CREATING AN ENGAGING
BROCHURE SHARON BEHIND THE SCENES
Traffic & Conversion
S MALL B USINESS A CADEMY
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Welcome! Heading into our last ever Five Day Closed Door Event! Really looking forward to it, and I know Clare and Owen are too. The questionnaires we're receiving are interesting, and tell me two things:
(1) our members are VERY determined, and
• FEBRUARY 4TH 2013
(2) not many people know what they need to know when it comes to relationship based marketing.
• FEBRUARY 7TH 2013 • FEBRUARY 8TH 2013
All good, that's what we're here for! My husband and I have a theme for each year. I have a theme for this month, and it's called 'Be Fiercely Uncompromising'.
MASTERMIND MASTER CLASS
Every time I drop my standards, my results drop.
• FEBRUARY 5TH-6TH 2013
So, if I want to improve my results, it follows I must raise my standards. Not rocket science, true, but how many people actually do this?
MASTERMIND 5-DAY CLOSED DOOR INTENSIVE
Sure it's easier to complain, excuse justify and get busy doing other things.
• FEBRUARY 20TH-26TH 2013
But at the end of the day, as we close our eyes on what was, we also closemour eyes on what could have been, all for the sake of raising our standards. The promise - the potential - lies & dies untapped for most. We know better, so we must do better. S.P.
MASTERMIND MONTHLY | February 2013 | 2
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MONTHLY RANT The theme for this month is 'Fiercely Uncompromising'. Not popular with the excuse-experts out there, I know! Where are YOU fiercely u n c o m p ro m i s i n g ? A n d I imagine, this is where you get results. The reason why our members get results, (and we beat any stats going on results in a MasterMind Group) is because our members come into it willing to do what it takes, not just what makes them comfortable. And if you're the 1% of people not in this category, GTFOU.
INSIDE THIS ISSUE 2
Member of the Month
Sharon at the Traffic &
Conquering Mt. Everest
Cool Bits & Bobs For You to Explore
What’s Happening on Facebook
Giulian’s 5 Principles
Conversion Summit 6
Creating an Engaging Brochure
of Leadership MASTERMIND MONTHLY | February 2013 | 3
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TRAFFIC AND CONVERSION SUMMIT
SHARON BEHIND THE SCENES THE T&C SUMMIT IN SAN FRANCISCO WAS TERRIFIC, NOT SO MUCH FOR THE CONTENT BUT FOR THE FRIENDSHIPS THAT WERE FORMED, AND IN SOME CASES, DEEPENED.
Lowlights of the Summit:
In between MANY conversations, the speakers managed to get a word in here and there, interrupt us, but there you go!
2. Speakers sharing ‘black hat tactics’ to get around Google. Yup, on stage.
The highlight of the whole thing was meeting so many people so passionate about what they do. I met and got to hang out with many of the famous names from internet marketing: James Dyson, creator of Optimize Press, is a lovely young man :) John Assaraf, contributor to “The Secret” and “The Answer” and famous speaker is terrific and introduced me to dozens of people as we hung out. Brian Tracy’s team were there and I worked with their CEO on the E.S.I.P. Model, which seems to have become in demand! Aussie Kerwin Rae is the nicest person ever, as is his Marketing Coordinator, Chrystalle. John Glaso was there and Russelll Brunson, Christ Farrell, Tim Ferris, Guy Kawalski, and about 2000 people wanting to learn about I.M.
1. People publicly declaring how much we should “despise customer service”. WTF???
3. A speaker declaring “we’re all here to make a buck”. 4. People believing they will find shortcuts to success. Here’s the thing. There may be the fabled ‘shortcut’ out there. It may actually exist. But in the hands of someone not mentally ready for responsibilities of success, what is going to happen? A shortcut to getting endless leads is only valuable to the person ready and able to provide “ “ to them - which means they know their avatar, their fears, hopes, wants and needs. And there is no shortcut to knowing this. Let’s say there’s a mythological holy grail of clients. You would have to have in place the systems, processes and people to support them.
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To provide all of that, you need a winning culture, great leadership, structures,...
The more it relied on the ‘guru’ doing stuff, the more chaotic the culture, and the less the systems were in place.
And there are no shortcuts to creating that culture or becoming that leader or developing these structures.
