Mastermind Monthly Magazine - August

SMALL BUSINESS

ACADEMY

AUGUST 2013MastermindMonthlyLeadership

LeadersCREATINE NEW

Great Leaders

BENCHMARKS

OF

THE 5 LAWS OF

BRAND LEADERSHIP

7 FUNDMENTALS

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MASTERMIND MONTHLY | August 2013 | 2

DIARYDATES

MASTERMINDTHINKTANK• AUGUST 19TH, 2013

• AUGUST 22ND, 2013

• AUGUST 23RD, 2013

MASTERMINDMASTERCLASS• AUGUST 20TH - 21ST, 2013

MASTERMINDBUSINESS & MARKETING SUMMIT• NOVEMBER 11TH - 15TH,

2013

THE THEME FOR THIS MONTH’S MAG IS LEADERSHIP.

Leadership starts with self. If we can lead ourselves, we have the potential to become a leader. There are qualities which determine our ability to do this. Firstly, it’s can we lead ourselves. Secondly, are we the example of excellence. Thirdly, do we add value.

There’s more. But if we say we lead ourselves well, set a great example, and provide value wherever we go, we’re on the path to leadership.

So let’s unpack this leadership ‘thing’ and see where we can go…

Sharon



This month’s rant is an easy one.

It’s on setting the example. It’s SO easy to be the example when everything is going well. When it’s going ‘our way’ and we like what’s going on, we’re there as the example.

But what about when it doesn’t?

What do you when things don’t go your way? What do you do when you don’t ‘like’ something? What do you do when you have a really great ‘reason’ to not be an example of leadership?

LEADERSHIP IS NEEDED WHEN THE #*IT HITS.

IT’S NEEDED WHEN THERE’S UNCERTAINTY, DOUBT AND CHAOS.IF YOU’RE NOT LEADING THEN, YOU ARE NOT A LEADER.

INSIDE THIS ISSUE

2 Welcome!

3 Monthly Rant

4 FEATURE Leadership Benchmarks

9 Member’s Question

10 EXPERT 5 Laws of Brand Leadership

13 EXPERT 7 Fundamentals of Great Leaders

16 Cool Bits & Bobs For You To Explore

16 INSIDE SCOOP Creating New Leaders

17 EVENTS Recap & Upcoming

18 Upcoming Webinars Upcoming Events

19 Your Mentors & Support

Monthly Rant



FEATURE ARTICLE | SHARON PEARSON

LEADERSHIP BENCHMARKS

I HAVE LOTS OF PEOPLE AROUND ME WHO CAN TELL ME IN HINDSIGHT HOW THINGS HAVE BEEN GOING. THAT’S MANAGEMENT.

I DON’T HAVE AS MANY PEOPLE WHO CAN TELL ME WHERE WE’RE HEADING AND HOW TO GET THERE. AND THAT’S LEADERSHIP.

When I came back into this business, it was obvious to me what needed to change. Not many people saw this. They said it was ‘fine’.

It wasn’t.

Once we’d made the changes I saw as needed, the feedback was, ‘Yes, that was

needed. Of course it was needed! We should have seen it.’

Hmmm.

What comes up for me around this is that we need clear benchmarks for what works in a great culture (high performance) and we need to be able to recognize these benchmarks in advance, not just in hindsight or when it’s pointed out to us.

It’s not enough to say it ‘feels right’ or to decide that it’s any one thing. It’s many things, moving together in synchronicity, for the experience of a great culture.

Many people say they understand the importance of leadership, yet fail to be able to articulate the qualities of a great leader with any certainty.



I INTERVIEWED MANY PEOPLE FOR A SENIOR ROLE IN MY BUSINESS, AND NONE WERE SUCCESSFUL. THE QUESTION THEY ALL FAILED TO BE ABLE TO ANSWER:

‘WHAT IS YOUR STRATEGY FOR MENTORING PEOPLE?’

THE ANSWER, EVERY TIME, WAS, ‘I TALK WITH THEM.’

Beyond that, they had no idea what it took – the actual steps – to mentor someone, or how to know if they’d done so successfully.

If you can’t articulate your strategy, then how do you pass it onto someone else – as in, how do you mentor anyone if you can’t tell them the steps so they can then do that for someone else???

I’ve done a lot of research on what the benchmarks on effective leadership are. There are differences of opinions but throughout there are common themes that come up again and again.

