A Holistic Perspective To The Value Creation Process With Lee Benson [Episode 146]

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What kind of culture are you actively creating in your company?

If it’s not based on value, you should think in this direction. This week, Doug C. Brown speaks with Lee Benson, value creation expert and CEO of Execute to Win. Doug and Lee discuss the mindset of holistic value creation, why a value-based culture is beneficial and creates success, the role of a CEO in creating culture, and much more. 

In this episode you will learn:


Episode’s guest – Lee Benson

CEO Sales Strategies | Lee Benson | Value Creation Process

Lee Benson is a value creation expert with over 30 years of experience in the business world. He is the CEO of Execute to Win, a firm that helps organizations of all sizes to accelerate the value they create. Lee began his value creation journey early, pulling weeds for 25 cents an hour. Since then, he has founded and led seven companies, including Able Aerospace, which he grew from two to 500 employees and 2,000 customers in 60 countries culminating in a 9-figure exit in 2016.


A Holistic Perspective To The Value Creation Process With Lee Benson

In this episode, I’ve got an excellent guest in front of me. His name is Mr. Lee Benson. Lee, welcome to the show. Thanks so much for being here.

Doug, thank you for having me.

Lee, I love what you do and I don’t want to steal the thunder on it. Would you tell everybody what you’re doing? Give them a little bit of the backstory and where you are, please.

My primary mission is to drive this concept of holistic value creation out into the world. There are three macro buckets in how I think about it. One is material value creation, money stuff. That’s what most people go to when they hear value creation but equally, if not more important, are emotional energy value creation and spiritual value creation. When I think about creating value within organizations or communities, it always has to be holistic to get the best return.

For all of my organizations over the years, I’m on my seventh company I’ve started from scratch – I’m starting my eighth company in March 2024 – I always think about it that way. I’ve been more profitable than my competitors all the way through. I’m thinking about material emotional energy, which is the X factor for leaders within organizations. The spiritual value creation is the community. How well connected are we? How do we care for each other within the organizations we work for?

There are a couple of things I’d like to highlight there. You’re on your eighth company. A lot of people come to this show and they’ve done multiple companies before but not at the scale and size you’ve done it. If I remember correctly, your last company was at 26 and a half times the EBITDA that you exited out on.

It’s 21.6X EBITDA. It’s multiple EBITDA of an aerospace company and a solid middle market company with about $100 million in sales. It’s very profitable. At the time we sold it in 2016, in aerospace, you were lucky to get an 8X multiple of EBITDA. There’s a lot that goes into that, including a strategic buyer and everything else. We can dig into that.

I’d love to. The reason I brought it up is some people would hear like this is a woo-woo type of feel out of the process. What I want people to capture is it’s not woo-woo. It is the essence of how you created your businesses and built upon these concepts to drive seven very successful and into the eighth successful business, and how they can adapt that same process as well.

Most of us have been in this position before in life. Owners of companies don’t think about this a lot of times. This is why I was so excited to have you here. We’ve all been in a position where we’re working for somebody and things are great. We feel appreciated and valued. We all go the extra mile. A customer has a problem. We’re like, “It’s after work hours. Don’t worry about it. I’m taking care of you.” We do that naturally because we feel appreciated and valued. We feel like we’re part of the mission of that company.

Unfortunately, we’ve all been in that other position, I suspect too, where it’s like, “I don’t want to be here. This is a drudgery, a day going on and on again.” I had somebody offer me millions of dollars to come work for them. I looked at their company culture and the people. I noticed they had an 82% turnover rate of their employees every single year. That was directly translating into customer service, offerings, and everything else.

I told the man, “No. I’m not going to do this unless we fix this.” He said, “I don’t care. We’re making money.” I said, “That’s not my place.” The moral of that story is that two years later, the Federal Trade Commission came in, shut down his company, fined him $110 million, and put him out of the industry forever. The reason I might be using a little shock value here is because I want you to understand that this value creation that Lee is talking about is so important to your long-term success. Lee, how would one even go about this? Let’s say they haven’t even thought about this in the world of their business or even in their selves. How would they go about capturing the beginning of this process?

