Stages Of Leadership: How To Develop Accountability And Face Fears With Jeremiah Broz [Episode 143]

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Facing your fears and embracing accountability as a leader is something that many of us know we “should” do. So why don’t we?

It’s no secret that leadership can be frightening at times. Thankfully, it doesn’t always have to be. In this episode, of CEO Sales Strategies, Doug C. Brown speaks with Jeremiah Broz, the CEO of Energy Advantage Roofing and Solar. Doug and Jeremiah discuss their experiences with facing fears and using them as motivation, sales strategies for maintaining margins, and much more.


In this episode you will learn:

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Episode’s guest – Jeremiah Broz

CEO Sales Strategies | Jeremiah Broz | Accountability

Jeremiah Broz is the Founder and CEO of Energy Advantage Roofing and Solar. With his forward thinking and ability to learn from his mistakes, he is one of the top-performing entrepreneurs in his industry. His success is fueled by a relentless pursuit of making a profitable business and a purposeful life. Jeremiah is also an accomplished leader: he changed the lives of 700 (and counting) professionals by providing them with training, mentoring, and life coaching. He teaches these aspiring professionals to be passionate not only about what they do with their businesses, but also for themselves. He is mentoring his employees and the people in his community to always make a difference in the lives of others.

Visit his website: www.yourenergyadvantage.com

Jeremiah is offering a 50% discounted seat to TNA Global – claim yours here!


Stages Of Leadership: How To Develop Accountability And Face Fears With Jeremiah Broz

I’ve got Jeremiah Broz here and he is the CEO of Energy Advantage Roofing and Solar. They’re in Denver, Colorado. I asked him to come on here because we’re going to talk about accountability and external motivators for internal discipline for accountability. In other words, you may have employees or people you’re delegating to. You are delegating and all of a sudden, it’s not working out. You have new employees and salespeople that you’re bringing in, and you can’t seem to find how to hold them accountable through anything but the stick of the carrot, so to speak. There are other ways of doing this and he’s got expertise in this. I thought it would be a great thing for all of us to learn these concepts.

We’re going to talk about that. We’re going to talk about where he came from because he was one of those guys who started from zero and had high motivation. In other words, he had two mouths to feed and he didn’t have any money. He turned that into almost a multi-eight-figure business at this point over the last six years. Let’s go talk to Jeremiah right now.

Jeremiah, welcome to the show. Thanks so much for being here.

Thanks for having me, Doug.

Jeremiah and I have been talking about half an hour before this stuff. He’s such an interesting guy. We’ve talked about all kinds of things about life, how I found my family, and all kinds of stuff. He’s been very gracious. Jeremiah, why don’t you tell people what you do and what’s the name of your company? Let’s set the frame for this.

Thanks for having me. My name is Jeremiah Broz. I’m originally from Minnesota. I hail out here in Denver, Colorado. We turn storm damage into an energy advantage. We bring together two giant market segments, storm restoration, and then we combine it. Not only do we fix these homes and put them back to normal, but we put renewable energy products on top of the house after that and then develop a maintenance program where we take care of these customers for life.

Storms blow through Denver and do lots of damage to wherever. Do you guys come in and rescue homeowners and commercial buildings too?

A residential homeowner or commercial both. We’ll take care of roofing, windows, gutters, siding, and paint. We have 19 full-time installers and two master electricians. We have our trucks and warehouses. We have 34 full-time employees here. We’ll come in and not only take care of the insurance work, but then we will add solar, battery backup, and an e-car charging station. What we love to do as well is put stone-coated steel on top of the roof instead of these asphalt shingles.

The idea is that when we come into the property and put it back together, we can, hopefully, start to wind down the amount of claims that this property goes through by putting steel on top. By putting renewable energy on top of the house as well, it segues some of that money from insurance proceeds over to renewable energy upgrades.

Does that give people tax advantages as well? I’m curious.

Absolutely. They get 30% on the Federal level as long as they have a tax appetite. We’re starting to see more subsidies from local municipalities and energy companies as well that’s helping people go green.

How did you come up with this? It’s not like this is a major in university or college or whatever. Who came up with the idea?