1. SET THE EXAMPLEAn effective leader is the example they want to see in their team. If you want an energetic team, be energetic. If you want a focused team, be focused. If you want a team that can make decisions, encourage

and mentor them to do exactly that, all the time.

In 2012 I was carjacked at knife point outside my home. 20 detectives were involved in investigating this violent crime. The press stalked my home and my work. It was on all channels of the TV and in the papers every day for a week.

I turned up to work the next day, announced what had happened, and explained that a security guard would be outside our building for a while to keep the press out and so everyone could feel safe coming and going to work (as the thieves had been watching our building I wanted everyone to feel safe).

I didn’t make it about me, and I didn’t share the experience to get attention or to explain why I would not be doing my job.

It wasn’t about me. My first concern was that my team felt cared for and safe, and that if they had any concerns they could come speak with me.

Did I feel shaken by the event? Of course. But how would it have helped my team to have brought that to work? Instead, I chose to set the example of how to lead, with no excuses, when there ’s a personal challenge.

WE’RE ALWAYS A LEADER. THERE ARE NO EXCEPTIONS





2. DRIVE THE VALUESIn my own experience, nothing has done more to create a winning team than driving the values we have. We hire, fire, performance manage and develop people around these ten core values. They are not words on a wall. We have training sessions on them, pop quizzes, questions about them and give feedback when we see someone living them.

When I returned into the business in April of this year, there were people in our business who were not living the values. They made excuses, didn’t deliver results, talked about the reasons it was too hard and how I was too tough.

There was a stream of people heading to talk with another team member who encouraged them ‘unloading’ their troubles.

When I come into a business, my own or anyone else’s, there is an inevitability about what’s going to happen. I’ve seen it now four or five times.

The people who don’t know how to live the values (because they never could and never did) would find me too tough and will complain about it.

The people who were hired to just ‘do their job’ and nothing more would resent my demands of seeking a higher level of achievement beyond this and quit.

The people who want to live the values and are capable of this begin to realize they can start to shine and be noticed for the things they value.

EIGHT PEOPLE MOVED ON IN THE FIRST FIVE WEEKS OF MY RETURN.

THAT’S 25% OF THE TEAM.It was difficult, challenging and confronting at times for our team. They saw people they liked leaving, and not everyone was happy with the sheer amount of change. I was challenged by people about how I was ‘driving people away’ and how ‘I was too aggressive’ and ‘a bully’ for not giving people a chance.

Team members who had become accustomed to the previous status quo could not make sense of why I was rocking the boat so much.

I was just getting started.

Anyone who was not living the values naturally and easily needed to move on. It’s that simple. The moment we have someone in our business who finds living the values a strain, everyone around them has to work harder to compensate for them and for what they simply don’t see.



WE HIRED ON KINDNESS AND DESIRE TO HELP, AND TRAINED COMPETENCE.

WE STEPPED UP THE TRAINING OF OUR CULTURE AND OUR VALUES.

ALL OF THIS WHILST A SENIOR TRAINER QUIT, OUR RTO STATUS WAS CHALLENGED AND NUMEROUS OTHER OBSTACLES.

RESULTS WENT… UP.Records began to get achieved again.

People began to find everything easier.

The team began coming to me and sharing… ‘Now I get what you meant’; ‘Now I understand why you did what you did’; ‘This is so much better’; ‘Everything is so much easier’; ‘It feels like we’re all facing the same way again’…

The team began to have fun again. A ‘buzz’ came back into the place. There was no longer a feeling of ‘keep the status quo’, but challenge it, all the time.

Everything started being questioned and challenged and improved, every day. As it should be.

Team members began to really shine. As they should.

The team is once again stable. Not that I’m measuring that as success. We only want the right people on the bus.

We’re talking about how to improve every aspect of business, at every opportunity.

The politics is gone. No one is needing to ‘unload’ their problems, because everyone is a match for how we do things.

All because we demanded that we get back to the va lues , and became uncompromising about everyone living them.

3. REWARD THE GREAT STUFF YOU SEEPeople want to do well. If they’re provided an env i ronmen t whe re exceed ing expectations is encouraged, they will do exactly that. Not because they have to, but because they want to.

Your role as a leader is to catch your team doing the great stuff and to reward them.

Sometimes in a quirky way, sometimes with a ‘real’ reward, and sometimes with your acknowledgement.

Our Sizzling Sam, our Mission Control Leader, decided she didn’t need her assistant, and moved them to another department (they are an absolute values-match and we had to find them a home in our home!).

