In this episode, Doug C. Brown and sales performance consultant and author, Karl Becker, discuss how the Top 1% of Earners think, and how they use it to scale to incredible heights. They also discuss the value of modeling the 1% Earner mindset to achieve your goals, building lifetime value, and much more.
Karl Becker is a speaker and consultant who connects with people in a down-to-earth way and provides them with actionable value. Using his thirty years of experience as a salesperson, consultant, and coach, he inspires salespeople and shows them how to use their strengths to connect with their customers and achieve amazing sales results. Over the last 30 years, Karl has founded and run numerous companies, worked with hundreds of leadership teams, participated in company transformations, raised angel funding, received a U.S. Patent, and been a 40 Under 40 Award Winner.
Visit his website: www.improvingsalesperformance.com
Karl is giving away a sneak peek at the Introduction Chapter of his book, Iceberg Selling. Learn more and get your copy here: https://www.icebergselling.com/introduction.html
I have Mr. Karl Becker coming on to this show. Karl and I are going to talk about the mind and the mindset of the 1%. Get out a pen and a paper here because I believe this episode could shift your life, not only for your business but also for your interpersonal relationships and everything. Let’s go talk to Karl and you will see what I mean.
Karl, welcome. Thanks so much for being here.
I appreciate it. I’m excited to talk about sales and best practices that all of us can pick up and take forward with us.
Why don’t you tell people what you do? Let’s set the frame for this episode.
Thank you for asking. I am somebody who has been an entrepreneur and a creator all my life. That means I love ideas. If you love ideas and you have to get your ideas out there, you’re a salesperson. I’ve been a salesperson ever since I was a little kid. I run a company called Improving Sales Performance. I have three books. When I come in, I’ll do keynotes and workshops.
My team also runs peer groups for salespeople but more or less, we come in and help build high-performing and happy sales organizations and sales teams. The thing that fills me up the most is helping people change and find that power or strength that they have within and bring it forward both in a team and an individual environment. I’m into sales.
I love happy sales teams because that’s not always the case. You’ve been selling since you were a little boy or kid. What age did it start? Do you remember?
I was that little kid. You have a neighbor who walks up all the time and you’re like, “Mr. Jones, how is it going?” I loved human connection. I’m also somebody who always loved ideas. That comes from how I learn. I learn by doing. I found out as an adult that I’m dyslexic. When I was a kid, I had to learn by doing, seeing, hearing, and experiencing. I’ve always been an individual who wants connection and wants to learn about others. The first real-time I can think of selling is when I was probably in fourth or fifth grade.
My sister was a little Girl Scout. She’s younger than I am. She needed to sell all these Girl Scout cookies. I was like, “You don’t have to sell Girl Scout cookies. They sell themselves. Let’s go.” We spent the next two days going around the neighborhood as far as we could walk as little kids. I would sell Girl Scout cookies and we sold so much that she won a scholarship to camp. The first time I felt like I was selling was with the Girl Scouts. I was not in the Girl Scouts.
From there, I had a lawn mowing business. It was the same thing. My friends wanted to work at a retailer or a restaurant. I was like, “I want to bet on myself. I want the freedom of being able to mow lawns whenever I want.” Sales was the thing that enabled me to do it. I’m one of those lifelong people that I’m going to talk to you. We’re going to talk and connect. It’s going to be fun.
There’s so much to unpack here. Firstly, I want to know about selling cookies with your sister for the Girl Scouts. Did you ever meet some other Girl Scouts and get 1 date or 2 through this whole process?
They were probably a little too young at the time but maybe I put those deposits in early. As I became older and so did my sister, it probably paid off.
That’s funny. Remember, folks, to play the long game.
That’s one of the mindsets we will talk about.
There’s so much gold there. We’re going to talk about what the mind and the mindset do for a 1% earner. I do want to bring one thing up though. You said something so critical that I find among 1% earners. You love human connection and to learn about others. I frankly don’t think you can even exist in sales in the long run if you don’t have those two traits. The more curiosity around that, I find the highest performers. Those are two main drivers for them. It’s something that is either acquired or natural but it’s always consistent.
I’m older. I hang around with some old guys and gals. They still have that. They’re in their 60s, 70s, and 80s and still selling but they love it because they get to connect with human beings and learn something new. Most of them have told me, and I say the same thing, “I usually learn more from prospective buyers or clients than they learn from me.” I help them get there. Do you find that as a consistent trait too? You’ve worked with lots of people and companies.
