedom on the campaign page? You want to make sure that your brand is well represented. The aesthetics and optimization of the page are highly correlated with conversion (how many people invest after visiting your page). Does the platform support analytics? You need advanced analytics to market your offering. Some platforms, for example, allow you to enter a Facebook Pixel and Google Analytics code into the campaign page, while others do not. Does the platform have a good reputation? You will be driving a lot of potential investors and media folks to this platform, and you want to be sure that your platform of choice hasn’t been involved in anything shady in the past. Does the platform allow you to update your investors and prospective investors with campaign notifications? Some platforms have a built-in functionality where you can post updates right on the campaign, download email, and mailing contact lists of your investors (allowing you to contact them by email and allowing you to build Facebook “lookalike audiences”). Whereas, other platforms don’t even share the email addresses of the folks who have already invested in your startup. Does the platform support or plan to support secondary trading for the Securities that it sells on its platform? Will your investors be able to sell the Securities that they buy from you? The ability to sell Securities in a marketplace brings a lot of liquidity and increases its value significantly. In order to allow for secondary trading, the platform needs to obtain an Alternative Trading System (ATS) approval from FINRA.

Direct response marketing is designed to evoke an immediate response and compel prospects to take some specific action, such as opting in to your email list, picking up the phone and calling for more information, placing an order or being directed to a web page. So what makes a direct response ad? Here are some of the main characteristics: It’s trackable. That is, when someone responds, you know which ad and which media was responsible for generating the response. This is in direct contrast to mass media or “brand” marketing—no one will ever know what ad compelled you to buy that can of Coke; heck you may not even know yourself. It’s measurable. Since you know which ads are being responded to and how many sales you’ve received from each one, you can measure exactly how effective each ad is. You then drop or change ads that are not giving you a return on investment. It uses compelling headlines and sales copy. Direct response marketing has a compelling message of strong interest to your chosen prospects. It uses attention-grabbing headlines with strong sales copy that is “salesmanship in print.” Often the ad looks more like an editorial than an ad (hence making it at least three times more likely to get read). It targets a specific audience or niche. Prospects within specific verticals, geographic zones or niche markets are targeted. The ad aims to appeal to a narrow target market. It makes a specific offer. Usually, the ad makes a specific value-packed offer. Often the aim is not necessarily to sell anything from the ad but to simply get the prospect to take the next action, such as requesting a free report. The offer focuses on the prospect rather than on the advertiser and talks about the prospect’s interests, desires, fears, and frustrations. By contrast, mass media or “brand” marketing has a broad, one-size-fits-all marketing message and is focused on the advertiser. It demands a response. Direct response advertising has a “call to action,” compelling the prospect to do something specific. It also includes a means of response and “capture” of these responses. Interested, high-probability prospects have easy ways to respond, such as a regular phone number, a free recorded message line, a website, a fax back form, a reply card or coupons. When the prospect responds, as much of the person’s contact information as possible is captured so that they can be contacted beyond the initial response. It includes multi-step, short-term follow-up. In exchange for capturing the prospect’s details, valuable education and information on the prospect’s problem is offered. The information should carry with it a second “irresistible offer”—tied to whatever next step you want the prospect to take, such as calling to schedule an appointment or coming into the showroom or store. Then a series of follow-up “touches” via different media such as mail, email, fax and phone are made. Often there is a time or quantity limit on the offer.

Step #1: We figured out our prospective client's dream outcome. Step #2: We listed out all the obstacles they’re likely to encounter on their way (our opportunities for value). Step #3: We listed all those obstacles as solutions. Step #4: We figured out all the different ways we could deliver those solutions. Step #5a: We trimmed those ways down to only the things that were the highest value and lowest cost to us. All we have to do now  is… Step #5b: Put all the bundles together into the ultimate high value deliverable.

Editor’s introduction: Welcome our guide on guest blogging in seo. That’s right, send it a spot on profcontent from our friend alex. Alex breaks down everything beginners need to know to start blogging on the web. Take that, Alex. What is good blogging? Guest blogging- also referred to as blogging – is the need to contribute to another person’s blog to build relevant exposure, leads and links. Link are a primary ranking factor in goggle, and seo offer a strong chance of getting a link back from another website, among other marketing considerations in guest blogging. Guest blogging build a relationship with the blogger hosting your post, connects with the blogger hosting your post, connects with their audience for additional exposure, and helps you build authority among that audience. The premise is simple: you write a blog article tailored to the needs of a particular blogger and get a backlink in return, What Is Guest Blogging in SEO? A Guide for usually below the article in what’s called an author box. Blogger are inserted in publishing high- quality content on their blogs that they can use to attract new readers as well as share with their exiting audience. This makes guest blogging a win-win solution for both website owners who want to rank higher in search engines (and need link to do so) and bloggers who want to drive more readers to their blog. Interested in attracting more readers their blog. Is guest blogging good for bloggers? The short answer is yes again. As extensive as the blogger is shrewdness and eager to spend time sifting through and excision posts from outside bases, guest blogging can be a great source of valuable content for the blogger’s audience. An important portion of removal any external role is reviewing the links inside the content Take a look at this (or another) post a bout guest blogging and inbound marketing written by Neil Patel. Almost every paragraph has an external link. You get, Neil knows that links add price to a post by if more material and additional incomes. Be like Neil. To be on the benign side, examine guest posts for superiority and make sure you only link to superiority websites that add price to the mesh. To type sure the websites you’re involving to are immobile available, aren’t recurring 404s, or readdressing to dissimilar content. 1.find list of top blogs. The first step of prospects is pretty obvious: type a phrase like “ top [ industry specific] blogs list” into goggle and review the results. Opinion all the blogs registered one by one on each sheet in the search fallouts. Most likely you find great blogs this way, but only a few of them can accept guest articles from contributors. 2. Advanced search with search strings: Google has many hunt strings to help you find exact happy on the web, which you can syndicate into search If you are novel to this, you can learn extra here or here. If you search for [“keyword” and “write for us”], your results will look like the image under. 3. Shadow people or businesses who actively visitor blog. One of the best ways to find great guest blogging opportunities is to find other people who consistently contribute quality guest posts to industry- related websites. Most people and companies share their posts through social media profiles. Once I ran across a twitter profile that was basically sharing their guest posts, so I pretty much grew my list in no time. Stab this search thread to find sites anywhere a precise person or business published a guest post: “individual name “or” corporation name” “guest column”.