First, what you’re describing around a CEO of an organization that doesn’t care about culture as long as they’re making money, in my experience, is the exception to the rule. Most want a great place to work for their employees. The challenge is they’re not sure about how to do that and create it. Almost never do they think about holistic value creation coming through but what I would start with philosophically, what is the primary job of the CEO of an organization or the top leader of it, whether it’s the founder, president, or whatever that is?

I believe it’s to continually increase the value of their organization. That’s their job. By proxy, their senior leadership team needs to get on board with that. Rarely, when I bring that up, CEOs and senior leadership teams think about it and kick around, “That’s what we should do.” Everything we do should be in alignment with that. We know we’re doing the right work when it’s increasing steadily over time. When we’re doing the right work over time, it accelerates.

Getting alignment around that at the top is by far what’s most important. We’re aligned with that. We want to get aligned with all the things we can do that will cause that to happen. I increase the value of the organization and then make decisions based on what to do and order, the right time, and all of that to make that happen, and then drive this culture of accountability through the organization.

If we don’t have the foundation of this is how we create value as an organization and we know we’re doing it correctly because the value of our organization is continually increasing, I don’t know how any of the other stuff can stand the test of time. It can’t. You read my book, Your Most Important Number. I developed a methodology called the MIND Methodology, which is the most important number in drivers.

CEO Sales Strategies | Lee Benson | Value Creation Process
Your Most Important Number: Increase Collaboration, Achieve your Strategy, and Execute to Win

What’s the one number for the entire organization that says, “Above all others, you’re winning or losing the game. It’s reflective of the value of the organization?” That number also has to drive the majority of the right behaviors. We talked about that for the senior team. The beauty of this methodology is that every single team from the senior team, whether you only have 1 team, 10 teams, 100 teams, or 1,000 teams, all have their most important number that does the same two things.

Drivers are categories of work that each team should be good at leveraging to improve their most important number. You get into when they meet to talk about doing this work, what are they talking about? How are they making decisions? What’s their plan? I like to know when I look at any team and any organization of any size, very quickly, how are they designed to create value? What’s the best work they’re doing to continually increase that? I want to be able to see it in minutes.

This very simple approach is wildly powerful in terms of its ability to turn results around quickly. To put an exclamation point on it, if we don’t have this foundation in place of how we’re created to create value and how we measure that and increase it over time, the rest of what we’re going to get into here is almost impossible to sustain.

I’m speaking with Mr. Lee Benson. His company is called Execute To Win. The thing that fascinates me about value creation and everything that you put forth is it’s the place where all relationships start. It’s like, “What are our values? How do we create more value in this relationship?” What I’m hearing is a high parallel between what should be done in personal life and business life as well. I would agree with you. Most CEOs and founders of companies don’t come into their business and go, “Let me make everybody’s life terrible and not do great customer things.”

They do the exact opposite. We’re all trying to grow something, make it better, make somebody’s life better, and improve their future for whatever reason. There are those outliers that unfortunately I ran into but this seems like almost common sense that people overlook in an organization. Feel free to disagree with me please, but if that is the case, is it because they get mired down in all the other stuff that comes along with running an organization and this so important thing gets de-prioritized or pushed to another day?

There’s a lot that goes into answering that question. First and foremost, if we don’t know how we’re designed to create value and we’re measuring that to tell us whether we’re doing the right work or not, then the rest of it doesn’t matter. A lot of leaders are doing what they think they’re supposed to do instead of focusing on what they should be doing to create the most value next for their organization and team. That’s everything.

When you have titles like, “A VP of this needs to be doing that,” and so on, stop all of that. We need leaders to come together to create incredible value as an entire organization working very well together. I don’t care much for titles and what people are supposed to do. For me, it often feels like business virtue signaling our engagement. We want culture. They talk about all this stuff and you set it upfront. It feels woo-woo. Throw all of that out. What do we need to make this happen?