I build relationships. If I were your sales manager and you came in, we were talking about some of the best leads you have or people you haven’t closed yet. I said, “Tell me about their world.” If you can be like, “They went to Europe. Their kids do this. Their company is going through all this change,” then you’re seeking to understand. Without disclosing too much, that’s why I wrote Iceberg Selling.
It was this whole idea that only 10% above the surface is what most of us see. If we can look for the 90% below, get curious, get present, and discover that, we’re better salespeople. To me, salespeople are solution people. I can solve your problems if I see more of the iceberg. I’ve got a gazillion stories of the top 1%. They can answer that question. I get their world. I can tell you all about them because they invest the time, they’re curious, and they want that connection. That’s the driver. Sales for them is about solving and connecting, not a transaction.
I love the fact that you shamelessly plugged your book too. That was awesome. Audiences know that I don’t usually promote push books. Another characteristic of top performers is that they will shamelessly promote. They will do it though in a way that is classy, which you did. I wanted to point that out. To your point about interest in people, the first question you asked me was, “Did you see the Northern Lights?” For those of you who are wondering what that’s all about, I went for six weeks to Europe. Part of the trip was in Norway. Karl and I were talking. I always wanted to see the lights.
Think about the connection that Karl created with me initially even before we got into this interview. It’s that human connection and learning about others. We talked a little bit about the lights. You can connect on any level. This is getting into the mindset a little more. I find that people who are not top 1%-ers are more focused on a business return on investment versus a personal return on investment or both together. Could you speak to that a little bit?
To the mindset or that focus?
The mindset and focus would be great.
First, I’ll tell you a quick story because it will frame up what I’m going to say. I was running a working session with a sales team. There was a seasoned salesperson. She was one of the partners of the firm and a younger salesperson. The roleplay exercise was, “You’re going to a conference in Las Vegas of our industry, the people we sell to. You can talk to anyone. Who would you talk to? What would you say?”
Intentionally, I had the younger salesperson go first. He goes, “I would be in the coffee line. There would be a CPA in front of me. I would see on their shirt the name of their CPA. I would say, ‘Do you do this professional service?’ ‘We outsource.’ ‘We’re good at that.'” He went into features and benefits and how much we could help. Nothing that he said was wrong. It was all accurate.
I asked the senior partner about the trade show in Las Vegas. She goes, “I would be in a plane. The person sitting next to me would be a senior partner at a CPA firm. I would notice that on their briefcase. I would say, ‘Are you going to the show in Las Vegas?’ They would say yes and I would say, ‘Why?’ I would spend the rest of the airline trip learning about them. When we landed, it made sense to work together. I would give them our card.”
There’s some framing in that because one of the mindsets I believe in most is long-term value or lifetime value. I’m not after the win. I’m after all the wins. Sometimes when we’re in that short-term focus, we jeopardize the longer-term relationship with discounting or too aggressive tactics like, “It’s the end of the month. We’re going to wheel and deal.” All of a sudden, value is eroded instead of pausing and being like, “This might close this month. This might close next but when we close it, this is going to be a huge customer for us.” That’s one of the mindsets I like to talk about.
We’re going to get into all four of those. Since you shamelessly plugged your book, I’m going to do it anyway. It’s being released on October 31st, 2023. You can get it on ImprovingSalesPerformance.com and then IcebergSelling.com.
Thank you for that.
You got the ball rolling. Let’s talk about the long-term. I love the fact that when people are saying, “I can do you better at the end of the month,” my response to them is, “You don’t have enough leads.”
You want to sell with conviction. Fill up your funnel, your queue, or whatever you call it. Get out, get talking, and make sure that you are not short of opportunities.
That goes back to the lifetime value. If we think we’re going to have clients, wouldn’t it be nice to have 200 clients that you never needed to go out and above and beyond that? If you want to, don’t stall your prospecting but the reality is if you had 200 repeat buyers over and over again, you would probably exceed quota on that.
Let alone the referrals. When somebody moves to another company, people follow people sometimes because they are solid to them. You have a relationship. You create value. I do think that the lifetime value concept is lifetime value, not only the value you’re going to get but the value you’re going to give them over time. That’s why sometimes I try to move people from, “What do we need to do to close it?” There might be a conversation there but let’s take a step back. What are we doing to create value? How can this be one of our best relationships? How can we make this something where it’s always mutual going forward?