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I mean, if you cannot repeat a once-in-a-lifetime miracle—if you can never again reach the top—then why bother creating at all? Well, I can actually speak about this predicament from personal experience, because I myself was once “at the top”—with a book that sat on the bestseller list for more than three years. I can’t tell you how many people said to me during those years, “How are you ever going to top that?” They’d speak of my great good fortune as though it were a curse, not a blessing, and would speculate about how terrified I must feel at the prospect of not being able to reach such phenomenal heights again. But such thinking assumes there is a “top”—and that reaching that top (and staying there) is the only motive one has to create. Such thinking assumes that the mysteries of inspiration operate on the same scale that we do—on a limited human scale of success and failure, of winning and losing, of comparison and competition, of commerce and reputation, of units sold and influence wielded. Such thinking assumes that you must be constantly victorious—not only against your peers, but also against an earlier version of your own poor self. Most dangerously of all, such thinking assumes that if you cannot win, then you must not continue to play.

Lead Us Not into Temptation” With this petition Augustine makes an important distinction. He says, “The prayer is not that we should not be tempted, but that we should not be brought [or led] into temptation.”212 Temptation in the sense of being tried and tested is not only inevitable but desirable. The Bible talks of suffering and difficulty as a furnace in which many impurities of soul are “burned off” and we come to greater self-knowledge, humility, durability, faith, and love. However, to “enter into temptation,” as Jesus termed it (Matt 26:41), is to entertain and consider the prospect of giving in to sin. Calvin lists two categories of temptations from the “right” and from the “left.” From the right comes “riches, power, and honors,” which tempt us into the sin of thinking we do not need God. From the left comes “poverty, disgrace, contempt, and afflictions,” which tempt us to despair, to lose all hope, and to become angrily estranged from God.213 Both prosperity and adversity, then, are sore tests, and each one brings its own set of enticements away from trusting in God and toward centering your life on yourself and on “inordinate desires” for other things.

The Magic List of Consistency • Returning phone calls • Returning e-mails • Setting realistic expectations • Following up with prospective clients • Checking in with your current clients • Developing and running an effective marketing campaign • Networking with industry professionals • Handling your business affairs properly (accounting, PR, marketing, selling, training) • Maintaining balance between your business and personal life • Communicating effectively

Good Daily Habits Work Week Checklist (Sample Items) I read industry-related material a half-hour today. I ran 30 minutes today. I completed 80% of my to-do list today. I called at least one prospect today. I did not waste time on the Internet today. I said “DO IT NOW” when I did not want to do something today. I stopped myself from saying something sarcastic today. I stopped myself from saying something inappropriate today. I stopped myself from talking today when I realized I was talking too much. I ate no more than 2,000 calories today. I limited myself to two beers today. I left the office after 6 p.m. today. I called one person today, just to say hello. I called someone today to wish him or her a happy birthday.

Of Franklin’s thirteen subjects, I chose six, then substituted seven others which I thought would be more helpful to me in my business, subjects in which I was especially weak. Here is my list, and the order in which I used them: Enthusiasm. Order: self-organization. Think in terms of others’ interests. Questions. Key issue. Silence: listen. Sincerity: deserve confidence. Knowledge of my business. Appreciation and praise. Smile: happiness. Remember names and faces. Service and prospecting. Closing the sale: action. I made up a 3″ x 5″ card, a “pocket reminder,” for each one of my subjects, with a brief summary of the principles, similar to the “pocket reminders” you have found throughout this book. The first week, I carried the card on Enthusiasm in my pocket. At odd moments during the day, I read these principles. Just for that one week, I determined to double the amount of enthusiasm that I had been putting into my selling, and into my life. The second week, I carried my card on Order: self-organization. And so on each week. After I completed the first thirteen weeks, and started all over again with my first subject—Enthusiasm— I knew I was getting a better hold on myself. I began to feel an inward power that I had never known before. Each week, I gained a clearer understanding of my subject. It got down deeper inside of me. My business became more interesting. It became exciting!

People who have a difficult time saying “no” or delegating work to others tend to push new business development efforts to the bottom of their list.