We got all these people working together. If it’s a for-profit business, we’re going to measure net positive cashflow or some version of net profit and EBITDA as the most important number for the organization. As I look at total value creation, emotional energy value is created. That’s how you supercharge leadership. How do our leaders show up? Do you even have a definition of what it means to be a leader in your organization to capture this?

The definition that I like that I applied to all of my businesses and all the different clients that I work with is that leaders get results and foster an environment where every team member is intrinsically motivated and empowered to create more value over time. That’s what it means to be a leader. A lot of leaders are basic managers moving resources around. They think of people as numbers and everything else. No. You’re creating this environment where everybody becomes the CEO of their role and engagement, not on some survey but their engagement in terms of productivity and creating more value engagement.

Leaders get results, and they foster an environment where every team member is intrinsically motivated and empowered to create more value over time. Share on X

It starts to run 8, 9, and 10, which is incredible. That’s what we’re looking for to land on engagement for a little bit. When people say engagement needs to be the most important thing in an organization, I always ask, “Engage with what?” When you start asking those questions and dig underneath them, you get them out of the business virtue-signaling world into what we need to create more value next. The last piece, which I call spiritual, is a macro bucket connected to something bigger.

In the organization, how connected are all the team members in our community? Do we care for each other? Did we invest in each other? When you intentionally think about all three, everything gets better, especially the financial return but the financial return by itself is not complete enough. It doesn’t feel right enough. It’s not a good or a bad thing. It’s a thing to cultivate. We cultivate material value, creation, emotional energy value creation, and connectedness like this whole spiritual community piece of it. We do it in balance. Does that feel good? How does that land on you when I talk about that, Doug?

I wrote it down. I bet there are people who are going to reach out to you to work for you through this show. It’s right here. I’m looking at it on the paper. Who doesn’t want to be in that environment, Lee? It’s a cadaver. I also wrote down organizations that I have had experience with who have taken me through what you talked so clearly about. It’s how great I felt, whether it was a B2B type of environment or even a business-to-consumer environment. Let’s say a hotel that had it together, where everybody was the Sun Tzu marching on the same ranks.

You can feel it in the organization because people act a certain way that’s in accordance with the way everybody else is acting throughout that organization. I remember one particular place that I stayed and I was like, “I’ve got to go back here over and over again.” It creates brand loyalty through doing what you talked about. You asked me how it made me feel. It makes me feel amazing. It goes back to that foundational point. What are the two things that we can do in our organization to create value? How do we push that value through the organization so everyone is creating that value for our end goals, which they’re not always monetary?

The initial alignment is going to be how you measure value as a holistic entire organization. Every team needs to go through the same process. How is each team designed to create value? What’s their most important number? Where do they start? Where are they going at any point in time? Were they on track, at risk, or behind? Once you do that with every team in the organization, you can see it. You can measure it or visually look at it and say, “Red, green, and yellow, “ and know where to focus.

Once you have that alignment around how everybody should be creating value and how each team was designed to create value, it’s all meshed together. I think about it as what are the outcomes we’re looking for? What’s the ideal structure to achieve the outcomes, which includes roles, allocation of resources, and locations?

I think about people last, even though they’re first. Once we have the design right, we can place people in their best chance of success. If a role has a couple of outcome-based responsibilities and a set of twenty capabilities, they need to have to be able to achieve those outcomes. We’re selecting people to do it. We’re not putting people in roles and hoping for the best. If you care the most about people, you set them up for success and make sure they have what it takes to accomplish it.

CEO Sales Strategies | Lee Benson | Value Creation Process
Value Creation Process: If you care the most about people, you set them up for success and make sure they have what it takes to accomplish success.