I worked with Chet Holmes for seven years. Chet wrote a book called The Ultimate Sales Machine. He used to do this thing called the Buying Pyramid. He’s like, “Three percent of buyers are ready to buy now. We break it down into 7% and 30-30-30,” but the reality is how do you get the bottom third or the bottom two-thirds to start to move up toward the top or the bottom 90% that aren’t even in there thinking about being ready to buy? That’s what I’m hearing you say. If you have a lifetime value mindset and we’re going to have longevity, you can do this for a long period.
I’m not that smart but I’ve had clients for over twenty years that repeatedly buy over and over from me. I’m sure you have friends. You could pick up the phone and call them even if they’re just clients, “I got a problem. Can I have a discussion?” It’s nice when they come to town. They go, “I’m coming to town. Why don’t we go out to dinner?” It’s one of those things. I don’t think enough people get the value of the lifetime value process that you’re talking about. They give up too soon because people are like, “They’re rejecting them.” I’m going to ask you. Why do you think people give up too soon?
The second mindset I like to talk about is being of service. When I’ve coached in the past, I would say, “Be of service.” Sometimes people get what I’m saying and some people don’t. I’ll give you an example of a don’t. I was working with a company where their recruiters and the business development person would reach out to companies that might need some technical recruiting support to augment their staff. I would say, “Are you being of service?” They would be like, “I call them all the time. Are you ready to go? If you are, I’m there for you.” That’s not being of service. You’re bugging them.
Being of service is changing your mindset, “What else can I do to help this person in their day-to-day?” We started the call with, “How do you get someone’s world?” For example, I’ve got a lot of live event clients or people that produce events. It’s going to be this long-term being of service. He was stressing about this meeting planner he met. They hit it off. This could be a partnership but he’s stressing about this RFP. He sent it. He’s being ghosted and getting all bent around the axle.
I was like, “Relax. Do you want the long-term value? How could you be a service?” He’s sat there, frozen. I was like, “Could you bring this meeting planner to another event? Could you send this meeting planner photos of other events you’ve been to? Could you send this meeting planner pictures of venues you’ve been to in other states or other countries? What else could you do that starts to fill her inbox of valuable things? That’s being of service. What can you do above and beyond?”
It doesn’t always have to be related to what they buy or do. Here’s another micro story. I’m working with a team and this director of marketing was a young guy. It’s going well but I can tell he needs more knowledge. He’s thirsty for more knowledge. I was there to build the sales organization but I’m interacting with marketing. I was like, “Would you like to go to a workshop? One of my friends is putting on this marketing workshop all around digital marketing best practices.”
He’s like, “That would be amazing.” I didn’t need to offer that. I called my friend and said, “Can you get me a free seat?” My friend is excited because he gets to meet someone new and this young marketing director is getting knowledge because I knew it would help him. Being of service is if we can change our mindset to be like, “If I got their world, what else could I do?” All of a sudden, you have a lot of reasons to call someone and reach out, which isn’t like, “Are you ready to buy?”
Being of service ties back into the lifetime value thing. What is the perception of service? It’s a perceived value to the actual person who’s thinking about what service means to them.
That’s a great way to frame it.
I had a client who had children. I know from being a parent that finding the right time for fireworks can be a challenging time. Do you know that they publish this stuff on the internet? I had a client. We’re still friends. I pulled up the fireworks in her area and sent her an email saying, “I don’t know if you’re taking the kids to the fireworks or not and if you’re into that or not but I found the fireworks in your local area. Here are the dates and times.” I sent that email. You might have thought I increased their business profitability by 30%. It was a huge personal ROI for her. I got more business out of it.
I want to beat the drum a little more here because I don’t think people get what you’re talking about to the level of how it can bring business in when you do this long-term. I had another story. I have a friend client that I hadn’t had for 2 or 3 years. We didn’t do business together. I was going to be out in their area. I called them and said, “I’m going to be in your area in California, which is a long flight for me. I would love to take you out for coffee, dinner, or something like that. I haven’t seen you. I like you, guys.”
We get together for lunch. Lo and behold, they start talking about something in their business. I said, “You should build an independent agent program in your company.” They said, “Tell us about it.” I said, “This is it.” They said, “How do you do it?” I said, “Here’s how you do it. I’ll see you later. Have a good day. It was wonderful.” I had to drive up to San Francisco. I got a call the next day, “Do you remember I was going to lunch? You said this thing about the agent program. Can we hire you to help us?”