I haven’t got the slightest idea how to change people, but still I keep a long list of prospective candidates just in case I should ever figure it out. —David Sedaris

The best intentions, target account lists, and powerful sales weapons are useless if we never launch the attack.

Salespeople who are not proactively working a finite list of target accounts often find themselves in situations where they are late or last to an opportunity.

DAY 12: BUILD A SIMPLE SPEAKER ONE-SHEET Now that your flagship presentation has some texture and shape, you can summarize it on a speaker one-sheet. Local networking groups, chambers of commerce, and association chapters often want to see this before booking you to speak in front of your hand-selected target market of prospects. Lay out a simple one-sheet in Microsoft Word, or pay a little extra for a designer to format it more professionally. The building blocks are: 1.  One or more Topics/Programs 2.  Target Audience(s) 3.  Benefits (especially in headlines and program titles) 4.  Your Mini-Biography 5.  Your Sample Client List 6.  Testimonial clips about the quality of your programs 7.  Your Contact Information

new business success usually results from a combination of perseverance, creativity, and resilience while staying laser-focused on a well-chosen, finite list of target prospects.

Make a list of your prospects. Prioritize the contacts and select the leads with the highest potential to buy first.

When you network you develop a list of resources that you can share with others. This increases your value to those prospects and clients you deal with.

There’s a lot of talk about “niceness” today. People are evaluated on how nicely they play with others and what they contribute to the team. It all sounds good. But I can confidently write that it’s rarely the person voted “most pleasant, selfless member of the team” who thrives at acquiring new business. Quite to the contrary, the nicest person frequently underperforms. People who have a difficult time saying “no” or delegating work to others tend to push new business development efforts to the bottom of their list.

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The Resume Your resume is like an advertisement for you as a job candidate. It should present you in the best possible light. Consult reference books for appropriate formats. Styles vary, but a resume should be typewritten or typeset, with your name and address clearly displayed at the top, and your employment history and educational background listed below in an organized fashion. If you wish, you may include a heading for personal interests—this can often be a good ice-breaker during the interview itself. People with social anxiety often find it very useful to pay for professional assistance in preparing a resume. Having an objective person categorize your skills and experience can be extremely helpful, especially if you are reentering the work force or are experiencing difficulty putting your background into the appropriate format. Remember, your resume is often your first contact with a prospective employer, and it may determine whether you will get an interview in the first place. It is your calling card and should be impeccably professional in appearance and content.

This table only counts physical health effects due to disruptions that took place in the Illusion of Control phase. It considers both short-run and long-run effects. Each of the claimed effects is based on a published study about that effect. First on the list is the disruption to vaccination programs for measles, diphtheria, cholera, and polio, which were either cancelled or reduced in scope in some 70 countries. That disruption was caused by travel restrictions. Western experts could not travel, and within many poor countries travel and general activity were also halted in the early days of the Illusion of Control phase. This depressive effect on vaccination programs for the poor is expected to lead to large loss of life in the coming years. The poor countries paying this cost are most countries in Africa, the poorer nations in Asia, such as India, Indonesia and Myanmar, and the poorer countries in Latin America. The second listed effect in the table relates to schooling. An estimated 90% of the world’s children have had their schooling disrupted, often for months, which reduces their lifetime opportunities and social development through numerous direct and indirect pathways. The UN children’s organisation, UNICEF, has released several reports on just how bad the consequences of this will be in the coming decades.116 The third element in Joffe’s table refers to reports of economic and social primitivisation in poor countries. Primitivisation, also seen after the collapse of the Soviet Union in the early 1990s, is just what it sounds like: a regression away from specialisation, trade and economic advancement through markets to more isolated and ‘primitive’ choices, including attempted economic self-sufficiency and higher fertility. Due to diminished labour market prospects, curtailed educational activities and decreased access to reproductive health services, populations in the Illusion of Control phase began reverting to having more children precisely in those countries where there is already huge pressure on resources. The fourth and fifth elements listed in the table reflect the biggest disaster of this period, namely the increase in extreme poverty and expected famines in poor countries. Over the 20 years leading up to 2020, gradual improvements in economic conditions around the world had significantly eased poverty and famines. Now, international organisations are signalling rapid deterioration in both. The Food and Agriculture Organisation (FAO) now expects the world to have approximately an additional 100 million extremely poor people facing starvation as a result of Covid policies. That will translate into civil wars, waves of refugees and huge loss of life. The last two items in Joffe’s table relate to the effect of lower perinatal and infant care and impoverishment. Millions of preventable deaths are now expected due to infections and weakness in new mothers and young infants, and neglect of other health problems like malaria and tuberculosis that affect people in all walks of life. The whole of the poor world has suffered fewer than one million deaths from Covid. The price to be paid in human losses in these countries through hunger and health neglect caused by lockdowns and other restrictions is much, much larger. All in the name of stopping Covid.