I’ve been in the roofing industry since 2014. When I started in roofing, it was good money. I’ve knocked on doors for twenty-something years. It’s good money for the skillsets that I have, but it’s parasitic. It’s like hail comes, damages these roofs, and then we sit there by the sidelines, wait, and replace the roof with the same stuff. We’re putting the same stuff back on there. These shingles that are supposed to be 40 or 50 years old get replaced every 7 to 12 years. Homeowners are forced into doing it because the insurance companies tell homeowners that if they don’t do it within 365 days or if they don’t file the claim in 365 days, we’re not going to pay for it.

Even if the homeowner wanted to not get it done and it leaks later down the road, they miss out on a window of where the insurance company is going to pay for it. It’s almost like forcing the hand. I looked at it and I’m in the industry, I get it. Roofers are making a lot of money. Insurance companies are making their money back because they’ll just increase premiums and shingle manufacturers are printing money. All the while our landfills are filling up, 60% of it is by shingles this year in Denver, Colorado. On average in down years, 6% of landfills across America are asphalt shingles.

They don’t buy out degrade. I got Green Roof certification in Colorado, and it was one of our test questions. All the while, our environment is getting hurt, our premiums are going up, and insurance companies are just raising premiums. In my mind, I thought, “How can we make a change to this?” I wrote a business plan of substituting different products that are 100% recyclable that can go on top of the shingles where you don’t have to pull anything off, put it in landfills, and then you can put solar on top of that as well to start producing your energy and attack one of the other large pieces of bills people see per month.

This is so interesting to me. We had one subject that we were going to talk about, but now I’m unknowingly bringing this into another subject. When you started your company, was it highly funded or an organic start? Wow did it go?

I didn’t have any funds. I was broke. I just dissolved a partnership with another company. For anybody who broke out there, trying to pick yourself back up and figure out how to emotionally be together, but then also just be motivated and get back out there is tough. For me, I started going door to door. On April 17th, 2017, I was let go. On May 4th, I started Energy Advantage. I had a running day of 30 days to figure out rent. I had two daughters at the time. They’re 50% of the time with me and I’m like, “I have to figure this out.”

I started the company to sell solar components to roofing contractors. The idea was I was going to get out of roofing and sell solar to roofing contractors. At the time, we could take solar components, put them on a damaged roof, wrap them both into a loan and then people could overlap on a tax credit with insurance proceeds. It was a very tight niche on how to get both things done and segue into renewable energy at a fraction of the cost. Guess how many roofers bought my program?

I was going to say was it zero but I didn’t want to sound rude.

Zero, because most roofers’ mentality, at least at the time, was like, “Why would we cover shingles? We need insurance companies to buy those shingles.” I felt like I was the only one who got it. I don’t think anybody else gets the idea. I started going back door to door selling asphalt shingle roofs, even though I didn’t necessarily want to. We would start off doing detach and reset. One thing that was unique about my company, instead of being a dealership or subcontracting to other companies to come in and do the work, we did everything from the ground up. I was hiring our installers and developing our master electricians. All of it is in-house. We did have some subcontract installers and master electricians first, but figuring out the installation from the ground up.

I’ve got to go back. You have two daughters. “Were you from day one like, “I have two daughters. I have 30 days. “ You just go old school and you’re like, “I have to get clients.” That’s the way it is. Were you thinking back then, “In seven years I’ll be a multi-eight-figure business,” or were you thinking, “I just have to get some dough through the door?”

I was just thinking I have to survive. Like I said, it’s not a ton. I have to come up with $3,500 in 30 days. I have some mouths to feed. I have to figure this out. I knew roofing, so I incorporated it right away. I got my insurance, opened up a checking account, and then that afternoon I was on the doors. I knew exactly what I was doing. The very first job I did was for my ex-wife.

Go where the relationships are. That’s funny. Here’s the thing. When people need money, I see a lot of times people are focused when they start a company up or they’re even in business, then they start playing long-term strategies. Long-term takes 90 to 1 year to get anything through the door, 90 days up is what I would consider, or 6 months to 1 year. They’re focused on long-term strategies. I cannot tell you how many people have come to me and said, “I’m going to start a podcast because I want to make some money.” You better be thinking 2 to 3 years out because that’s traditionally how it works. I was fortunate to turn a profit in year one, but it wasn’t huge.

The thing is though I see a lot of people focusing on long-term strategies. You went and said, “Short term, I need $3,500. I’m going to go where I have the most leverage, which is to my existing relationships and I’m going to do what I have to do.” You’re highly motivated at that point because you have two beautiful little daughters that you need to go and be a dad for.