Once you’ve got that alignment around value creation and people are in the right seats based on the way I described it, we need to be super intentional about how we’re cultivating emotional energy value that goes out through the leadership team and the spiritual piece of it, which is the community part of it. I suspect you’re thinking about Four Seasons or other organizations out there. “How do they get this right in every country I go to? If I stay at one of their properties, it feels the same. People are just as invested. It’s like they own the place.”

It’s because they’re being super intentional about the emotional energy value creation through their leadership teams and the community. The connectedness part of it is on the spiritual side. Whether they use my language or not, they’re doing it. I bet you, they’re fully aligned to what it means to create value holistically as an organization so more people want to invest in it and get that material return.

I know it sounds easy. People talk about a lot of this stuff. The challenge is that people love talking about things way more than executing. You have to be equally excited about planning as you are about executing. Most are way too excited about the strategic planning process. In my book, I say, “Congratulations. You’re 3% of the way there because 97% is going to be executing.” They like to do that and then get frustrated when the results don’t happen.

I then thought, “We have to get more excited about executing.” I’ve met a lot of folks who love doing the work and then they go off in a direction disconnected from creating value for the entire organization. I’ve landed on that it’s got to be 50/50. I love planning in a very efficient, effective way. There’s a lot we could talk about there. As much as I love the executing piece, that should be fun.

There’s no silver bullet or hack. You have to do the work. Doug, I’m sure you’ve got stories here too but it’s so energizing when the team’s accomplishing challenging things, everybody’s working hard, and the results are showing it. That is fun. If everybody’s working hard and the results are trailing off after enough time, that’s burnout mode when that happens. We’re missing something. You have to do the work but let’s make sure we’re doing the right work.

I love this conversation because frankly, Lee, I’ve been involved in a lot of organizations and seen where it works in an organization but I never defined it as the process and steps that you are defining in this talk. I’m very grateful. I do want to talk about the planning and the execution. I want to bring forth that this is so important in selling and alignment. I’m forever telling people in companies, “Your leaders are there to build up your people.”

If we’re not constantly coaching those people on a mission-driven value system that you’re talking about, then they’re going to miss the mark even on the coaching. They might think it’s all about, “We need more numbers this quarter.” Everybody wants more numbers, most people, I should say but it doesn’t mean it’s in alignment with how the organization wants to represent itself or how we, as people working with one another, want to be interacting or representing ourselves in the day.

What I’ve learned is people don’t usually leave organizations because of solo monetary gain. They usually leave because there’s an opportunity for either monetary gain or a position somewhere else. It’s because they are not feeling valued in that organization in the way they want to feel valued. In that planning component, should we be looking at that as well as how our people are supposed to want to feel within this organization to retain them?

If we could get people in every division and department to think they were part owners of this company and act as if based on this mission, how can it fail? It can’t. It’s impossible. In the planning component, should we be looking at how we established the two top values that we want to create? Are we taking it down to the people level, processes, and all of that?

Every team should be clear about how they’re designed to create value. You should be able to walk in, in my opinion, to every team and ask any team member, leader or not, “How do you create value for this organization?” I normally get a job description when you ask that question but when you implement a methodology that I recommend, the MIND Methodology, the answers are like this. “Here’s my team’s most important number. Here’s where we started. Here’s where we’re going. Here’s where we’re at. Here’s the best work that I’m doing to contribute to improving that number.” They go on and on about that work. You know when they’re checking a box or in the game to create more value.

As part of the planning process, I want to make sure that we have an execution component of the planning piece to make sure every team is clear about how they’re designed to create value and every team member in their role is clear about how they contribute to it in a measurable way. That has to be part of it. Culture has to be a big piece. How do we drive what it feels like to work there? What do we agree to do? How do we get things done around here? It could be being fully engaged and participating within the team. It could be respectful, honest, and straightforward. It could be presenting and pursuing permanent solutions as opposed to dwelling on problems.