Finally, Christians can use more-advanced strategies like geofencing. Geofencing is a powerful marketing strategy my marketing company uses for commercial clients. It targets prospects and gathers their mobile IDs based on their physical location. You can target your prospect by time and/or location — for example, anyone who went to a selected church in the last week, in the last month, or in the last six months. You can also select anyone who went just one time, two times in one month, four times in two months, and so on. It’s a great way to get very specific contact lists that meet pretty much any criteria you can think of. If a pastor simply won’t talk about the election, geofencing their church is a good way to get directly to the church attendees. For one campaign, my company “fenced” 74 different evangelical churches in a candidate's district and gathered 94,000 mobile IDs, thereby building a large database in a short amount of time. In the end, we collected the contact information of 10,000 highly motivated voters who were also considered “low propensity” voters for the clients’ database. We also generated potential voters by getting: • 100,000+ landing page visitors. • 942,000 ad impressions. • 288,000 video views. All these views and ad impressions led to increased voter awareness and turnout for our client.

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The Probate Home Sale When an offer to purchase a home being sold through probate in New Jersey has been accepted, a notice will be mailed to heirs of the estate. This notice is the Notice of Proposed Action. The Notice of Proposed Action enables estate heirs to object to the sale of the home. Should an estate heir - or, should estate heirs - object to the sale of the home, a court date will be set. Any offer to purchase a home being sold through probate must be equal to - or greater than - 90% of the appraisal value of the home. The appraisal value of the home is provided to the court by a licensed real estate appraiser who has been designated by the court to conduct such an appraisal. Whats next? The attorney for the estate schedules a confirmation hearing. This hearing takes place within 45 days of the filing date. Throughout the process, the listing agent of the home being sold through probate continues to show the home to prospective buyers. One directive the listing agent has in continuing to show the home to buyers is to determine whether an over-bidder emerges. An over-bidder is a buyer who submits their offer to purchase the home at a sale price which is greater than offers which have been received, to date. Thus, raising the sale price of the home. Increasing proceeds for the estate. In the event that there is an offer submitted by an over-bidder, the over-bidder attends a confirmation hearing. At the confirmation hearing, the over-bidder is required to present a certified check which is equal to or greater than 10% of the proposed sale price.

Leo stared at them all blankly in the expectant silence. A disbelieving laugh escaped him. “You’re all mad if you think I’m going to be forced into a loveless marriage just so the family can continue living at Ramsay House.” Coming forward with a placating smile, Win handed him a piece of paper. “Of course we would never want to force you into a loveless marriage, dear. But we have put together a list of prospective brides, all of them lovely girls. Won’t you take a glance and see if any of them appeals to you?” Deciding to humor her, Leo looked down at the list. “Marietta Newbury?” “Yes,” Amelia said. “What’s wrong with her?” “I don’t like her teeth.” “What about Isabella Charrington?” “I don’t like her mother.” “Lady Blossom Tremaine?” “I don’t like her name.” “Oh, for heaven’s sake, Leo, that’s not her fault.” “I don’t care. I can’t have a wife named Blossom. Every night I would feel as if I were calling in one of the cows.” Leo lifted his gaze heavenward. “I might as well marry the first woman off the street. Why, I’d be better off with Marks.” Everyone was silent. Still tucked in the corner of the room, Catherine Marks looked up slowly as she realized that she was the focus of the Hathaways’ collective gaze. Her eyes turned huge behind the spectacles, and a tide of pink rushed over her face. “That is not amusing,” she said sharply. “It’s the perfect solution,” Leo said, taking perverse satisfaction in annoying her. “We argue all the time. We can’t stand each other. It’s like we’re already married.” Catherine sprang to her feet, staring at him in outrage. “I would never consent to marry you.” “Good, because I wasn’t asking. I was only making a point.” “Do not use me to make a point!” She fled the room, while Leo stared after her. “You know,” Win said thoughtfully, “we should have a ball.” “A ball?” Merripen asked blankly. “Yes, and invite all the eligible young women we can think of. It’s possible one of them will strike Leo’s fancy, and then he could court her.” “I’m not going to court anyone,” Leo said. They all ignored him. “I like that idea,” Amelia said. “A bride-hunting ball.” “It would be more accurate,” Cam pointed out dryly, “to call it a groom-hunting ball. Since Leo will be the item of prey.” “It’s just like Cinderella,” Beatrix exclaimed. “Only without the charming prince

iDefense’s competitive prospects weren’t looking so hot either. The day Watters showed up at iDefense, its closest competitor, a start-up called SecurityFocus, was scooped up by Symantec, the security giant, for $75 million in cash. Like iDefense, SecurityFocus offered clients an early cyber threat alert system, in the form of a hacker mailing list called BugTraq.

everything you’ll need to create a practical blueprint for gathering intelligence in your industry. Now, as you go through each rule, you should keep relating it back to your own situation—making whatever changes are needed to your current method of prospecting. To that end, if you have a prospecting script or a list of intelligence-gathering questions, then you should have those in front of you before we begin. So, grab those now, and let’s get started.

According to Fuller, laws should be (1) general, (2) publicly promulgated, (3) prospective (i.e., not retroactive), (4) clear, (5) consistent (i.e., not contain any contradictions), (6) practicable (i.e., not demand the impossible), (7) constant over time, and (8) congruent with the actions of officials. If we accept that list as defining the rule of law, America’s departures from it will be apparent to readers of this book.