That SAME week, Sizzling received a record 27 enrollments to process, had her only other team member absent, took 70 calls in one day and did it all without fuss.



This was noticed by a couple of our leaders. On the Friday night when she’d gone home, they decorated her desk with little smiling finger puppets, we all signed a card of gratitude, I contributed two tickets to Gold Class for her and Monday morning’s meeting will be our opportunity to Wow her, as she has wowed us.

Love it!

I buy pizza on a Friday occasionally when I see great team work.

Some leaders decorate one of their team’s desk when they wow them.

We celebrate monthly our Wizard of Wow award for the person who most lived the values.

Each Wednesday we get together, have cheese and biscuits and celebrate the wows around the team.

We have Moet when we break a sales record. (We’re drinking it every week at the moment!)



4. BE CURIOUS AND ASKToo often, the hard conversation is left unsaid. This is a compromise and hurts the team and the culture.

When I came back into the business, there was a lack of transparency. Whenever I see this, I know culturally it means egos are being put ahead of outcomes. I will break that pattern first, because as long as people are protecting themselves, the status quo is more important than results.

F#%& THAT.

It really pushes some people too far. Anyone who places ‘looking like the leader’ ahead of learning how to lead, is a problem.

(On a personal note, I see this is the Number One Reason managers never become leaders. They’re too busy looking like they know, to actually admit they need to learn. If someone isn’t asking a ton of questions, all the time, I know we’re probably not going to have the best working relationship and that their career progression is limited.)

MANAGERS WHO AREN’T LEARNING ALL THE TIME FROM THEIR TEAM, ARE STIFLING GROWTH AND INNOVATION.

The team catches on – don’t ask questions – and then everyone is reduced to ‘just doing my job’. Aaahhhhh!

Leaders, however, ask questions more than anything else. They spend their time learning from their team, facilitating new ideas and generating possibilities – not from telling people – but from asking questions so their team become thinkers and self-generate solutions.

With this approach, we have a whole company of people dedicated to learning, growing and improving. Seems a good idea, given the alternative of the ‘boss’ making all the calls (but feeling they’re doing great because of it. Yeaww.).

5. SAY WHAT NEEDS TO BE SAIDI think this one theme is present in every single training I deliver. Mixed results, but I will persist. The BS attitude of not showing someone how they can improve is simply ridiculous. If you’ve hired on values and truly believe that people want to do well, then not giving them the feedback to help them do exactly that is simply nonsense.

As a leader, we must let people know how to improve. To keep that to ourselves because the person ‘can’t handle it’ says more about the leader and who they attract than anything.

IF I CAN’T GIVE FEEDBACK TO SOMEONE, I RECRUITED BADLY.

There is an art to this. As leaders, we can’t give feedback all day, to everyone, about



how to improve. It’s not sustainable, and people do need time to integrate what they’ve heard into what they do.

PACE THE FEEDBACK AND MAKE IT PART OF THEIR MENTORING AND DEVELOPMENT. I SEE MY TEAM AS IN CERTAIN STAGES OF DEVELOPMENT, WHICH DICTATED THE TYPE OF FEEDBACK THEY CAN GET.

Someone who is all about their own role, and doesn’t see beyond this, gets feedback on how to do their role well. I don’t make anyone go beyond their natural strengths. If someone wants to only focus on their role, then I will do everything I can to help them be great at exactly that.

Someone who is seeing their role in the context of their department receives mentoring on their role, AND on how to serve beyond themselves. Perhaps we will deve lop a p ro jec t , o r dec ide on responsibilities beyond their role. Perhaps it will be a short term assignment to develop a skill their need.

Someone who sees their role in the context of their department and the whole business receives mentoring on everything I’ve discussed, AND on how to contribute to the whole business.

The mentoring accelerates and slows down based on the team member’s ability to integrate what we discuss into their daily habits. If I see it being a ‘one off’ or infrequent, then I know they’re not ready, yet, for the next level. We discuss this, and show them where I see the gaps and how we work out how we think they can close those gaps, and we repeat until they are across this new level of awareness and responsibility.

6. GET OUT OF THE WAYWith the right team members on the bus, you shouldn’t be needed for micro managing. If you are, then you’re stuck in management, and you’re not saying what needs to be said to your team about how to grow.