What I’ve learned in the business, Jeremiah, and you correct me if I’m wrong, is that you never have enough money. It doesn’t matter because there’s always something else to buy. If they’re in that position right now, what would you recommend to them? As a highly motivated person sitting there and going, “I have to do something,” what would be your advice for somebody like that to say, “Go do this?”

First, emotion can work in two aspects. One, it can motivate you to get out there. Two, it can also paralyze you. I always like to clarify the emotion. Something that I used to always do with other businesses I had and personal expenses is, “What are my bills? What’s my AP for this week and this month?” Prioritize the bills. I need to gas my tank first and make sure my cell phone is paid before I pay for my rent because I need to use those things to make money right now. I then have this priority of bills.

Emotions can motivate you to get out there, but they can also paralyze you. Share on X

For me, when I clarified what I needed the money for and when I needed it, then it gave me a little bit of room. All I need is a little bit of room because I can’t go out there and be frantic and desperate but I need to be calculated, on point, and motivated. For those who have knocked on doors, you have a good three-hour stint in you, but then after three hours, it’s tough if you’re not getting results. If anybody has done 10-hour stints, 8 to 10 hours out there are emotionally tough. To do it the next day can be even tougher.

If we have baby steps on exactly what I’m doing now and what that money is going to go towards, then we start sectioning off some of that fear. I got my rent paid for, the gas in my car, my phones are paid, I got the kids’ school paid for. The girls were in private school at the time too, so I got the kid’s school paid for. I was like, “I’m good for 30 days. I’m good for 60 days.” I start building it up and then it’s taxes, what am I going to be looking at for taxes? I better open up a second account for taxes because now I’m going to have to pay taxes on that money that I just got to survive. You start chunking some of this stuff out. Sometimes you get a storm, you get lucky, you get on abundance, and then it’s staying ahead of the cashflow. I’ve seen a lot of salespeople too make a lot of money in one month and then take a vacation.

CEO Sales Strategies | Jeremiah Broz | Accountability
Accountability: Sometimes you get a storm. Sometimes, you get lucky, and you get an abundance.

We’re pivoting back to our original topic, which is crazy. Folks, we were originally going to do this episode on what makes someone accountable. We’re speaking with Mr. Jeremiah Broz and he’s the CEO now of Energy Advantage Roofing And Solar. I love what you said because so many people get into this emotional place. As you said, emotions can paralyze us through fear and like, “What am I going to do?” Wrong question. You don’t ask what are you going to do. It’s what can you do to generate the next 30 days and you build upon those skills.

I know people probably go, “No, it’s too long,” but eventually whatever it takes, months, years, or whatever. You get to that place where it’s like, “Why was I thinking that way? Now I can’t think that way. I don’t think about the fear aspect of it,” because you know what to do. It’s like parenting. Imagine you have your first child, “What’s going on?” The second one, you take her, put her in the shower, and take care of this situation or whatever. You’re calm about it. At least that’s what happened to me.

What I’m hearing from you is you have to put your nose in the direction you want to go. You take that direction. You take one step every single day toward that goal that you want to go after. You’re putting micro measurements around that every 30-day sprint or whatever you’re doing. Is that what I’m hearing?

The fear thing, and just to put a name to it, we used to call it paralysis by analysis. Every morning we wake up, we have a dialogue with ourselves and it’s the warrior or the wimp. This is typically when things are unsettled. When things are settled, life is good, and you’re made on the other side or whatever, you don’t wake up with these thoughts. When things are unsettled and there’s that fear factor that you’re dealing with, you wake up and you have to choose, is it the warrior or the wimp? They’re both there, whichever one you feed is the one that you’re going to wear that day.

The warrior just accepts where they’re at. Even though we were in a tough position, I was always so grateful that I had my girls. I didn’t get my girls full-time, but I had my girls 50% of the time, which is beautiful enough because they have a great mother and they need her too. I’m so grateful I get to have my girls and when it was summer vacation, there was no daycare, no summer camp, and no babysitters. Guess what they were doing? They were knocking on doors. They were right there in my pickup truck. I’m so grateful to have this stuff. I think about the money aspect. I fear not having the money, but the fear is not to be able to provide. I would rather have the time than not have the time and provide, but I need to make both work.

You’re taking fear as a motivator to have you accomplish what the warrior would accomplish despite being in fear. Is this what makes somebody accountable?