Future shock will not be found in Index Medicus or in any listing of psychological abnormalities. Yet, unless intelligent steps are taken to combat it, millions of human beings will find themselves increasingly disoriented, progressively incompetent to deal rationally with their environments. The malaise, mass neurosis, irrationality, and free-floating violence already apparent in contemporary life are merely a foretaste of what may lie ahead unless we come to understand and treat this disease. Future shock is a time phenomenon, a product of the greatly accelerated rate of change in society. It arises from the superimposition of a new culture on an old one. It is culture shock in one’s own society. But its impact is far worse. For most Peace Corps men, in fact most travelers, have the comforting knowledge that the culture they left behind will be there to return to. The victim of future shock does not. Take an individual out of his own culture and set him down suddenly in an environment sharply different from his own, with a different set of cues to react to—different conceptions of time, space, work, love, religion, sex, and everything else—then cut him off from any hope of retreat to a more familiar social landscape, and the dislocation he suffers is doubly severe. Moreover, if this new culture is itself in constant turmoil, and if—worse yet—its values are incessantly changing, the sense of disorientation will be still further intensified. Given few clues as to what kind of behavior is rational under the radically new circumstances, the victim may well become a hazard to himself and others. Now imagine not merely an individual but an entire society, an entire generation—including its weakest, least intelligent, and most irrational members—suddenly transported into this new world. The result is mass disorientation, future shock on a grand scale. This is the prospect that man now faces. Change is avalanching upon our heads and most people are grotesquely unprepared to cope with it.

My individual investors were among our first partners; Regan found more money by going to the courthouse, getting lists of limited partners from documents that had been filed by other hedge funds, and cold calling. I flew to New York to meet prospects, explain our methods, and add cachet with my books and academic position. By late October we had managed to get only $1.4 million in commitments but we decided to move ahead anyhow.

Putting It into Action Write down every question you’ve ever received from a prospect or customer who was asking you to compare two or more things. This could include products, brands, methods, companies, and other subjects. It could also include your products and services or ones you don’t even sell. The key, though, is that you consider the many comparison-based questions that potential buyers and customers are asking (and searching) in your industry right now. Once you’ve made this list, address these questions honestly and transparently throughout your digital marketing efforts—be it with blog posts, videos, buying guides, webinars, and so on.

Another Rebel turned the prospect of doing routine, scheduled tasks into a game: Instead of writing a to-do list, I write each task on a separate piece of paper. I fold up all the pieces and put them in a bowl, then select one folded paper and do whatever task is written on it. I don’t select another paper until that task is completed. This makes for a fun game of chance, and looking at the little folded papers feels less daunting than looking at a list of tasks.

Your pipeline’s “closed lost” column is filled with prospects who expressed the exact same pains as your customers. Both of these groups started from the same place—a list of pains that align with your product. But they ended their buying journey in two different places.

Susie, most people like the fact that they get a one-on-one coach; others like the fact they get to follow an online step-by-step course. What do you like best about the program?” Do you see what I did there? I laid out two positive answers for the prospect to choose from. This kind of questions allows me to get a positive response back about what they liked about the program. Ninety-five percent of the time your prospect will say one of the two things you list to start. We need to keep energy high here and make sure people are thinking positively about the offer. Next, once you have asked the choice of two positives, the next part of the process is to then ask a “tiedown.” A tiedown is to solidify the response of what they liked best about the offer. For example, if they responded, “Chad, I loved the coaching.” Instead of moving on and saying something like “Great, it’s super helpful” or some BS like that, let’s actually take the time to ask why they like the coaching so much or ask why the coaching program stands out to them. This allows them to tell you exactly why they like your product, but instead of hearing from you as the rep about why it’s so great, it’s important for them to tell themselves. We talked about this earlier in the book, but people believe 50 percent of what a salesperson says and 100 percent of what they say, so make sure to get them talking about the product in a positive way. So once we complete the tie-down, the next step is to then validate that they would be a great fit for the offer you are selling. Everyone needs validation to make a leap of faith to go after their goals, so tell them, “Gosh, Susie! I think you would be a great fit for our program no doubt.

Have a Brainstorming Session Brainstorm every question you’ve ever been asked by a prospect or customer. Focus on their fears, issues, concerns, and worries. State them on paper exactly as the buyer would ask (or search) them, not the way you (as the business) would state them. Once you’ve completed this list, you have the foundation for your entire digital marketing editorial calendar—be it articles, videos, podcasts, and so on—to put on your company website. Note: If you struggle coming up with these questions, there’s a frank reason why—you’ve lost touch with your ideal customer or client. If this is the case, it’s time to get with your sales team, customer service team, and everyone else, and relearn what your ideal customer wants to know to be able to make an informed buying decision.

Before further developing this idea of the two paths (innate confidence or bumping into opportunity), I want to pause and explain more fully what I mean by “not believing in the value of your work.” Some of you probably read that but don’t see yourself on that path when in fact you are. You feel like you have confidence in how you value your work, but the evidence doesn’t support it. There are certain business practices that stand as clear evidence of that lack of belief: Discounting your fees. Modifying your terms. Allowing unusual invoicing procedures. Providing advice before an engagement is crafted. Letting clients determine the problem while just looking to you for transactional solutions. Presenting multiple equally viable solutions and letting clients choose, ceding your expertise. Changing your positioning to fit what prospects want to hear (in presentations and proposals). The list above is truly “business as usual” for experts who see themselves in the service business, but it doesn’t have to be that way. While most follow that path (the ones who try to rub shoulders with more opportunity), some do not (the ones who have a strong innate belief in the value of what they do).