GIVEN THAT PROVIDING VALUE IS THE KEY TO BUSINESS SUCCESS, HOW ON EARTH IS A SHORTCUT A GOOD IDEA?
Business that you would be sure were doing tens of millions in revenues are staggering along with poor value proposition, a weak mission statement, little structure and are really struggling for answers. Again, this seemed MOST prevalent where there is a ‘guru’ for the brand. There’s much more to share, and we’ll cover it at the upcoming MASTER CLASS.
THE OTHER THING I NOTICED WAS THE MOST SUCCESSFUL BUSINESS OWNERS IN THE ROOM HAD A STRONG CUSTOMER SERVICE CULTURE. It was all about the client. Incomes went up based on three things: 1. The strength of the offer 2. The type of culture 3. The structures and systems in place that are replicable, sustainable and scalable.
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See you then! S.P.
MEMBER’S QUESTION QUESTION: DOES BEING ORGANISED REALLY MAKE THAT MUCH OF A DIFFERENCE?
ANSWER: YES! FAILING TO PLAN IS PLANNING TO FAIL.
Many business owners achieve a level of success and then begin to stall out. They f a i l e d t o a n t i c i p a t e o r p re p a re f o r fundamental change and lost the previous momentum built up. In many cases the forgotten fundamental elements of these failed businesses were vital things to success. Elements like customer expectations, employee morale, regulatory requirements, competitive pressures, economic changes weren't even a second thought. Sharon Pearson’s Benchmark Model is a great tool that can be used for strategic planning for these elements. The Benchmark model provides a structured formula to attack strategic planning.
There are examples that exist for businesses that have achieved financial success without a plan. But if you’re one of those business owners, consider yourself lucky. Another danger for business owners is the lack of direction, which results in morale problems because, as far as you are c o n c e r n e d , t h e f u t u re i s u n c e r t a i n , unpredictable, and out of control. These mundane conclusions can only be seen as a threat to the business owner, which negatively impacts productivity. If the attitude that planning isn’t necessary becomes part of your company culture, it can prove deadly. To avoid these danger, use the ESIP Model, take your time around becoming clear on out come and purpose and review and improve every chance you get.
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FROM THE EXPERTS I MELISSA MCGINNESS
CREATING AN ENGAGING BROCHURE There are many ways to market your business, endless ways to target new clients or referrals. Some of which require your
WHAT IS A FEATURE? A FEATURE IS A PROMINENT ATTRIBUTE OR ASPECT OF A PRODUCT YOU PROVIDE OR SELL.
presence – like public speaking; others do the speaking for you – like your brochure.
Examples of a feature would be the names of services you provide, a description of the
And because you may not be around when someone picks it up, you need to make sure that your brochure is engaging and clearly
service, your price list, your hours of operation, the physical area you service, statistics or comparison charts, length of treatment or service. If you sell a product, the color, weight or how you ship the products
tells the story about who you serve and how you serve your target market. We began to learn techniques to interrupt and engage our avatar in the 5 day close door event with Sharon Pearson.
WHEN WAS THE LAST TIME YOU FOUND A BUSINESS BROCHURE SO INTERESTING YOU READ IT COVER TO COVER? IF YOU’RE LIKE ME, THE ANSWER PROBABLY IS “UMMM, CAN’T RECALL”. WHY IS THIS? THE REASON BEING IS THAT MANY BROCHURES ARE FEATURE-DRIVEN RATHER THAN BENEFITS-DRIVEN. AND FEATURES ALONE DO VERY LITTLE TO ENGAGE PEOPLE TO BUY YOUR SERVICES OR PRODUCTS.
would be examples of features. Features are not very exciting on their own and are not what makes a person want to buy your service or product. Yet, if you look at most business brochures, you’ll find that they are loaded with features. These brochures rarely engage you enough to read them cover to cover.