I lead one team. I would touch base with them maybe once a day. It’s a loose conversation about whatever is going on at the time. I check how what’s going on links to their 90 day goals. I ask how it’s progressing. I ask what they need from me. I check out what they’re doing and we share ideas on how to improve it.

I’m done.

THEY ARE CAPABLE PEOPLE WHO KNOW WHAT THEY’RE DOING. I SHOULD GET OUT OF THEIR WAY AND LET THEM DO IT.



7. NO MATTER WHAT, LEADIt doesn’t matter what’s going on, the team is looking to you. When there is doubt in the organization, all results suffer.

SO GIVE DIRECTION, AND SHOW THAT YOU’RE WILLING TO TAKE THEM THERE.

This attribute is a combination of everything I have spoken of in this article. We set the example in all we do. Whether or not it’s the example that will get the results is what actually matters.

There are, of course, many other attributes of an effective leader. I share these as they seem to be the toughest for people to embrace.

“WISEWORDS

A LEADER IS BEST WHEN PEOPLE BARELY KNOWS HE EXISTS, WHEN HIS WORK IS DONE, HIS AIM FULFILLED,THEY WILL SAY: WE DID IT OURSELVES. LAO TZU

”



ANSWER:What a subject close to home. I’m on that journey right now so I can’t give you the definitive list but I can share with you some of the ones I have struck so far.

I had a fantastic chat with Sharon last week about this exact journey. My biggest obstacle was asserting myself as the trusted leader of the team and capable of the task ahead. Now, in tackling this you have two options:

1. PUT A TOE IN THE WATER AND JUST CHECK IF YOU WILL BE A GOOD LEADER

2. YOU CAN CLAIM IT AS YOURS AND JUMP RIGHT INTO ALL THAT THE ROLE ENTAILS.

Naturally option two is the only one that will get you success. Nobody respects a leader that isn’t fully committed and dependent on the success of the team. And the only way to make that clear is to jump straight into the role and deliver on every promise.

LEADERSHIP IS 100% EXEMPLARY.

It ’s about showing others what the expec ta t i on i s and ho ld ing t hem accountable to the big idea. It’s about taking them on the journey. It’s about guiding them to THEIR success and helping them to find what inspirers results.

Another challenge I have faced is building my “Leadership Portfolio”. Having started in the role with zero leadership experience I had to secure myself with next to no guarantee of success. All through the process I have trusted Sharon’s guidance, assisted by her belief in my ability (she’s also a pretty good leadership model). It was this assurance that forced me to take the “no option” approach to leadership. I have very clear goals, vivid outcomes and devotion against mediocrity. My trust as a leader grows every day and as I grow so does my teams ability.

Being the leader of a team, no matter the size, will always be difficult position. The terr i tory comes with responsibi l i ty, consequences and obstacles . But it also comes with immeasurable passion, desire and excitement. It feeds innovation and frees teams to create amazing results.

MEMBER’S QUESTION4.8 QUESTION:HOW DO YOU WORK YOUR WAY INTO LEADERSHIP?



4.8

FROM THE EXPERT I ILSE STRAUSS

5 LAWS OF BRAND LEADERSHIP

BEING A BRAND LEADER AND HOLDING AUTHORITY OF LEADING THE INDUSTRY IS QUITE DIFFERENT TO BEING A ‘SUCCESSFUL’ BRAND LEADER.

A successful brand is one where you have high brand recognition, a strong following in the marketplace and you have longevity. But being a brand leader adds the new dimension of how to be one that other brands aspire to be like when they ‘grow up’.

And not in relation to the ‘brand identity’ which is ‘who’ your brand is, but rather their aspiration to have the same impact in the marketplace as the brand leader. Therefore there are certain identifiers and characteristics of a brand leader, which is imperative to you if you want to understand what you should strive for to strategically position yourself in the marketplace as a brand that is iconic and powerful.

These characteristics are true for big business and small

business – they are not discriminatory on revenue nor on business size and these Laws will show you what you need to be thinking about to achieve massive results with simple strategies.

LAW OF PRICINGBrand leaders have cracked the code on diverting buyers from shopping on price. Generic brands and all the others will find themselves in price wars and diminishing the value of their products and services. But brand leaders sell their product because of the brand and what it means to the consumer rather than the ‘price’. Think how much you will spend on your favorite



pair of jeans. Because of your loyalty price isn’t even an issue in contrast to the value that you place on the brand.