There’s a time and a place for confidence, but your army (confidence) can’t march too far forward of your supply lines (expertise) or you’ll be caught without what you’ll need in order to win the war. There’s a healthy stretching that always pulls you forward, but you have to know enough about your field of impact. Crafting a positioning should tend toward the honest and boring side of this balance. Start by detailing your successful experience, and you can define that in two ways. As you list these instances, concentrate where you’ve been effective on behalf of a client and also made money yourself. I suppose you could add the element of where you’ve enjoyed the work, too, but the truth is that you’re not likely to even list these instances unless that happens to be true. So concentrate on impact and revenue. Eliminate any where both weren’t true. Don’t worry too much about recency, either. Prospects aren’t going to write you off if a particular demonstration of your expertise is more than three years old, for instance. They don’t look that deeply at the claims you make, and you, the expert, are far tougher on yourself than they will be. As we talked about in Foundation Chapter B, you’re attempting to craft a positioning where you are less interchangeable so that withholding your expertise carries some meaning. Think of the options as a spectrum, with the right side depicting a completely undifferentiated firm (I’m an accountant) and the left side depicting the most focused firm you could imagine (I’m an accountant who works with U.S.-based multi-location casual dining brands). At the beginning of this exercise, you are toward the right, wanting to move toward the left and be more differentiated than you are now. You’re aiming for fewer competitors so that your expertise supports a price premium in your work. As you march from right to left, you want to make a complete journey and make really smart positioning decisions. As you work out the intricacies of the positioning journey, there are two forces that slow your progress: one good and one bad.

On the other hand, a generous capital market is usually associated with the following: fear of missing out on profitable opportunities reduced risk aversion and skepticism (and, accordingly, reduced due diligence) too much money chasing too few deals willingness to buy securities in increased quantity willingness to buy securities of reduced quality high asset prices, low prospective returns, high risk and skimpy risk premiums It’s clear from this list of elements that excessive generosity in the capital markets stems from a shortage of prudence and thus should give investors one of the clearest red flags. The wide-open capital market arises when the news is good, asset prices are rising, optimism is riding high, and all things seem possible. But it invariably brings the issuance of unsound and overpriced securities, and the incurrence of debt levels that ultimately will result in ruin. The point about the quality of new issue securities in a wide-open capital market deserves particular attention. A decrease in risk aversion and skepticism—and increased focus on making sure opportunities aren’t missed rather than on avoiding losses—makes investors open to a greater quantity of issuance. The same factors make investors willing to buy issues of lower quality. When the credit cycle is in its expansion phase, the statistics on new issuance make clear that investors are buying new issues in greater amounts. But the acceptance of securities of lower quality is a bit more subtle. While there are credit ratings and covenants to look at, it can take effort and inference to understand the significance of these things. In feeding frenzies caused by excess availability of funds, recognizing and resisting this trend seems to be beyond the ability of the majority of market participants. This is one of the many reasons why the aftermath of an overly generous capital market includes losses, economic contraction, and a subsequent unwillingness to lend. The bottom line of all of the above is that generous credit markets usually are associated with elevated asset prices and subsequent losses, while credit crunches produce bargain-basement prices and great profit opportunities. (“Open and Shut”)

If the data suggests that the area is in a recession–property values have dropped, property sales are down, the number of listings with price reductions has increased–then it is a good time to buy low. You should, however, first check the data to be sure that the market is showing signs of stabilization. Use what you know about the various forces driving that submarket’s economy to gauge the likelihood of an upcoming upturn–if the prospects look good, you might very well be ahead of the curve on this, and be able to buy before everyone else starts to catch on.

With a StoryBrand-inspired narrative, ordinary jobs become extraordinary adventures. With a unifying BrandScript, the above story would have gone more like this: Before even applying for a job, the prospective employee has already heard the buzz on the street about this cool company. It’s somehow more alive. The people who work there love it and so do their customers. They exude a sense of competence within their industry as well as across the community in general. Their leaders are respected. Even their former employees talk about it with a hint of sentimental longing. On the list of ideal places to work, there are few that compare. During the first interview, the candidate starts to understand where the buzz has been coming from. The hiring manager describes the company the way you might describe Lewis and Clarke preparing to tame the western frontier. There are interesting characters whose lives have led them to this place. Business goals sound like plot twists. There are mountains to climb and rivers to cross. There are storms to weather, bears to hunt, and treasure to find. The hiring manager is visibly excited as she walks effortlessly through the seven categories of the company’s narrative. But not just anyone gets selected for this expedition. The employees of this company aren’t trying to be snobs; they’re just staying true to the story they’re following and they don’t want to compromise the plot. If you happen to be selected, it’s because destiny basically demands it. Instantly the candidate’s concept of work shifts up a level. It’s no longer just about what he can get out of it. It’s also about who he will become if he’s allowed to enter the story. He senses that working for this company will transform him. By the second and third interviews, the candidate has met most of the team and even been interviewed by them. Everyone he meets tells the exact same story he heard on the street and in the first interview. The story is growing on him. He realizes he needs to be part of a story like this to be fully satisfied in life. We all do. Finally, his first day on the job arrives, and the onboarding experience is more like being adopted than getting hired. He spends quality time with a facilitator who takes a small, new team through a curriculum explaining the story of their customer and how the company positions themselves as the guide in their customers’ story. Amazingly, the onboarding is more about the company’s customers than it is about the company itself. This organization loves their customers and is obsessed with seeing them win the day. Finally, the new employee discovers the secret. These people are here to serve a customer they love.