BENEFIT DRIVEN BROCHURES ON THE OTHER HAND ARE STATEMENTS A B O U T W H AT T H E C L I E N T O R CUSTOMER WILL RECEIVE OR EXPERIENCE FROM THE SERVICE OR PRODUCT YOU PROVIDE. For example: “go pain free for longer periods of time”, “have a significant increase in range of motion”, “experience a sense of well-being and confidence once you know how to dress and coordinate your
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wardrobe”, “see a significant increase in your productivity”, “achieve a full practice filled with ideal clients”. In short, benefits let a person know what’s in it for them and they are the number one element in creating a brochure that engages. Reading through benefit centric content allows the person to put themselves
OTHER ENGAGING ELEMENTS TO INCLUDE WHEN CREATING YOUR BROCHURE ARE: A DESCRIPTION OF YOUR IDEAL CLIENT/TARGET MARKET You want to be very clear about whom you
in the “after” picture – what life will look like once they use your services or products. Paint a picture and tell a story through your brochure. Remember this important marketing axiom: “Facts tell but stories
serve. So when a prospective client, after having read the brochure, will self-select (the “that’s me” phenomenon) or a referral source will think “I know exactly who could use this”.
sell”. Find out more about positioning your story and visit members.smallbusinessacademy.com.au
LEARN ABOUT HOMETOWN BOY DONE GOOD, US VS. THEM, RELUCTANT HERO, AND AUTHORITY LEADER.
What is social proof? In a nutshell, the most powerful influence over a person is other people. It is the old herd mentality but even more useful are testimonials and success stories from past satisfied clients or customers that help create the social proof you need.
CALL TO ACTION Create an effective way to grab the customers attention and entice them to go on the journey with you. Examples of a call to action are: “call for a free 15 minute consultation”, “bring this brochure with you to my salon and receive 10% off all services you receive that day”, “go to my website at www.call2action.com and receive my free gift when you sign up for my monthly newsletter”. DO NOT overlook this valuable opportunity to tell people what to do next! MASTERMIND MONTHLY | February 2013 | 8
COPY Content that is easy to read and understand is essential. Visually pleasing, relevant images in your brochure are a great way to keep prospects engaged. I also strongly recommend using headlines and bullet points – stay away from blocks of text so that the brochure is easy to read. And keep technical terms and slang words to a minimum. These brochures will be read mostly by ideal clients if done correctly and NOT by other professionals in your industry…your prospects won’t understand what these terms mean. If you do have to use a few technical terms, make sure to explain them as briefly as possible in layman's terms.
ACTION STEP FOR CREATING A BROCHURE THAT ENGAGES
THERE IS ANOTHER CERTAINTY IN LIFE YOU WILL ALWAYS SUCCEED... YOUR FOCUS DETERMINES ...AT WHAT.
Review your current business brochure, measure it against the topics listed above to see if it is an effective marketing piece as outlined in this article. If someone picked it up and read it, would they quickly understand the services and benefits you provide? Would they feel drawn to you and your services? Will they be able to selfselect and say “that’s me!” when reading your brochure? If not, time to go back to the drawing board and create a new benefitsdriven, engaging brochure.
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MEMBER OF THE MONTH
WHEN AND WHY DID YOU JOIN MASTERMIND?
I joined MasterMind in July last year after NLP Practitioner. I was studying to be a Personal Trainer and just stepping into life. I was thinking of buying into a franchise, and when I asked Sharon what she thought of the idea, her exact words to me were “F* that, do it yourself.”
WHAT WERE YOUR EXPECTATIONS? I didn’t really have any expectations when I started, just working out my why and saying yes to myself. My expectations now are just to learn and grow as much as I can both personally and in business.
WHAT ARE THE THREE KEY MESSAGES YOU BELIEVE HAVE MADE THE MOST DIFFERENCE TO YOU IN THE PAST 13 MONTHS? 1. The very first one, “F* that, do it yourself” obviously made a big difference. 2. Taking advice... taking everything on board, even if it was tough to hear. 3. And modeling excellence. That’s a big one for me. Whatever I’m learning in MasterMind and from Sharon, I’m going out and I’m doing it. The expertise that you can get from her is nothing that you can get anywhere else.
WHERE WERE YOU AT WHEN YOU STARTED OUT IN TERMS OF MINDSET? WHERE ARE YOU NOW?
WHAT DOES THE YEAR AHEAD HOLD FOR YOU THAT YOU’RE MOST EXCITED ABOUT?
I remember at the first Think Tank, Sharon
I’m not sure what the year ahead holds, I know I want to make a difference and grow my business. I’m excited to get people into
actually said to me “I do not trust you” because of the way my attitude was. I was very focused on myself and it was all about me. Sharon has “beat it out of me” as she likes to say and I’m now more focused on building trust and community. I’ve been following her advice, modeling excellence, and just taking action - doing the do.
my program and make the goals that me and Sharon have planned out in the Hot Seat. Those goals would never have seemed real to me before, not with what I was doing, but now they’re getting closer every day with every action I take.