LAW OF RECOGNITION Brand leaders have recognized the ‘make or break’ nature of marketing and therefore invest to understand not just ‘how to market’ but how a market ticks. Big brands will employ CEO’s and Executives who are savvy in marketing psychology just like Apple did when they hired John Sculley who was famous for how he multiplied the revenue of Pepsi under his leadership. Small business will educate themselves in a bid to identify new and fresh ways of standing out in the marketplace and how to niche more effectively.

LAW OF PUBLICITYIf you think Branson, he is always making headlines and receiving free publicity for his activities and ventures – why? It’s because he understands the power of leveraging perception in the marketplace. Doing something newsworthy to the marketplace will be picked up by the media and your brand will improve it’s position and increase it ’s awareness in the marketplace – without further cost to you. This serves to create a buzz around what you are doing which increases the positive associations toward your brand.

LAW OF THE MESSAGEAll brands that lead the market have something to say and they say it loud and proud. It becomes a conviction, a religion they have that drives the power of their brand. Every brand leader has a message that either doesn’t just solve a problem but more importantly rights a wrong that their m a r k e t p l a c e h a s . A n d t h e y t a k e responsibility and full ownership of doing what they can to spread their message to be purposeful in creating change in that space. It’s what Anita Roddick and her stand on eradicating animal testing did for The Body Shop that you can do for your brand.

LAW OF ALLIANCEJust like Mcdonald’s and Disney, brand leaders will leverage their recognition and identity in the marketplace by not only joining forces but rather aligning the positive associations the marketplace has with their individual brands. This serves to compound their profits as they increase their visibility and power in the marketplace and subsequently increase their market-share. The same strategies of cross promotion or piggy backing can be done to achieve the same purpose in smaller businesses.



4.8

FROM THE EXPERT I JOHNNIE CASS

7 FUNDAMENTALS OF GREAT LEADERS

We often hear the word leader thrown around in a multitude of different ways. There are thousands of books written on the subject and as a coach in essence you are being a leader to your clients.

I was just recently running my Design Your Life™ program and someone asked me whether I thought leaders were born or made? My belief is that some leaders are natural leaders and some people have leadership thrust upon them.

In any case whether or not leadership comes naturally to you, the good news is that leadership is a learnt skill.

So with that in mind lets look at what I would consider to be the 7 fundamentals of great leaders:

1.CLARITY:Great leaders have great clarity. They have clarity about what results are expected of them and they take personal responsibility for getting those results. Clarity is the foundation of any great leader. They have clarity around their personal vision as well as clarity around their business vision.

Leaders are also very clear about who they are and what they stand for. They know their values, as well as there own personal mission, and vision

2. EXCELLENCE:All great leaders realize that they are at the front of the herd. They realize that their behaviors filter down the business. As a leader what you do and say filters downwards. In other words if you are being mediocre then your team will be mediocre. If you are being disrespectful to the people around you then they will be disrespectful to other. Remember a fish rots from the head down. It’s for this reason why leaders commit to excellence. They know that if they are being excellent then the team around them will do the same.

3.COMMITMENT:All great leaders have high levels of commitment. They commit wholeheartedly to their lives as well as their businesses. They believe completely that their business can be the best in the future. They don’t dabble in life and in business.



4. CONSTRAINTS:Great leaders recognize that it does not matter where they are in life and business, but there resources are limited. They work within the constraints of their limitations and allocate resources appropriately. They make decisions knowing that there are certain constraints that they need to work within and at the same time challenge those constraints

5. CREATIVE:Great leaders are looking for new creative and innovative ideas. They are looking for new creative solutions wherever possible as well, as looking at new products or services to add to their businesses.

6. CONSTANT LEARNING:The true leader understands that the rules of the game are constantly changing. As result they are constantly upgrading their skills. Re-assessing their mindset. Constantly striving to be the best at what they do. Not perfect but the best!

7.CONSISTENT:If there is one thing that is inevitable in the life of the leader it is the crisis moment. In

those moments of crisis that is when the true leader shines. While everyone around them is falling apart, the leader remains dependable, reliable and calm. They have the discipline to manage their own emotions throughout the storm. They know what they are feeling will be magnified by those looking to them for leadership. In other words they consistently manage themselves.

Leadership is a privilege, and as rewarding as the role of a leader can be, it can at times be lonely. Make sure you surround yourself with the right people to act as sounding boards along the path and be the leader you’re really meant to be.



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4.8

TCI INSIDE SCOOP I JENETTE LEE

CREATING NEW LEADERS...