Have everyone on the leadership team brainstorm what they believe to be the following: • The geographic characteristics of your ideal customers. Where are they? • The demographic characteristics of your ideal customers. What are they? (If you’re marketing business-to-business, consider characteristics such as job title, industry, size, and type of business. If business-to-consumer, then age, sex, income or profession.) • The psychographic characteristics of your ideal customers. How do they think? What do they need? What do they appreciate? With the answers to these questions, go to work on creating The List, which consists of the key contact information for each prospect. I won’t kid you—creating The List will take some work.

During an interview with Diversity Inc.’s director of research and product development, she walked me through a typical presentation used to pitch the value of the company’s software to prospective clients. I learned that their products are especially valuable to those industries not allowed to collect ethno-racial data directly from individuals because of civil rights legislation that attempts to curb how these data are used to discriminate. But now those who work in finance, housing, and healthcare can use predictive software programs to ascertain information that they cannot request directly. The US Health Insurance Portability and Accountability Act (HIPAA) privacy rule, for example, strictly monitors the collection, storage, and communication of individuals’ “protected health information,” among other features of the law. This means that pharmaceutical companies, which market to different groups, need indirect methods to create customer profiles, because they cannot collect racial-ethnic data directly. This is where Diversity Inc. comes in. Its software programs target customers not only on the basis of race and ethnicity, but also on the basis of socioeconomic status, gender, and a growing list of other attributes. However, the company does not refer to “race” anywhere in their product descriptions. Everything is based on individuals’ names, we are told. “A person’s name is data,” according to the director of research and product development. She explains that her clients typically supply Diversity Inc. with a database of client names and her team builds knowledge around it. The process, she says, has a 96 percent accuracy rate, because so many last names are not shared across racial–ethnic groups – a phenomenon sociologists call “cultural segregation.”18

Selling products makes it easier to: attract prospects – you offer tangible solutions, not a list of skills and capabilities convert them to clients – the solution you offer stands out from your competitors for all the right reasons – you’re the credible expert offering a solution to your client’s problem at a transparent price deliver an outstanding service – your system for delivery will enhance your customer experience. Your focus is on delivering an outcome in the most effective way.

How an Outsider Becomes an Insider Here's a letter I got from my Platinum Member, Jerry Jones, president of a direct marketing and coaching company providing services to dentists nationwide: “Back in 1997, after about two months of owning this business, I read the ‘10 Smart Questions’ in this chapter. The list exposed my biggest handicap in marketing to dentists: not being one of them. Because I'm not the customer in my niche, I have had to work hard at understanding what motivates them, keeps them awake at night, what the current desirable carrot is to them. Here are six things I do to stay in that frame of mind. And I'm apparently managing to do it, because I am frequently accused of being a dentist! I read every industry publication every month. I visit websites that host discussion forums for dentists. I subscribe to e-mail groups where only dentists communicate back and forth. I attend industry functions, conventions, seminars, and trade shows. I ‘play prospect’ with other product and service providers to dentists. I routinely ‘mastermind’ with dentists and with other marketers and vendors who provide services to the profession. I think this is so important that I even invested in three dental practices to get more firsthand understanding and to have laboratories to test my new strategies, ideas, direct-mail campaigns, and products.

She listed to the side and reached down to her handbag near the chair. “Do you mind if I take some notes?” Legerski said, “Is this an official interview?” He seemed put out by the prospect. “Nothing like that. I’m just trying to establish a time line for my own benefit.” She opened her notebook to the page she’d begun back at her house. Times were noted from when Justin Hoyt entered the bar to when Cody left Helena. Since there had been no contact or incidents from that point on, the time line ended at Cody’s last text.

Review all to-dos from last week’s meeting. To-dos are seven-day action items. From a weekly review comes accountability. By incorporating this agenda item, you will accomplish more as a team. To distinguish a Rock from a to-do, remember that a Rock is a 90-day priority while a to-do is a seven-day action item. To-dos consist of the commitments people make throughout the week that typically don’t get captured. For example, “I’ll call the printers tomorrow,” “It will be shipped tonight,” or “I will have every prospect on the list contacted by Friday.

Many people who interact with current and prospective clients have attempted to use client folders and/or client-relationship-management (CRM) software to “manage the account.” The problem here is that some material is just facts or historical data that needs to be stored as background for when you might be able to use it, and some of what must be tracked are the actions required to move the relationships forward. The latter can be more effectively organized within your action-lists system. Client information is just that, and it can be folded into a general-reference file on the client or stored within a clients-focused library. But if I need to call a client, I don’t want that reminder embedded anywhere but on a Calls list.

