Carl Gould #70secondCEO

1346. Rapport is the Foundation of Every Relationship

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

So, to build rapport, rapport is the foundation of every relationship. Any relationship, either if it works you have rapport, if it's not working you don't have rapport. The beauty of what we're going to learn is it is a self-defense mechanism; it is involuntary, and we all have to have it.  It's a universal language, we all know how to do it and we've all been there.

We have to be now able to build rapport with people who are not wired like us.  You're going to walk around today, and one-third of the group will say, wow, this is a really good group.  Two-thirds of the room, you're going to say, why do they let them in here? I can't believe they don't run a business.

Why? Because they're not good? No, because they're not wired like whom? Like you, right? So this is for the other two-thirds of the people you haven't even been in the game with.  When I talk to a sales team, Gary backs me up on this. (1:00) When I talk to a sales team, I ask how qualified your leads are. The sales team is going to say, well, we will talk to the marketing department because I've got to tell you only about 30% of these leads are any good.

 The other 70%, I don't know how they're getting the leads; I don't know what the process is.  Gary, I think we have a meeting with the marketing team to get to the bottom of this.  Sound familiar?  Is the problem the leads? No. The problem is you don't know how to communicate with the other 70% because you're walking into a room talking to yourself with other people there.

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Risk Tolerance

 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

  What happens in your career is that when you're younger, as a CEO, a founder, or an entrepreneur, your risk tolerance tends to be higher.

 You're willing to take more risks; you're willing to change more. You know, I say that CEOs fall into two categories. They fall in the category of, I want to make a mark.

I want to change the world. My product or service is fantastic; I want to do that. Or, I don't want to screw it up.

 I've had some success; I've got this good business. Maybe I inherited it, perhaps I bought it, or maybe I bought out my partner. But however I got here, I've got this perfect business.

I don't wanna screw it up, I don't want this to go bad because this is my annuity for the rest of my life. Maybe this is for the next generation. Maybe this is for, you know, my kids.

But I don't, you know, so I fall in one of these two buckets so early on, most of them are, I want to make a mark, right? So they have a high risk tolerance. And so they're all over the place.  But once you get to, I don't wanna screw it up, now you're in that place where you're not, you don't wanna change what you're doing as much.

 You know, I don't understand this next generation, what is going on?  You know, I hear that, I'm like, I don't care what you think, but they are the primary purchasing power and you sell to them now.

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

 Your business will only travel as far and as fast as your worst system.

And any frustration you have in your business  is because you lack a reliable and consistent system in that area, right? So what you, in your business, have in mind is to build an assembly line. That's it, to build an assembly line. So today, you and I are doing the interview. You already know what you're gonna ask me. And to be honest, since the interview is going to feature my audio, you don't need to be here. But could you have written the questions and then handed that out to 10 interviewers, ten teenagers,  that just said, hey, Carl, Mr. Gould, whatever, I'm going to read you these questions, don't worry about me. I will read them out loud, but we're only capturing you. You could do 10 of these. So, the interview system could be replicated. 

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Never Stop Lead Generation

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. 

Because what happens in that, because it's a perfect analogy for business because there's a feast or famine, roller coaster that businesses get on.

So in other words, when you're a small business and you don't have any business, (0:20) you go out and you get all clients. Now you have all this work to do. You're like, oh, I'm really busy.

I better go and build my widget or do my service or whatever it is. And you stop marketing at the time because you're so busy fulfilling. So you get done with that engagement or you build that product and you ship it off.

You're like, oh, that was good. Now, as soon as you're done, you're like, wait a minute, we don't have any more projects, right? So what do you do? You pedal back and you start working hard on sales and marketing. And so you get on this roller coaster where if you're doing sales and marketing, you're not fulfilling.

And when you're fulfilling, you're not doing sales and marketing. That is a hard roller coaster to get off. And it never ends.

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Task or Project? Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

When they set goals, number one is the–there’s a difference between a goal and a project, right? You know or task in a project, I think once–what some people do is they’ll be too vague or they’ll make the goal too far out in the future and it is hard to connect with. So I want to lose a hundred pounds. You’re not going to lose a hundred pounds, and you know you might lose a hundred pounds in a year or two years; what’s your 90-day goal? Right? And what is it that you can do right? So take a goal, chunk it down, and put it in 90-day steps; it’s been a long-held coaching principle that you set goals in 90-day increments, and a number of management systems that have taken that on Bezels, Rockefeller habits, eos, you know our rocks are priorities, you know that’s a long-held coaching concept, 90-day goals. So take it, chunk it down, and go after smaller bits, but then understand what a goal actually is? A goal is actually a destination, it is–it is a project or some sort of endeavor that has an end point, that which is different than a category of improvement, so somebody says I want to be a better father.

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Do You Own It? - Part 4

Hi everyone; Carl Gould here, your #70secondCEO, just over a minute of investment per

day for a lifetime of results.

 However, I made friends with the bar backs and I made friends with the servers. We talked about how to stack the tray, you know, the whole bit. That was really big for me, I got a nickname, it wasn’t very flattering in the beginning, but it wasn’t too bad after a while. My colleagues called me “Mr. 20 Percent”. “Ugh, Mr. 20 Percent’s coming back.” Right, ‘cause I would push ‘em. I’m like, “That’s right.” I was all intense about it. “Cause I was scar-they scared the heck out of me,  I didn’t want to be thought of as the guy that can’t perform. So, when he gave me ownership of it, that was a big difference. So, I had to make friends with whoever was giving me input and make friends with whoever I was giving an output to. 

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Do You Own It? - Part 3

Hi everyone, Carl Gould here with your #70secondCEO, just over a minute a day of investment for a lifetime of results.

So you ever see in a bar, there’s a bar back comes in and loads all the drinks in the back? I had never counted what they put in there, I just assumed that what they put in there was accurate. I started to count, you know, he would come up and be like, “I got a 12 pack of whatever.” I said, “Show me how many are in there.” “Well, why do you wanna see that?” I said, “I wanna see that there’s 12.” There was 11, right? ‘Cause I said, “Look, you probably popped one for yourself on the way in that’s fine. But just write 11 down, don’t say it was 12 there you’re putting that on my spreadsheet.” Right? And I never gave two thoughts to a server who would pick up a tray of glasses and drop it. I’d just be like “Oh, we’ll just redo them.”  I realized that’s going on in mine. So, I had to make friends with box number one and box number three. I can’t do this in a vacuum. Does that make sense? I can’t just pour good drinks; the results I was getting didn’t work. 

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