“TO ACCOMPLISH GREAT THINGS WE MUST FIRST DREAM, THEN VISUALIZE, THEN PLAN… BELIEVE… ACT.”- ALFRED A. MONTAPERT

The complexity of organisations today demands the need to develop leaders who embrace vision over action, change management and problem solving skills. Success of a business is rarely tied to the latest technology or business plan. It is the vision our leaders see in the business’ future, the path they create to realise that vision, and the problem solving skills they practice on a daily basis to resolve issues that hinders progress.

VISIONHAVING PURPOSEHaving a vision is vague and is often overlooked. We acknowledge that vision is key to driving change and it determines an organisation’s future. What happens when organisations have no compelling and definitive vision is they end up at the back

of the pack when changes in the industry arise, instead of being one step ahead.

Future orientation is the hallmark then for creating great leaders from just managers. We know that visions are specific to an organisation; they are compelling and most importantly, they are comprehensive enough for leaders to share with the entire organisation. From vision, leaders form the decis ion that determines what an organisation will or will not do.

AT TCI, WE ENCOURAGE EACH AND EVERY MEMBER TO START WITH A VISION.

We see the vision of TCI in the ten values that we represent every day. More importantly, our ten values IS part of the TCI culture and they are the source of our motivation from which we make all of our decisions.

CREATING IDEAL PROCESSESWith vision articulated, the ability to manage changes; the f rameworks, structures, the how-to’s, is the next range of skills for developing managers as leaders.



Having a clear vision makes everything possible. However, the challenge arises in making the vision probable and a reality.

NOTHING BEATS THE POWER OF PEOPLE WORKING IN CONCERT, HAVING THEIR OBJECTIVES ALIGNED AND A SHARED END GOAL.

For example, good project managers can become good leaders. But in order to make a vision probable, the leader sets benchmarks, create project plans, frameworks and build organisational structures.

At TCI, this is evident in our leaders manag ing team expecta t ions , the commitment of every member to our 90-day goals (benchmarks) and the accountability within the team as well as between all teams. All these practices are tied together i n t h e i n t r i c a t e n e s s o f o u r o p e n communication with one another.

THE ACTUAL ‘DOING’What the leader’s leader does so to speak is use vision to inform and influence successful implementations through strategic planning.

THE LEADER’S ROLE IS NOT TO DO, BUT TO ENABLE.

This comes down to how we think about things – if you think about doing something right, you tend to think about mechanisms or how-to’s of the task at hand. What a

leader does is enable team members in the actual ‘doing’ and delivering how-to’s and daily tasks.

THE SAYING “BELIEF MEANS NOTHING WITHOUT ACTIONS” BEST DESCRIBES THE IMPLEMENTATION PROCESSES THAT TCI PRACTICES.

Our leader’s lead in their ability to anticipate and empower others at times of crisis. Team members are mentored when needed to meet the benchmarks (Top 5’s of the week and 90-day goals) we set for ourselves. It is in the consistent delivery of outstanding results that we see the effects of great leadership skills.

At TCI, we develop future leaders instead of training new leaders. The value “Model Excellence” is best represented in our focus towards creating future leaders. Training brings with it a rigid, almost robotic connotation. Whereas training focuses on technique, TCI focuses on the people; whereas training focuses on the present, TCI looks at the future; training focuses on main tenance o f per fo rmance, TCI encourages the growth of every member and whereas training is finite, TCI’s opportunity for development is infinite. We seek innovative and critical thinkers. Our ten values encapsulate an organisation that is continuously thriving, and we start with the attitude that everyone has leadership potential.



WE KICKED OFF THE THINK TANK SESSIONS OF AUGUST THIS WEEK. BEHIND THE THINKTANK DOOR WE HAVE SOME OF THE BEST INNOVATIONS AND BUSINESSES COME TO LIFE.

This is where the “magic” happens. This is where you receive the ultimate feedback from Sharon on your business and plans for the future.

Think Tank is top secret. All members sign confidentiality agreements and no word ever leaves that room. It’s always small groups; no more than 9 or 10 people. This is a safe opportunity to have your idea shared with people in the industry and your chance to get critical advice to move forward. If you are growing a business and venturing into new territory then this is the program that can best serve your needs and goals.

NOT ONLY THAT, THE MONTH IS JAM-PACKED! MASTERCLASS KICKS OFF TODAY AND WE HAVE SOME TRULY INSPIRATIONS SPEAKERS COMING IN.