It was never my intent to get that job. That job paid me almost $200,000. This was years prior. I would send emails, “How are you doing?” I want to drive the point home. The lifetime value mindset is number one. The being of service mindset is number two. They tie in together. I would make a great argument on this saying that if you’re not going to play the long-term in sales, you’re screwed because you constantly will be working harder without leverage. What do you think?
You’re going to be on that hamster wheel all the time. In one of the companies I started, I was pretty sure I had something. I had a business friend. We had talked for years. We would invite each other to events but we would do things like you’re talking about, not only professionally but outside of that. We were in each other’s orbits. I called him up and said, “I don’t want to sell to you. This is not why I’m calling you. I need you to know that. I have this new idea for a new business. I respect your opinion. Could I come in and share it?” I come in and share it. It was the same thing.
He was like, “Can you come in here tomorrow and do this?” I started to laugh, “That’s not why I’m here.” He’s like, “I don’t care. We had an amazing experience. You started to understand my problems and we processed them in real time. Your new business is going to be as close to what I need but if you modify it a little bit, let’s go.” I needed one of the first customers for this new business and we were there. Part of being of service and building long-term value is also being able to be honest and authentic with people.
When you told your story, you honestly or authentically wanted to connect with them. You didn’t have some ulterior motive of how you’re going to manipulate this for yourself. You even bought them dinner. That’s who you are. The top 1% is like that. They’re always of service. They’re always thinking about other people. Intrinsically, that equals long-term value because they don’t ever plan to turn that relationship off. That’s not in their playbook.
To your point, I got a call. They sold their business and they’re starting a new business. They called me and said, “I’m thinking of doing this. What do you think?” I said, “Don’t do this now. I would research first.” They were like, “Thanks for everything. Do you want me to send you a check?” I’m like, “No.” To your point, you don’t have to be pushy or sleazy in selling to be successful. You just have to connect with people and have a genuine interest in what they’re doing. There has to be some business interest there that has to be exchanged.
I did want to bring one thing up because of lifetime values and being of service. I’m sure people are thinking, “How do I do this,” where their brains are going a little bit more. I want to demonstrate this because we had our first conversation. I thought you were an awesome guy and everything but too many people don’t take notes about people. When you asked me about the Northern Lights, I didn’t have a chance to repeat it because we were getting into this but I wrote down a note, “Karl lives in Colorado. He has a wife who lives in Sweden and a son. He and his son went to the Arctic in search of polar bears.” Is all that accurate?
It’s all true. That’s how we connected on the Northern Lights. I was like, “My wife was in Sweden this last summer doing research.” You were like, “I’m in Norway.” My world geography got a lot better when my wife traveled, to be honest. We’re finding commonality in very initial conversations. I get curious and you get curious because naturally, we want to learn about each other.
That is brilliant and that is how you be of service. It’s not this big complex thing. You just have to be genuine and connect. We have to take notes. You wrote it down. You wouldn’t have remembered the Northern Lights. It’s one of those things. This is why I try to teach people this over and over. It drives me crazy because they don’t do it. We’re going to this meeting. I’ll watch the meeting and write down fifteen notes. They will come out and they have nothing. I’m like, “What are you going to connect on? How are you going to be of service?” What’s mindset number three?
Mindset number three is an ownership mindset. Have an ownership mindset. I want to tell all the salespeople, CEOs, and owners this. Every owner in the world wants every employee, especially the sales team, to have this ownership mindset. It’s a no-excuse mindset. “I will be responsible for my success. If you pass me the ball, I will protect it and own it. It is up to me to make it happen. I’m not going to wait for the sales manager to say, ‘You should call them.’ You gave it to me. I’m on it. I own it. This is my precious baby. I’m going to do everything I can do to make this baby grow.” The ownership mindset to me is super powerful. It’s almost like being your leader, “I am responsible for my success. Nothing is going to stand in my way.” Once you have that click in your mind, your whole world changes.
Those of you who are employed and are thinking, “I don’t make enough. I need to make more money,” if you have an ownership mindset, you can make more money unless your compensation plan is locked.
If it is, the ownership mindset would be like, “I want to change this comp plan. Here’s what I’m bringing. I’m bringing you a solution. I’m going to own my success.”
Remember, you folks who are employed are expensive to a company. How do I know? I have a bunch of them. Normally as employees, people don’t think about all the benefits that come along with the company, all of the support, or all of the things that the company is paying for and having a team of people that they can work with. I want to get your feedback because I always tell salespeople to run their P&L or Profit and Loss statement.