I guess it depends on what the motivation is right behind it. A lot of people sometimes try to avoid fear and pain, but the truth is you can’t and you shouldn’t. You should probably live right through it. Breathe into it, lean into it, and accept it. It’s just here. I’ve been broke three times in my 30s. I remember there was one time I tried to do a mortgage change. It wasn’t a short sell. I forgot what it was called. In 2008 when this massive recession happened, I had a negative amortized loan and tried to get out of it. They’re like, “No, it’s a $27,000 prepayment penalty.” I’m like, “Forget that.”

A lot of people try to avoid fear and avoid pain. But the truth is you can't and you shouldn't. Share on X

I tried to do this other loan because we’re a struggling small business. They’re like, “You’ve never missed a payment before, so we can’t help you.” I’m like, “I can fix that.” I didn’t pay for a year. We were seven days away from foreclosure short sale. You can’t do that. I’ve been communicating, but I got what I wanted at that point. That’s just an example. Instead of avoiding it or following the pro quo, you are leaning into it and it’s there, but it’s not paralyzing me.

You’ve had now thousands of clients that you have served over the years. I know you’ve recruited, hired, and trained well over a thousand sales reps, and you pursue other businesses. You have a fifth venture coming out now if I remember correctly when we were talking about renewable energy. It was renewable energy solutions and creating sustainable communities. I and the people here are curious, how do you hold people accountable without beating them with the stick metaphorically? It’s two questions. How do you hold people accountable? How do we set up systems for accountability?

Last time we talked, I said I would love to be a coach, but instead of charging dollars, I’ll charge accountability and that’ll be my currency. For example, if there’s value out of me talking to you, then the direction that we give you for your business, you must go execute because the next time we talk, if it’s not executed, we’re not talking. I don’t care how much money you have or don’t have, it doesn’t matter. If we both agree on it and it’s sound, you need to execute it.

There are a couple of things that I would say. One is you have to have a higher frequency of communication to have accountability. When people are unaccountable, they tend not to answer the phone, not show up to a meeting, forget something, or schedule some other stupid meeting over our meeting because they’re unaccountable. I’ve seen that time and time again. That’s a repetitive behavior of unaccountable people. They skirt meetings. When you want to hold somebody accountable, check in with them frequently and ask them how they’re doing.

CEO Sales Strategies | Jeremiah Broz | Accountability
Accountability: You have to have a higher frequency of communication to have accountability.

The second thing is a lot of people don’t know how to be accountable. It’s interesting, but there’s probably a little bit more structure towards accountability. Part of it is planning and scheduling. For example, let’s say on a sales metric, my goal is to sit in front of five people. Statistically, I have a 40% close rate, I should close two. Closing deals is the objective. That’s the outcome but then there’s a sequential action item before it that eventually hits the outcome. When I lead people on task for the week, it’ll be more of the action items to get done. If they do enough of the action items, the outcome should present itself. They should be pretty close.

If they don’t close any work, then I need to help them with skills and how to close. Accountability first is knowing what the action is and how to do it. If I’m like, “Do five demos,” you might agree to it and you might say you’re accountable to it, but you may not know how to do that. That means that’s a plan of 10 to 15 hours of sitting in front of customers. That might be another plan of 20 to 30 hours of generating leads, setting appointments, and going through slippage. You need to have 30-something hours planned out pretty detailed in your planner to be accountable to those five demos and hit numbers. A lot of people don’t know that.

I have never looked at it this way, but this makes so much sense. People don’t know how to be accountable and people are trying to hold them accountable, but they never gave them the process of how to be accountable.

Let’s say there are stages of you hitting those five demos. One might be lead acquisition, one is scheduling, one is the follow-up piece, and then one is doing it. We’re going to have checkpoints every day or at every intermediate step of the lead acquisition. “How did you do today? Where are you at?” If you don’t have the lead acquisition, how are you going to set the appointments? I have to break it down into steps 1 through 5 on how to get there. This is in the beginning stages of where somebody is learning how to be accountable. I can tell my business partner, I’m bringing in X amount of revenue. At this point in the game, I know the steps that I need to do and I need to do it. First I would just say, “Do they know?”

We have to have a higher frequency of conversations in that. We’re checking in. This is almost like, or maybe it’s the same. Please let me know. It’s like when people delegate something to someone. A lot of times, they’ll delegate and they go, “Off my plate. Onto their plate.” All of a sudden, “I didn’t want that. I wanted this.” What I’m hearing is they never set up a process for it and the person doesn’t know exactly what that is and they’re interpreting what it might be. They’re not having communication check-ins. The project goes sideways or fencing and they show up with swords. You were looking for chain link fencing or something like that.