Abigail Forsyth, Creator and founder of “Keep Cup” an international branding success, will share the importance of building relationships and facilitating the

needs of your suppliers, stockists and end users. She’ll be followed by Andrew Griffiths, renowned branding and marketing expert who will share his insight into creating a lasting brand and what makes some products so successful. The event also delves deeper into the drive and innovation of The Coaching Institute unearthing just why this is such a successful school. Guest appearances include Joe Pane, Johnnie Cass and The Dream Factory (Marketing and Branding for TCI). Oh and of course Sharon Pearson will be there :)

ALSO MAKE SURE THAT YOU ARE BOOKED IN TO ATTEND THE INTERVIEW WITH SHARON PEARSON AND BRENT VALLE!

When The Coaching Institute heard about Brent's success Sharon knew she had to share his story with you. I've attached his bio for you to all read through. It's pretty impressive. From start up to success in under 2 years with massive plans for the future. Bring it on Brent and make sure YOU get on the call for this amazing modelling opportunity!

MASTERMINDEVENTS



BRENT VALLE IS THE CO-FOUNDER AND DIRECTOR OF NGAGE TECHNOLOGY GROUP, A PEAK PERFORMANCE STRATEGIST AND COACH, HUSBAND, FATHER OF TWO, SPORT-LOVER, SURFER, ENTREPRENEUR, AND ALL ROUND MAN OF ACTION.Since successfully selling off his first business Brent went on to invest his time in a range of programs with TCI including the stellar Mastermind Program. After attending the inaugural Mastermind Event run by one of his mentor’s Sharon Pearson, he decided,

that’s it, “time for me to go again” and began brainstorming with his friend and fellow co-founder Jarrod Bloomfield and they launched NGage in July 2011.

Since then NGage has gone from strength to strength and implemented a number of strategies that were taught through the Mastermind Program and enhancing his own mindset to dream even bigger and reach even higher the business has just finished off Year 2, with annual sales exceeding well over $2M dollars.

As a mentor, certified performance Coach and NLP practitioner, his commitment to action, his success in business, and in life come from applying the same strategies he uses and shares with those around him.

“I genuinely believe that my approach to life is to get the most out of myself, and out of every single day”. Brent quite humbly continues to say “I don’t believe that I’ve been given a particular talent in any one area, but once I focus on a course of action, set my target I will continue on until success is achieved. I’m a persistent and highly disciplined person and in business you need that.“ALL I CAN SAY IS BE YOURSELF, DON’T CARE WHAT OTHER PEOPLE THINK AND PUT YOURSELF OUT THERE ON A DAILY BASIS AND HAVE A GO”.



UPCOMING

WEBINARS

TUESDAY 27TH AUGUST 20135PM-6PM

INTERVIEW WITH SHARON PEARSON & SPECIAL GUEST BRENT VALLE

UPCOMING

WEBINARSWEDNESDAY 28TH AUGUST 201312PM-1PM

MASTERMIND NEED2KNOW WITH ILSE STRAUSS

VISIT THE MEMBERS SITE TO

ACCESS THIS MONTH’S

WEBINARSHTTP://

MEMBERS.SMALLBUSINESSACADEMY.COM.AU

WEDNESDAY 28TH AUGUST 20131PM-2PM

MASTERMIND Q&AWITH ILSE STRAUSS

VISIT THE MEMBERS SITE TO

ACCESS THIS MONTH’S

WEBINARSHTTP://

MEMBERS.SMALLBUSINESSACADEMY.COM.AU

http://members.smallbusinessacademy.com.au








UPCOMING

EVENTSUPCOMING

EVENTS

19TH, 22TH, 23ST AUGUST 2013

MASTERMIND THINKTANK

20TH TO 21TH AUGUST 2013

MASTERMIND MASTERCLASS

11TH TO 15THNOVEMBER 2013

MASTERMINDBUSINESS & MARKETING SUMMIT

EMAIL

[email protected]

TO RESERVE YOUR SEAT TODAY!

EMAIL

[email protected]

TO RESERVE YOUR SEAT TODAY!

mailto:[email protected]?subject=Book%20me%20in%20for%E2%80%A6






YOUR

MENTORS &

SUPPORT

YOUR

MENTORS &

SUPPORT

ILSE STRAUSS

YOUR

MENTORS &

SUPPORT

To access the mentors email mmmentor@

thecoachinginstitute.com.auto request time with a mentor!