I like going to behaviors instead of values because it’s less subjective when you get over there but how are we driving this culture? Compensation is a piece that’s missed by most organizations. They all have a plan once you get middle market and above but most aren’t sitting back looking at their practices around compensation or anything else saying, “How can we design this to create the most value for the organization?”

When everybody earns money, how is it incentivizing every team member to help any of the team members appropriately at the right time, create more value for the company, earn another dollar, improve emotional energy, team member connectedness, and all of that in there? Yes, it has to be part of the planning process.

Think about this. This is a machine designed to create value. What are the major components of this thing to make it happen? We have to be aligned, make good decisions and have a strong culture of accountability. Our leaders need to drive this productive energy out there where everybody’s acting like the CEO of their role. It’s fun to be there.

I think about my aerospace business. When I sold it, we had a little over 500 employees and there were about 60-some-odd leaders. In all the years I had that, I’ve never had a leader quit on their own. I had to ask a few to leave. What does that say? One did leave but he told me when I hired him, when he got this particular job, he was looking in the FAA and that he was going to leave. He eventually got called for that and he left. I was super thrilled for him.

That says something about culture and how you go after it. This isn’t like everybody goes hit a number that the senior leadership team proclaims, “Go hit the number.” How do you back into it? This is the world where you’re at. The way I thought about it in this aerospace company is it’s pretty easy to figure out what the addressable market is. I can spot every aircraft or platform on the helicopter or fix a wing that we had products and services for. How many cycles or hours are they flying? What’s the required maintenance when it comes off?

I can see the addressable market because we played in the aftermarket, not so much on the new manufacturing side. How do we think about scouring up the right balance of profitable sales for us? How do we get leads? Where does it go? Traditional marketing would say, “Look at all this activity. We go to trade shows. We’ve got all these cards we collected. Look at all the visits to the website.” I couldn’t care less about that. What I care about are qualified leads that convert into profitable sales and all sales aren’t created equal as we both know.

One of the things early on in the aerospace company was I had marketing telling me all these things that are going to generate this additional activity. They wanted more leads and customers. They said, “Let’s back up here. Of our top 25 customers, what percentage of the wallet share are we getting of what we can fully handle?” It was something like 21% or 22%. I said, “Let’s focus on that and see what happens.”

Our business doubled in the next two years, getting it up to 55% to 60%. When I sold around 2,000 plus customers, the top 25 to 30 probably generated 80% of our sales. Let’s be smart and apply common sense. You focus like that. We even took the total products we had. Every year, I kept reducing our number of core products. As we did that and focused more on the top accounts to get a bigger percentage of wallet share, we grew faster and more profitably. This is all stuff that you teach and you’re still good at it but I don’t think a lot of companies are applying common sense to this. It’s more about activity than results.

When you’re speaking, I’m smiling from the inside out because it is what I preach on a regular basis. What I heard is you define the ultimate definition of strategy and strategic objectives. You’re applying the creation of value as that strategy in the front end of all of this and all these strategic objectives, i. e. what do we want to achieve through that strategy? It’s being infused through the organization. Everything is going to feel and act as if it’s one unit moving along in the direction when this is done correctly.

I can only remember a handful of companies that were doing this on that level but they were so amazing. People love to work there. There wasn’t the customer and employee churn. With all of these things, these numbers stayed super high. Sometimes when people know these things, they go, “How does that affect my business?”

It costs you a heck of a lot more to go get a new client than it does to sell to the existing client over and over again because they love to be there. Plus, you blocked out your competitors because they don’t even have that differentiation. Everybody talks about how they differentiate. Lee, you have the ultimate definition of differentiation going on through this process. I’m so grateful that you’ve been bringing this forth.

To touch on that a little bit more, when I think about culture, I talk to a lot of frustrated CEOs saying, “The culture doesn’t feel right. People aren’t getting the results they want. The company has been stuck for a number of years.” I’m like, “Wait a minute. Why are you blaming them for your lack of doing your job and setting an effective strategy that they can execute?” As CEOs, we can’t get frustrated that the results aren’t happening. That means we didn’t do something right around the strategy, culture, and everything that goes into it.