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INSIDE SCOOP I FIONA MANGANO
CONQUERING MT. EVEREST IT’S A STAIRCASE. NO, IT’S A PYRAMID. NO, IT’S MOUNT EVEREST!
Then the moment comes and you are face to face with the other person.
NO, IT’S JUST A CONVERSATION.
And in that moment you realize it was never
All emerging leaders come to a point where they must begin taking responsibility for having critical conversations for the good of their teams and companies. Conversations about results, accountability, KPIs. At some stage every leader will also have to tell someone they’re no longer a fit for the company and have to go. For most emerging leaders, the mere thought of having critical conversations is terrifying!
as bad or as scary as you possibly could have imagined. You realize that it is not Mt Everest or even a pyramid. At worst it is a small flight of stairs – a little uncomfortable for the unpracticed, maybe even challenging. It IS always critical for the success of your team and business growth. And just like a stair case, critical conversations get easier with practice. Here are some pointers I’ve picked up along the way to help you out.
The conversation starts as a staircase in our minds – something that is challenging but critical to reach new heights. Then you’ll spend time thinking about having it and it starts to become a pyramid – complete with scary creatures and mythical trap doors destined to catch you out. Then you start planning like it’s Mt Everest – you run scenarios over in your mind. You mentally rehearse every moment. You gather supplies and your support team around you (in my case it was my CEO…)
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1. KNOW YOUR OUTCOME. AS WITH ALL GOOD SUCCESS STRATEGIES YOU NEED TO BE CLEAR ON THE IDEAL OUTCOME OF THE CONVERSATION BEFORE YOU GO INTO IT AND ALWAYS BRING THE CONVERSATION BACK TO THE OUTCOME.
Most important of all, have conversations as soon as they are relevant and necessary so that you, your team and your business can maintain focus on and momentum toward what matters most.
2. BE MAP NEUTRAL. AS ALWAYS RESPECT THAT THERE WILL BE THREE VERSIONS OF EVERY EVENT OR CIRCUMSTANCE – MY TRUTH, YOUR TRUTH AND WHAT ACTUALLY HAPPENED.
3. GIVE FACT-BASE FEEDBACK IN A BUSINESS CONVERSATION, EMOTION IS USUALLY NOT USEFUL SO BE SURE TO GIVE FEEDBACK ON THE FACTS OF WHAT HAS OR HAS NOT OCCURRED.
4. OUTLINE IMPROVEMENT STEPS USING THE FACTS OUTLINE A CLEAR STRATEGY OF NEXT STEPS FOR IMPROVEMENT OR CHANGE. 5. FOLLOW UP TRACK THE RESULTS (OR LACK OF RESULTS) THAT COME OUT OF YOUR FEEDBACK AND NEXT STEPS AND BE PREPARED TO ACKNOWLEDGE THE IMPROVEMENTS OR ESCALATE THE SITUATION AS REQUIRED.
...is our Senior Course Consultant and Team Leader. Since starting with The Coaching Institute as a student over three years ago, Fiona has participated in almost every training The Coaching Institute has to offer and runs a successful training and coaching business. Fiona has now done around 1000 hours of coaching and training with Multi National Corporate, groups, small businesses and individuals.
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COOL BITS AND BOBS
FOR YOU TO EXPLORE... HTTP://WWW.EYESONSALES.COM/ CONTENT/ARTICLE/ IS_INTEGRITY_A_SALES_STRATEGY THANKS BEN O’LOGHLIN FOR THIS INTERESTING READ.
YASMIN TAN INTRODUCED US TO HTTP:// WWW.NOBLESAMURAI.COM/ FOR FINDING A MONETISED NICHE AND OPTIMISING SUCCESS. ITS HAS A KEYWORD TOOL THAT HELPS YOU DETERMINE AMOUNT OF TRAFFIC TO IT, RELEVANCE AND COMMERCIALITY.