Let’s say it’s 10:26 a.m. Monday, and you’re in your office. You’ve just ended a half-hour unexpected phone call with a prospective client. You have three pages of scribbled notes from the conversation. There’s a meeting scheduled with your staff at eleven, about half an hour from now. You were out late last night with your spouse’s parents and are still a little frayed around the edges (you told your father-in-law you’d get back to him about … what?). Your assistant just put two arriving international express packages on your desk, and additionally says he needs to talk with you about three urgent meeting requests he doesn’t know how you want handled. You have a major strategic-planning session coming up in two days, for which you have yet to formulate your ideas. The oil indicator light in your car came on as you drove to work this morning. And your boss hinted as you passed her earlier in the hall that she’d like your thoughts on the e-mail she sent you last night, before this afternoon’s three o’clock meeting. Are your systems set up to maximally support dealing with this reality, at 10:26 on Monday morning? If you’re still keeping things in your head, and if you’re still trying to capture only the “critical” stuff in your lists, I suggest that the answer is no.

In general, it could be said that we talk about many things. I’ll try to list them in no particular order. 1) The Latin American hell that, especially on weekends, is concentrated around some Kentucky Fried Chickens and McDonald’s. 2) The doings of the Buenos Aires photographer Alfredo Garófano, childhood friend of Rodrigo and now a friend of mine and of anyone with the least bit of discernment. 3) Bad translations. 4) Serial killers and mass murderers. 5) Prospective leisure as the antidote to prospective poetry. 6) The vast number of writers who should retire after writing their first book or their second or their third or their fourth or their fifth. 7) The superiority of the work of Basquiat to that of Haring, or vice versa. 8) The works of Borges and the works of Bioy. 9) The advisablity of retiring to a ranch in Mexico near a volcano to finish writing The Turkey Buzzard Trilogy. 10) Wrinkles in the space-time continuum. 11) The kind of majestic women you’ve never met who come up to you in a bar and whisper in your ear that they have AIDS (or that they don’t). 12) Gombrowicz and his conception of immaturity. 13) Philip K. Dick, whom we both unreservedly admire. 14) The likelihood of a war between Chile and Argentina and its possible and impossible consequences. 15) The life of Proust and the life of Stendhal. 16) The activities of some professors in the United States. 17) The sexual practices of titi monkeys and ants and great cetaceans. 18) Colleagues who must be avoided like limpet mines. 19) Ignacio Echevarría, whom both of us love and admire. 20) Some Mexican writers liked by me and not by him, and some Argentine writers liked by me and not by him. 21) Barcelonan manners. 22) David Lynch and the prolixity of David Foster Wallace. 23) Chabon and Palahniuk, whom he likes and I don’t. 24) Wittgenstein and his plumbing and carpentry skills. 25) Some twilit dinners, which actually, to the surprise of the diner, become theater pieces in five acts. 26) Trashy TV game shows. 27) The end of the world. 28) Kubrick’s films, which Fresán loves so much that I’m beginning to hate them. 29) The incredible war between the planet of the novel-creatures and the planet of the story-beings. 30) The possibility that when the novel awakes from its iron dreams, the story will still be there.

You will run an aggressive marketing and prospecting campaign built off of the list in Figure 10 on page 138. These activities generate leads. All of these leads go into your 8 x 8 program to establish your relationship with these individuals. Their names are then added to your Met database and they get the 33 Touch treatment each year. The 33 Touch program should then result in repeat and referral business at a rate of one referral and one repeat for every twelve people in the program (or a 12:2 ratio*).

After I left the White House, when Trump abandoned the Kurds in Syria, there was speculation about who he might abandon next.27 Taiwan was right near the top of the list, and would probably stay there as long as Trump remained President, not a happy prospect.

Growth-Stock Approach Every investor would like to select the stocks of companies that will do better than the average over a period of years. A growth stock may be defined as one that has done this in the past and is expected to do so in the future.2 Thus it seems only logical that the intelligent investor should concentrate upon the selection of growth stocks. Actually the matter is more complicated, as we shall try to show. It is a mere statistical chore to identify companies that have “out-performed the averages” in the past. The investor can obtain a list of 50 or 100 such enterprises from his broker.† Why, then, should he not merely pick out the 15 or 20 most likely looking issues of this group and lo! he has a guaranteed-successful stock portfolio? There are two catches to this simple idea. The first is that common stocks with good records and apparently good prospects sell at correspondingly high prices. The investor may be right in his judgment of their prospects and still not fare particularly well, merely because he has paid in full (and perhaps overpaid) for the expected prosperity. The second is that his judgment as to the future may prove wrong. Unusually rapid growth cannot keep up forever; when a company has already registered a brilliant expansion, its very increase in size makes a repetition of its achievement more difficult. At some point the growth curve flattens out, and in many cases it turns downward.

When a maximizer goes shopping, looks for a handyman, buys gas, or plans a trip, he searches for the best (maximum) possible deal. Time and effort don’t matter much. Missing the very best deal leads to regret and stress. On the other hand, the satisficer, so-called because he is satisfied with a result that is close to the best, factors in the costs of searching and decision making, as well as the risk of losing a near-optimal opportunity and perhaps never finding anything as good again. This is reminiscent of the so-called secretary or marriage problem in mathematics. Assume that you will interview a series of people, from which you will choose one. Further, you must consider them one at a time, and having once rejected someone, you cannot reconsider. The optimal strategy is to wait until you have seen about 37 percent of the prospects, then choose the next one you see who is better than anybody among this first 37 percent that you passed over. If no one is better you are stuck with the last person on the list.