One thing that I’m learning over and over again is my client base changes at any point in time. My team works with a lot of other companies but I’m working with 18 to 26 companies at a time, ranging from startups to north of $60 billion market caps. Without exception, all the way through, usually, there are only 3 or 4 things that create 80% or more of the value for the entire organization. Yet, when I look at their strategy docs, I’ll look at these PowerPoints and there could be over 100 strategic initiatives. I’m like, “You’ve hired me to help you with this. Give me all your stuff.”

I look at it. I put the strategic initiatives that they have down into two categories. One is a true strategic initiative, which is doing something different enough to get a step change in results over what we did in the past. The other category is, “Please, do your job.” Usually, when there are 100 or more, I’ll find 15 to 20 max true strategic initiatives, and all the rest of them are, “Please, do your job.” Part of your job should be evergreen continuous improvement in developing people. The different enough stuff is over there. They take off in too many different directions.

I talked to a gentleman on a call based in the Middle East. He hasn’t even come close to optimizing the business there and yet has planted flags all over the planet that aren’t going anywhere. Everything’s going down. What I would encourage readers to do is identify the 2, 3, or 4 things that create 80% plus the value for the organization and then ask the question objectively, “On a scale from 1 to 10, how well are we doing those things today?”

CEO Sales Strategies | Lee Benson | Value Creation Process
Value Creation Process: Identify the things that create 80% plus the value for the organization and then objectively ask the question, “On a scale from one to 10, how well are we doing those things today?”

Usually, it’s not a 9 or a 10 for each one of them. Until we’re a 9 or 10 for all of them, let’s get that right before we go off and start adding new products, services, locations, and everything else. It’s amazing how 100% of the time when you focus that way, everything grows faster like sales and profits. The value of the organization increases faster, which is ultimately the goal here.

Lee, how do people get ahold of you and learn more about you and your company? You have a couple of books out there. How do people find out more about you?

If you want to learn more about what I’m doing and what Execute To Win, my company ETW, is doing, go to ETW.com. That’s my website. We’ve got a team that can help you. You’ll learn about the different things that we do. We have a CEO EXECUTE MasterMIND group. I lead them. I’ve got certified chairs that are leading them. We follow this MIND Methodology in these meetings. It is so much more powerful for organizations that want to accelerate the value of their organizations than traditional CEO masterminds that are out there.

We also work directly with clients to help them implement the MIND Methodology. What works best is for everybody who reads the book, Your Most Important Number, to commit to being very intentional about increasing the value of your organization. We come in for what we call a quick start and say, “We’re going to help you get started over 6 to 8 weeks. Follow up quarterly. You’ve got this. You run with it.” If the leadership team won’t own it because they have to do the work, it almost never will work no matter what you do in there.

You can find a couple of my books on there. I’m also launching a podcast called Show Your Value: The Art of Value Creation. It’s been a real joy reading all the books and prep and interviewing some amazing people who have created incredible value in this world. I’m looking forward to keeping that going. Go to ETW.com and you can learn about what we’re doing.

Lee, thanks so much for being here on the show. I always ask this question and I didn’t get a chance to ask it earlier. People always want to know this. You have been the CEO of multiple companies. How does the CEO prefer to buy? When they’re being prospected or somebody’s coming in, and take yourself, how do you want somebody to approach you as a CEO? In other words, if they want to sell something to you, what are a couple of characteristics around what you would like to see, feel, or hear?

Ninety-five percent of people who approach me are using tactics and techniques trying to figure out how to get a sale. I turn them off like, “Get out of here. I’m not interested in that.” They’re interested in the dollar. They’re not interested in creating real value in the world. The 5% want to understand what’s going on so they can help me increase the value we’re creating as an organization and in turn, make it a win for them. That’s it. It’s that simple.