SAM SPRY KEPT US UPDATED ON GOOGLE ALGORITHMS: HTTP:// WWW.PROBLOGGER.NET/ ARCHIVES/2012/12/23/ URL-BE-SORRY-GOOGLECUTS-BACK-ON-TOPRANKING-EXACT-MATCHDOMAINS/
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REVIEW I CLARE COPE
GIULIANI’S 5 PRINCIPLES OF LEADERSHIP “LEADERSHIP” DESCRIBES IN COMPELLING DETAIL GIULIANI’S TIME AS MAYOR OF NEW YORK CITY. IT DESCRIBES THE PRINCIPLES OF LEADERSHIP HE USED; THE STRATEGIES HE RELIED ON TO RECLAIM NEW YORK FROM BEING A CRIME-RIDDEN ROTTEN APPLE AND REINSTATE IT AS THE BIG APPLE. HIS STRIKING DEPICTIONS OF THE PEOPLE AND ISSUES HE ENCOUNTERED IN EIGHT YEARS AS MAYOR OF AMERICA’S BIGGEST CITY ARE VALUABLE LESSONS WE CAN APPLY TO OUR OWN LIVES. BELOW ARE FIVE OF GIULIANI’S PRINCIPLES OF LEADERSHIP AS DESCRIBED BY GIULIANI HIMSELF TAKEN FROM THE BOOK “GIULIANI LEADERSHIP” BY RUDOLPH GIULIANI WITH KEN KURSON
1| PREPARE RELENTLESSLY As a prosecuting attorney, I learnt firsthand that the biggest mistake even the best lawyers made was assuming too much. Assuming that opposing counsel would raise specific issues, that clients wouldn’t say ludicrous things or behave in ridiculous ways meant leaving yourself wide open to the unexpected. Being unprepared in either law or a position of leadership is one guaranteed path to failure. Eliminating assumptions through thorough preparation was a lesson I took with me to City Hall and one that would hold me in good stead during the difficult days after September 11. I would often envision possible outcomes of scenarios and situations to help in my readiness. When asked how I was able to stay calm in the face of such a crisis, I spoke of the diligent preparation that my team and I had undertaken to rehearse responses to a wide variety of possible emergencies. By blueprinting the specific actions of every single staff member in every
MASTERMIND MONTHLY | February 2013 | 14
agency, and simulating emergencies such as airplane crashes, sarin gas attacks and other situations that
and know it would get done â€“ was indescribable. I could completely focus on other things. Despite their own shell
required tactical responses, we were as prepared as we ever could be.
shock, team members were inspired by their coworkers efforts. As the people of New York saw our immediate accomplishments, they too gained strength. Throughout the following
You must instil preparedness in others. Push those who work for you to also create a regime of preparedness. They will pass it downstream and all will be more cohesive and ready when necessary.
2| SURROUND YOURSELF WITH GREAT PEOPLE
months, my staff continually distinguished themselves. Analyse strengths and weaknesses, starting with yourself. The fundamental part of choosing great people is analysing your own strengths and weaknesses. Seek a balance between your weaknesses and the strengths of
During the hours and days that followed the tragedy of September 11, I deeply appreciated the benefits of having a reliable, capable team. The first night after the disaster we were faced with the challenge of how to get all of the equipment required for the recovery and clean up into the city. Roads were destroyed and abandoned cars were blocking access, leaving an unsure solution. Within hours, Deputy Mayor Rudy Washington had organised an entire system for getting construction equipment in and out of Ground Zero. In such a critical situation, to be able to completely hand-over control of such an important task to a team memberâ€“ MASTERMIND MONTHLY | February 2013 | 15
others. This is crucial in determining who is best equipped to help you be a great leader.
3| UNDERPROMISE AND OVERDELIVER All leaders must find a balance between results and expectations. Be as accurate as possible with projections, but it is better to err on the side of underpromising. I often used to slightly underestimate prospective re v e n u e v a l u e s . T h i s p o l i c y o f
to convince the detractors. With my solution to combat crime, I got Police to go after people with outstanding warrants – after two months of hard work results began to show, and immediately the Police wanted to publish the figures. I decided to wait four or five months until we were sure of the project’s success.
4| LOYALTY: THE VITAL VIRTUE I thrive on loyalty and know its
underestimating budget figures forced employees to stick to costs and avoid unnecessary spending. Then, when the unexpected hits, as with the World Trade Centre Attacks, there is room to
importance in leadership. Ronald Reagan once risked his popularity by refusing to fire people who worked for him after a troublesome incident arose. He remained loyal to the people who
had helped him get where he was.