At College Pro Painters, we first learned some of these metrics of coaching, but they taught us a skill called situational leadership. That’s where you have somebody completely new and they don’t know what they don’t know. We had to sit in what’s called D-one style or a very directive style, which means we had to give a super detailed description of exactly what they must do, check in high frequency, and make sure that their uncertain is recognized and dealt with or isolated and dealt with, not swept under the rug or assumed. By the law of nature, when they start going through some more results or getting some more experience, they’re going to fail. They’re going to have a failure. They’re going to have doubt and self-criticism that’s going to creep in. They’re going to ride this emotional transition curve.

Their motivation to execute the task is going to go down. You can’t be a drill sergeant and super directive when their motivation is low. Now you have to step into what’s called a D-two coaching style. That’s when you go out into the field. You go shoulder to shoulder. You rotate doors or you rotate sales appointments, you demonstrate, you show them, split a commission, get in the field, and do everything you’re asking them to do. They need to see that.

When they have some experience and now they’re going on their own, right now you want to support them by helping either think ahead of what they’re doing and help support the next steps where they have compounding success. Not only then that you go through those three stages, only then can you delegate. A lot of people will go from D-1 straight to D-4 delegation all within five hours of somebody just starting a job. It’s like a 30-day process because you have to deal with their ability to learn, adapt, pick up a trade, pick up a skill, go through emotional transitions, and everybody has different learning styles. There are four main adult learning styles. What adult learning style do they have? You have to coach to that learning style.

CEO Sales Strategies | Jeremiah Broz | Accountability
Accountability: Everybody has different learning styles.

I’ve done exactly what you described too. I didn’t know the steps of the stages but I remember I was in this company. I ended up doing quite well in this company. They would bring people in and say, “You have 30 days or we put you on performance and you’re out in ten days.” I’m showing up and I’m going, “Where’s your training program?” “We don’t have one.” “Who’s going to teach the basics of what needs to be done?” “Just go out in the field and learn it.” I had a pretty good command of selling so I could get through that process, but there were people who they were hiring as junior and/or major reps who didn’t have that level of sales acumen. They’re gone.

I’m calculating. They were paying $50,000, $40,000, and $60,000 base salaries back then. What does it cost to turn these people over? My brain was going into revenue growth and profit mode. They’re bringing in 30 people a month, 5 of them are sticking, what a lot of waste. What I’m hearing you say in that situation is you go through these four stages before you actually can turn them loose out the door.

It puts a lot more tension on recruiting and hiring. It’s pretty easy, especially if you have an endless budget, to throw money at people and hope they execute. If they don’t, just turn them in and go through the process again. If you have to commit 30 days of your time to a core group of people to develop them, you should think twice about who you’re hiring. They have to live their values. You’re going to go to that for them for 30 days. Based on performance, based on their skill or commitment, that’ll tell you if it’s skill side, they need more coaching on the skill side, how to close, how to write the vernacular that they’re using. If it’s the commitment side, then we have to dig in on either supportive direction. How do we increase that commitment? If I’m going to sit here and you’re only committed when I’m in front of you, that’s not going to work because someday I’m going to die.

Think carefully about who you're hiring. Share on X

Let’s hope it’s not within those 30 days. We’re speaking with Jeremiah Broz and he’s the CEO of Energy Advantage Roofing and Solar. Would you mind giving those D-1 through D-4? Just list them again.

Just to preface this, I was hired by College Pro Painters back when I was twenty years old. They’ve been around since 1972. I ran a franchise for them. I was a general manager and a young vice president for them. This stuff that I’m telling you, I learned from this company. It’s called situational leadership. Think of a grid like this and it goes D-1, D-2, D-3, and D-4, almost like a Z. The D-1 person has low skill and high commitment. They’re committed but they don’t have a lot of skills. That’s why you have to give them a lot of direction. What happens is as they start getting some results, their commitment is going to go down because they’re not going to be successful.

When I would have reps out in the field, I would tell them the worst thing that can happen on your first demo or your first estimate is you land it or you book it. You think you’re good because you’re not good. Statistically, you haven’t put in anything. You just had a lay-down customer. What happens is if they get success in the first instance, all of a sudden, they don’t work hard. It’s like, “You are not good. It’s the most horrible experience you’ve ever had in your first one.” The first one I blacked out. It was really bad.