I think about the term virtue. When you practice real virtue in the world, you are intentionally leaning in to create measurable value in 1 or all 3 of those buckets that I described. At the same time, you’re pushing back on things that are taking value out of the world. Unfortunately, it seems like 90% of the world likes to practice virtue signaling to say how good they are so you’ll do business with them and they can get something.

It’s almost like weaponizing false morality. If you want to sell to a CEO and be effective, there has to be a win-win value creation motive and solve that problem. That’s what it’s all about. If I can’t do that, I’m not even going to take your money. That’s what we need to feel in our bones if we want to practice real virtue when it comes to creating value in the world.

If you want to sell to a CEO and be effective, there has to be a win-win value creation motive. Share on X

You did a little plug on me. I wrote a little book called Win-Win Selling: Unlocking Your Power for Profitability by Resolving Objections. I wrote specifically on objections but it’s that whole concept of win-win and wholeheartedly disengaging if it’s not the right play for the CEO or business owner. Thank you for reaffirming that as well throughout this process and answering that question. Take it to heart because that’s exactly what was so eloquently put right to the core. Thank you so much, Lee. Thanks for being here. I appreciate it. Thanks for bringing your A-game.

You got it. I enjoyed the discussion. I hope we can have a number of additional discussions around this topic. This is so great.

I’d be more than happy to have you back here. Thanks again.

Doug, thank you.


What did you learn here? Take whatever you’ve learned and write it down. As Lee said, the planning part is equally as important as the execution. Write down whatever your thoughts are and capture that. What can you do immediately at this moment to start moving the momentum in that direction? That’s the key to this whole process. Write down the things that you can create that are valuable in your organization. What is the value creation that you can create?

It’s the values of the organization, how you’re going to run the company, how you want your employees to interact with your clients, and the value that you bring to the client. Make a list. Put them on down there. Take some actionable steps. We all know that a decision isn’t a decision until it’s implemented. Other than that, it’s just a thought. If we’re making a decision, we’re moving it forward. Please, do so.

If you are the CEO of your company, a business owner, or running your business, even in sales, and you’re stepping back and this episode is making you think, what I would ask you to do is take a step back. Schedule out a good 30 minutes of uninterrupted time. Go through that value-creation process. It will help you realign where you’re going. If you feel a little lost in your business as you go along, do the same thing. Step back and say, “What do I want to create going forward?”

If we look at it from a value-based thing, it’s almost like designing our life first and then designing the business around life. In this case, what we’re doing is designing our business life first with that value creation. We’re creating strategy and strategic objectives, which are going to support what we’re looking to do on the value creation side.

If you found this episode something that you value, then please do us a favor. Go up and review it. It takes a moment or so but I’d be forever grateful if you could do so. If you or someone you know can bring value to the audience, reach out to us. If you’d like to be part of the 1% Academy, which is where we’re training people on how to significantly increase their sales using the 1% strategies, we teach companies and people how to do that, let us know.

If you’re looking to create and understand more about product market fit and things of that nature, let us know. We’ll be happy to help you in that regard. Reach out to us at YouMatter@CEOSalesStrategies.com. If you’d like a copy of the latest eBook, The Nonstop 1% Earner, please reach out at www.CEOSalesStrategies.com/1PE.

Please reach out to Lee’s website and pick up his book. It’s an excellent book. Make it a read. Put value creation in your life and put it first. Until next time. Go out and sell something. Play win-win-win, where other people win as well as the two of you. You win by getting the sale and the client. They win by you helping them either with a problem or creating a better future opportunity for them. That’s the greatest sale in the world. Watch your discounting because when you discount down, you’ve got to sell multiple things to break even. If you run the numbers, that is the case.

One last thought I like to leave you with. If you got 1% better each and every day, and I learned this from a man named Mr. Allen Weiss, he would say, “In 70 days, you’d be twice as good.” I ran the numbers out on a year. If you got 1% better at something every single day, at the end of a year, you’d be 37 times better than you were when you started 1 year prior. Until next time. To your success.

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