MARY ANNE

mailto:[email protected]






4.8

WHAT’S HAPPENING ON FACEBOOK

WELL, THERE IS NO DOUBT THE SALES AND CONVERSIONS SUMMIT WAS A HUGE HIT IF YOU TAKE INTO ACCOUNT WHAT THOSE THAT ATTENDED HAD TO SAY STRAIGHT AFTER THE EVENT:

http://www.thecoachinginstitute.com.au/blog/2013/07/29/mastermind-sales-conversions-summit/

WHAT IS REALLY FANTASTIC THOUGH IS THE CONVERSATIONS THAT ARE STILL HAPPENING AS SOME OF YOU START TO APPLY WHAT YOU HAVE LEARNED..

DEIRDRE WATERSON Just ran the most amazing workshop, even if I say so myself. Put all my learning from Sales Summit.

WOW IT WAS INCREDIBLE DID IT GO PERFECT NO BUT IT WAS THE BEST RESULT I HAVE EVER GOT AND THE FEEDBACK WAS AMAZING.

Thank you Sharon Pearson for teaching us all about sell from the stage, I know this is what was missing from what I was doing. T hank

you so much for sharing how you do what you do on the stage. I am on such a high wow wow wow ohhhhlaaaalaa

NATASHA POMFRET The sales summit is absolutely a magnificent game changer! I'm not literally selling a coaching package from the stage currently, but I believe every time we open our mouths we're all selling something when you think about it. Our value, what we offer, why choose us, it's all the same same.

I'm a salaried employee for a not for profit superannuation company, boring topic to the majority who are disengaged with their super.

A passion for me, get engaged, coz the pension aint squat enough to live on and a few key decisions now will make the world of difference for when you retire. Apathy and disengagement is our biggest competition.

Oh how I love and embrace the challenge as an opportunity to really apply and play with all my new tools!

I had a small workshop yesterday and loved the benefit of calibrating and checking in, ALL the time! The engagement was a high like no other!









INTERNALLY I WAS HIGH FIVING AND WOOHOOING WITH EVERY HAND RAISE AND SMILING NOD I GOT! IT WAS SUCH A SUCCESS!

Tomorrow morning I have a presentation for small business owners on a really C level dry topic, and I'm tickled pink to turn it into fun engagement and relief on a shitty compliance topic!

I've given myself permission that the immense value SP provided will take a while to get all into my preso. Dang I'm going to have one hell of an opening and close and if I calibrate and seed in the middle I will internally high five the world!

HOW'S EVERYONE ELSE APPLYING THEIR LEARNINGS? WHAT HAVE YOU NOTICED? WHAT'S WORKING?

NICHOLAS TANG Hello everyone, I have had an event yesterday and sold 1 workbook on stage. So glad about this. There is so much more to implement from the 3 days Selling from the Stage Event. It is cool fun.

NICOLA VELTMAN Hi MMers, I just experienced in my pilates class what happens when you don't calibrate your audience and give them 10% more than where they are currently at which SP kindly shared with us in the sales summit last week. My instructor had recently been to a workshop and excited to share her new tools however this was far beyond the majority of

people in the class. Some gave up, others became despondent, which made the instructor become frustrated and not know where to go.

THERE WAS NO PACE, PACE, LEAD AND IT DRILLED HOME EVEN MORE FOR ME THE ABILITY WE HAVE TO LEAD OUR AUDIENCE AND TAKE THEM WITH US.

A great lesson for me today :-)

CONNIE LONGOBARDI The Sales Summit was simply a game changer. No other way to put it. Not only was Sharon Pearson extremely generous with her time and insights, we were able to witness as 'insiders' the brilliance of Joe Pane. A big thank you to all who were on the room. I could reveal here 'key learnings' however it was not about that.

IT'S PRACTICE, EXPERIENCE, PRACTICE, WITH ALL THE RIGHT TOOLS DISHED UP TO CHALLENGE OUR THINKING, OUR JUDGEMENT AND OUR PRESENCE IN THE TRAINING ROOM.

Simply thank you for all of 'that' is not enough. The lesson here is ALWAYS be in the room when I can. And be the best at pitching et al so I can serve others in the same way I am served each and every time I am with my mentors.

TO EVERYONE WHO WAS IN THE ROOM, THANK YOU!



SMALL BUSINESS

ACADEMY

Mastermind Monthly Magazine - August

Documents

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