CEO Sales Strategies | Jeremiah Broz | Accountability
Accountability: If you get instant success in the first battle, you may not work as hard.

As they go through it more, they should have this realization like, “This is a lot, I’m concerned and it’s not just direction but I need support.” You shift to a D-2 style, which is coaching. The best coaches are not the super directive out from here and they’re not doing it for you, but they’re helping you do it. They’re doing it with you and through you. It’s not around you but it’s through you and with you. It’s that coach that’s spending extra time with you. That teacher that’s staying after school with you, that parent that’s sitting down and not getting frustrated and doing the homework with you and side by side, no matter how much time it takes, shoulder to shoulder. That’s your D-2 style.

When they get over that hump, right now, you have to pull back on some of the direction because now they have experience so they know how to do some of the stuff, and now it goes to a D-3 which is supportive. D-3 is supporting their ideas. “You have to come up with X amount of revenue this month. Let’s go through the ten tactics of your marketing. Let’s go through your staff, your personnel. Who are you pointing?” Allow them to command the ship and support them. “You need this for money. You need this for skill.” Empower them. Only then when they have success on their own, you can then go to D-4, which is delegate. Now you can delegate a task or an assignment or something to them.

Thanks for recapping that. It sounds a lot like successful parenting. Jeremiah, I appreciate you being here. If people want to know more about you and how to get ahold of you, what is the best way of doing that?

Check us out online at Energy Advantage is our website. Check us out on Instagram and Facebook. We turn storm damage into an energy advantage. What we’re passionate about is tying renewable energy and restoration together. We operate in Colorado, Texas, Arizona, and Minnesota.

You go to the south during the winter months and the north during the summer months, at least that’s what I would do. Thanks again for being here on the show. I’m very grateful you’re here.

Thanks, Doug. Take care, guys.

Did you learn anything? Maybe you are delegating or expecting things from people a little ahead of time or in the wrong order, or maybe you just didn’t have the process down for that. I certainly know I had an eye-opening moment when he was going through the D categories. He’s a specialist in doing this. We also talked earlier about something called the transition curve. The reality is you can hold accountability but you have responsibility in that process as well. If you are a solo seller, let’s say you’re an independent seller, you want to be in the top 1%, you have to get around people who are going to hold that accountability or measurement systems to help give you feedback so that you can adjust.

If you are the CEO of the company, it’s also important for you to have those peer relationships as well because sometimes you get lonely in that position. It’s so easy for us to get into the frame that we had growing up, especially under stress. We can revert our frames into different frames that we don’t even want. I would highly recommend all of you to listen to those four stages or steps that he put in place. Look at that and say, “Where am I deficient? Where could I use a boost or a bolstering up moment on those four stages that he talked about?”

Remember, when you get to a place where you need motivation, you can go both ways. You can either have fear as a motivator to move you, or you can have that paralysis analysis or that freeze moment. If you ever get into that, the thing to do is remind yourself where you want to go. Start taking steps one step a day just like he did. He had to put away $3,500 to cover the bills and he took one step a day, he took action, got out there, and started knocking on doors because that’s what he knew. I’ve always taught this to all of you. Go to where the shortest pathway is to cash first. Once you get a little bit of relief, then you can start working on other strategies.

If you love this episode, please give it a review. I know it takes a few moments of your time, but I would be forever grateful. If you’re interested in learning either as an owner of a company or as an independent seller how to increase your sales revenue and your profits, and do that utilizing strategies that the 1% uses, reach out to us at YouMatter@ceosalesstrategies.com and let us know what you’re looking for. We might be able to help you.

If you are an expert or somebody who would be good at either helping people with strategies on how to grow their revenues and profits or how to think and act like a 1% earner, then reach out to us at that same address. We answer all inquiries. By the way, I love your comments, for those of you who are sending those in. If you want to make the show better or you want to hear a certain subject matter, let us know that as well.

Until next time, go out and sell something. Go out and sell it ethically. Play win, preferably win. Do not discount. You might have to sell 50% more than you expected, even just to break even. Hold margins when you can and don’t discount if you don’t have to. Remember people buy on value or the perception of value. Perception of value means what it means to them. Today, especially in the business-to-consumer world, a lot of that is on convenience. You’ll find the price at the bottom of the ladder as long as they have the perception of value, which usually comes up into whatever they deem necessary, and part of that is service-related. Until next time, to your success.

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