In other words, you have to reinvest in yourself. That’s what owners do. We have to look at the numbers. Money out and money in equals something. If we do that, I find that it helps build that ownership mindset because they’re no longer going, “My company is only giving me $25 a month for a cell phone plan and my cell phone plan is $35 a month.” If you were on your own, you would have it all.
If you took 10% of the energy of a victim, “Why would they pay me enough,” and put it toward an ownership mindset like, “Where am I going to find an extra $500 a month? What do I do to pay for the difference in my cell phone and take my kids and my wife out to dinner? How can I do that,” that’s what we’re talking about. You step up for yourself. Here’s the cool thing if you’re aligned with your company’s core values and role’s responsibilities, which hopefully you will. That’s table stakes but I realize sometimes it’s not.
Assuming you’re aligned, you win. The more the company wins, the more you’re going to win. Take care of the company and they will take care of you. Take care of yourself. You will take care of the company. Around all this, you’re going to be taking care of that customer. Ultimately, it’s about creating value for them. Empower yourself. Get in a mindset of, “I can empower myself.” You can almost change the ownership mindset into the empowering myself mindset, “I’m going to empower myself every single day.”
I have found by empowering ourselves every single day that we get compounding interest. If we get 1% better a day, in 70 days, we’re twice as good statistically.
It is a magnitude play. It changes your life and the lives of the people around you. One of the things I always ask salespeople is, “What are you playing for?” It might be freedom, independence, putting your kid through college, helping your parents, or whatever it is. If you want to achieve whatever you’re playing for, this is probably the number one lever.
When you start to empower yourself and get in the mindset that you can do this and create your reality even within the confines of whatever your job is, you have the power to at least go to your teammate and be like, “I could do a better job if.” A lot of times our teammates, managers, and owners don’t know what else they could do to empower us or make us more successful. It’s up to us to advocate for ourselves.
That goes back to that ownership mindset you’re talking about. To people who are selling on any level, if you want something personally, let’s say you want to go on a trip. You take your family on a trip. You want to go to Sweden or Norway, see the Northern Lights, and search for polar bears in the Arctic as you have done, Karl. Make it a goal and then ask yourself, “What do I have to sell to get this above and beyond what I already sell?” Keep asking that one question, “What do I have to do today? What do I have to do tomorrow? What do I have to do the next day to get that trip above and beyond?”
What I have found is that activates the growth mindset. You play the game. It’s all a game, “How do I increase my income by 10% a year to 20% a year?” Our brains are thinking differently. If your brain comes back and goes, “It’s never going to happen,” ask a better question like, “I get what you’re saying, Mr. Brain or Ms. Brain but if you were me, how would you tell me to get it if you knew you could get it?”
Play the game. Come up with the answers. Ask team members and other people because we all need help at that time. That goes back to the ownership mindset. You and I as business owners talk to the business owners all the time, “This is happening. This blew up. What do I do about it?” They give you good information.
What you’re talking about bleeds into the fourth one, which is the drivership mindset. It’s similar to ownership. Ownership is a state of mind. “How am I going to empower myself? How am I going to take responsibility? How am I going to live a life of no excuses and self-accountability?” Drivership is like, “Let’s get into action. Do I want to be the driver of my car? I get to determine where I go, how fast I go, when I take turns, or the passenger who may be at best gets to change the radio. I don’t want to be the passenger in anything that has to do with what I want out of my life.”
That driver mindset even applies to customers if you know a customer needs this solution and you have the solution. This applies to the recruiting world. “I found this perfect candidate to fill this job you need.” It’s 5:00. Why aren’t you still going to call your client and be like, “I’m so excited that I can help you?” A driver does that. A passenger says, “It’s 5:00. I’ll follow up with them tomorrow.” It’s back to being of service and creating value. That is not the best way to be of service to your client. The best way of service is to take that drivership mindset, tell them how you can help them, and make it happen.
If you don’t do what Karl is telling you, people like Karl, myself, or others who are in that 1% mindset are going to call on them today anyways. When you call tomorrow, they’re going to say, “I bought in yesterday.” I’m not saying people have to live in fear but give a little bit more in that driver’s mindset. For the love of whatever deity you look up to, do not get in a vehicle that has a driverless car.
If you let somebody drive you and there’s not even a person to talk to, you’re going on the ride to wherever they’re going to take you. I’m saying that out of personal experience because, on this last trip over in Europe, we had to get on one of those people mover type of things in the airport. That thing took corners at 45 miles an hour and people were getting pinned across the wall but as we were coming into the actual airport terminal, it wasn’t slowing down.