The problem with announcing projections based on the best-case scenario is that anything short of that result looks like failure, regardless of
Loyalty to and from others raises trust, tremendously boosts the organisation’s morale and creates a tighter leadership. I learned this during my
how positive the results are. I prefer to remain quiet about an initiative in order t o re fi n e a n d p e r f e c t i t b e f o re announcing both ideas and results. This avoids assumed expectation and
days as a clerk for Judge Lloyd MacMahon. The strength of his relationship with those who worked for him created a team of individuals devoted to producing excellent results.
scrutiny before an idea has had a chance to prove itself. Another benefit is that I can pursue a desired course of action without waiting
When any of my staff, or anyone serving the city of New York for that matter, was publicly criticised or accused, I stood by them. I would
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speak with the person myself, get all the facts and show them I wasn’t going to abandon them at the first sign of
you and your staff will prepare better when dealing with you. In addition, I firmly believe that someone with an
trouble. If there was any opportunity to speak on the person’s behalf in a speech, press conference, meeting or other venue, I would do so.
overview can often see opportunities for improvement that experts are too absorbed to see. As a leader, it is your responsibility to impart confidence and inspire courage and optimism. Buoy yourself by studying the lives of inspirational men. Throughout the period following the World Trade Centre attacks, I took great strength from the life and
5| STUDY. READ. LEARN INDEPENDENTLY Develop an attitude of learning. I find that independent study is the best method of this; grab the best books on
example of Winston Churchill. Despite the tremendous odds he faced, he constantly radiated hope, optimism and conviction. His words are an inspiration for all. He calmed and sustained the
the subject and unlock their secrets. I believe that independently knowledge of the are responsible.
any leader must gain a working areas for which they Regardless of the
talents and know-how of your advisors, you need to encounter situations with your own knowledge. You need experts, but must not rely on them blindly. For a start, you are responsible for the big picture, whereas the expert’s view is often a small part of that. You cannot fake expertise, but doing your homework will give you many advantages. You will be more able to weed out those who are aiming to influence or mislead
people. As we dealt with our own attacks, I was grateful to study the life of such a leader.
TAKE SOME TIME NOW TO SEE HOW YOU MEASURE UP AGAINST THESE PRINCIPLES AND HOW YOU HOLD YOUR TEAM AND YOUR CLIENTS ACCOUNTABLE TO THESE STANDARDS.
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MONDAY, 11 FEBRUARY 2013
TUESDAY, 5 MARCH 2013
TUESDAY, 5 MARCH 2013
MASTERMIND HOTSEAT WITH SHARON PEARSON
MASTERMIND Q&A SESSION WITH SHARON PEARSON
MASTERMIND NEED2KNOW WITH SHARON PEARSON
VISIT THE MEMBERS SITE TO ACCESS NOVEMBER’S WEBINARS HTTP://MEMBERS.SMALLBUSINESSACADEMY.COM.AU
MASTERMIND MONTHLY | February 2013 | 18
To access these mentors email
mmmentor@ thecoachinginstitute.com.au to request time with a mentor!
MASTERMIND MONTHLY | February 2013 | 19
MASTERMIND EVENTS MASTERCLASS DAYS In 2013 we will be unleashing our new format MasterClass Days. These MasterClass days replace what was Implementation Days. And even more than that… whereas before you only received one day, going forward each quarter we’ll come together for TWO days for a MasterClass session. These MasterClass days will involve guest speakers both from within our community and external to our community and there will be ample time to brainstorm and plan out your next 90 day period. These MasterClass Days will be the key to creating and maintaining momentum in your business in 2013.
THE FIRST MASTERCLASS DAYS FOR 2013 WILL BE TUESDAY 5TH AND WEDNESDAY 6TH OF FEBRUARY.
5 DAY CLOSED DOOR INTENSIVE THE FINAL MASTERMIND CLOSED DOOR INTENSIVE IS JUST AROUND THE CORNER…20TH – 26TH OF FEBRUARY. This marks a transition in the Mastermind program format as we transition to an Annual Business and Marketing Conference. Between now and February Sharon is on a mission to lear n some cutting edge marketing strategies from around the world so these lucky MasterMinders are in for quite an experience.