It slowed down in the last 30 feet or 10 meters. The point is would you rather be the driver at that point or would you rather have somebody else driving? It’s that drivership mindset that you’re talking about. I’m going to recap these to make sure I got them right. 1.) Lifetime value. We always look at the mindset of lifetime value. 2.) Being of service and service is what it means to them. 3.) Ownership mindset. Be your owner. Take your destiny. 4.) Drivership.
Get in the driver’s seat.
That means you can push the pedal down, turn the car wheel, back it up, do whatever, pull it over to the beach, and enjoy the smell of the sea air. You get to choose that but you must be proactive and put things into action. That’s what I got out of that.
The little thing I’ll tell you at the end is I have not yet met a CEO, owner, president, sales leader, or whoever who isn’t like, “That’s what I want my sales team to do.” If you’re a salesperson going, “I’m not sure I’m supposed to do that,” take the ownership mindset, take the driver mindset, get into conversations, and get at least some clarification.
Get that empowerment that you’ve probably already been given and maybe you just don’t know it. Find it so that you can own it and take it forward. If you’re a manager and you’re going, “My team doesn’t seem to have this,” then this is the topic of your next sales meeting. Make sure they walk out of there knowing what they’re empowered to do and then support them to do it.
I’ve done this without clarification. If you have a great idea, run it up the chain, let somebody know, and get some feedback. I once created a product set that we didn’t own in the company. I went out and sold six people on that. It went all the way up to the CEO. I had sales engineers yelling at me but it was well worth it. They made tens of millions of dollars down the line from that product set. The point is I would recommend what Karl is saying. Ask.
There’s the ask-for-forgiveness mindset too. There are probably some places where you’ve been empowered to do it but if it’s something big like that, make it a team. Unlock the power of your team and the people whose job is to support you. Get in a conversation. That’s the asterisk.
Unlock the power of your team and the people that support you.
If anybody wants to know more about you personally or more about the business that you do, how would they get ahold of you?
The simplest is to go to my company website, ImprovingSalesPerformance.com, fill out the form, and reach out. You can find me on LinkedIn. There are links on that site too for Karl Becker and Improving Sales Performance. I’m out of Denver. I respond to everybody. If you have a question, reach out. It doesn’t need to be a sales call. I’m back to being of service. I love helping people and sharing ideas. I invite you to reach out if I can help you in any way.
The book is coming out on October 31st, 2023.
Is that Halloween?
It is Halloween. I’m going to dress up as a polar bear.
You’re carrying a bunch of books. That’s awesome.
I’m going to pass out books to every kid that comes to the door.
It’s much better than candy for them. Thanks for being here on the show. I’m very grateful you brought your A-game. Folks, go out and get the books. Karl is a great guy. He brought a lot of great insights to this and I know people are raising their eyebrows. I appreciate that, Karl.
Likewise. I love the conversation and everything. Thank you very much for letting me be on your show.
Number one is mindset. What is it? Do you remember? Lifetime value. Think about the lifetime value of the client. Keep the client for life. Build lifetime relationships. Always Be Building Relationships or ABBR. You can always make a sale but you want to make a repeat sale that creates leverage. You want to get referrals that create leverage. You build that out by being in the mindset of lifetime value. Being of service is mindset number two. Services are the perception of their belief.
Remember that because you want to give them what they’re looking for, as long as you’re not losing and they win. As long as you play a win-win, you give them the service that they’re looking for. It builds relationships for that lifetime value. The ownership mindset is extremely important. If you think like an owner, you will act like an owner. An owner takes responsibility for everything, puts things into action, and stays consistent. That ownership mindset without the driving mindset makes you a practitioner, not an entrepreneur. You have to take action on a consistent basis.
Those four mindsets are extremely valuable for you in your travels to becoming or continuing to be a 1% earner. You can do this on a consistent basis. Quite frankly, guys and gals, it only takes five minutes a day as long as you’re conditioning your mind. It’s like brushing your teeth. You don’t even think about it. When was the last time you brushed your mind over and over again? You want to continue that process.
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Go on and sell something today and tomorrow. Be consistent. Play win-win. Win-win-win is the best with three people. Win if possible. Don’t discount whenever possible. You’re going to have to make up sales and it’s not just one-for-one. You discount down. You might have to sell six items to break even on that actual discount. Play win-win. Make sure it’s profitable for you and them. Build lifetime value and relationships as Karl said. Until next time, to your success.
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