THINKTANK SESSIONS The first round of ThinkTank sessions also kicks off in February (note the date change from January).
THINKTANK MEMBERS BE SURE TO SECURE YOUR PLACE ON EITHER MONDAY 4TH, THURSDAY 7TH OR FRIDAY 8TH OF FEBRUARY.
BONUS DAY: PUTTING TOGETHER YOUR LAUNCH Stay tuned for details on this bonus day with Sharon – it will be truly mind-blowing and completely transformational for your business to set you up for even more success in 2013!!!
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WHAT’S HAPPENING ON FACEBOOK PAUL ELLIS WENT TO NASHVILLE AND SCORED A POTENTIAL CLIENT. YASMIN TAN WAS CURIOUS AS TO WHY “HOW TO BE HAPPY” HAD VERY FEW ADWORDS. SHANE BOYD FREAKED OUT OVER LANDING PAGE HOW TO AND IMMEDIATELY SOUGHT HELP!! SONYA BLONDINAU READ CIALDINI’S INFLUENCE: THE PSYCHOLOGY OF PERSUASION AND FIGURED OUT HOW TO NO LONGER BE BEIGE…
Cameron Brown got published in mag and shared the following learnings with us: Strategy & Results for this article.
• Landing page they went to: cameronbrown.com.au/leader (Please NO OPTING IN as I'm measuring the results closely... if you want a copy of ebook for market research / swipe file - happy to provide, just not from this landing page) • Opt-in form has first name, email & phone number
Result: • Front page of Caulfield leader paper (66,000 readership) & featured in 2 other local papers (Bayside & Moorabbin Leader), not on front page. • 46 new leads with phone numbers and counting! (only one person didn't enter a full phone number) • Over 70% opened rate AND CLICK THROUGH to download ebook from initial email
Strategy: • Created specific & strategic Press Release • Sent to MANY media contacts • Sent short follow up email with law of social proof taken care of for why they would want to interview me • Took care of WIFM in interview so that they saw it valuable to have a CTA at the end of article
• First strategy session with one of them today • Workshop now being run in Feb Trust the above is valuable for those wanting to generate more leads! NICE WORK CAM!!
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Sarah Valentine showed us that December and the holiday period can be a
two amazing boys I knew there was nothing under the tree that would be a greater gift than what I have been given by TCI. And my
great time for securing clients: “Who says you can't get clients at this time of year! SP said its time to take a business
family and I started dreaming under the tree of what next year will bring...it's big and amazing, it also includes toys lots of them.
connection model to Geelong, so I have. Funny story, my husband was taking the bins out and had a chat with neighbour who owns large accounting firm in town, he asked what I was up to - Craig did a great job at
Thank you to all the awesome people in this community who share in this dream of an extraordinary life and this movement to make a differences. Thank you Sharon and Clare for the (words can't express it) unbelievable support!”
promoting me, I called him, we met, I then met with his 3 partners they loved my proposal and told me today they are excited about the program to get started early next year. This is a big contract and I am really excited. I have also signed 3 other business clients this month! Bring on 2013! I was a bit slow to start but I'm hitting the ground running. Thanks — with Sharon Pearson and Clare Cope.”
Melissa McGinness reflected on her journey to date: “I started my journey with TCI on July 27, 2012 and in a short 6 months my life began to change with very little effort and a lot of resisting a long the way! When I woke up this morning and started Christmas celebration with my husband and
Alfred Cardamone is on the edge of his seat ready to begin his MM journey this year: “Merry Xmas to all. As I went to midnight church for the first time in years to give thanks for what has been an amazing year, I couldn't but wonder how fortunate I am to have so many gifts in my life. TCI is one of them. There is no better feeling in walking into a training event or chatting with a fellow student. I am glad I am on this journey with you all and thank you for what you have brought along the way. May you have an outstanding Xmas filled with joy and love. Sharon and Clare thank you for accepting me as a student in mastermind, as mastermind is a gift to myself next year.”
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S MALL B USINESS A CADEMY MASTERMIND MONTHLY | February 2013 | 23
Published on Feb 1, 2013
The Coaching Institute Mastermind Member's Monthly Magazine featuring Sharon Pearson, Founder of The Coaching Institute and The Executive Co...