Xpansion Code Radio

THE EXTRA PLUS IN LEADERSHIP: ATTITUDE

Who do you admire the most?

Write down 5 things about the person you admire…

The remarkable thing is that we have a choice every day regarding the attitude we will embrace for that day. — Chuck Swindoll

WHATEVER IT TAKES – A LEADER’S ATTITUDE

A leader’s attitude must exemplify resolve, tenacity, focus, determination, and commitment. It must demonstrate consistency, see possibilities, and fight for victories during tough times.

As you review this quote, what areas are you strong in and what areas do you need to improve on?

1. Disown Your Helplessness

When was the last time you pulled out the “victim card” and used it?

The attitude you possess can empower others. Here’s how:

• Never make excuses.
• Create a can-do environment where people are expected to solve their problems.
• Model a whatever-it-takes attitude to your team.
• Provide training that enables team members to succeed.
• Challenge people to take responsibility for their performance.
• Make everyone feel valued and important as part of the team.
• Give solid feedback after team members try to tackle a challenge.
• Celebrate with team members who are succeeding.
• Give people increasing challenges to test their growth and give them wins.

Review this list and ask yourself, “How well am I empowering others?”

2. Take the Bull by the Horns

There is nothing brilliant nor outstanding about my record, except perhaps one thing: I do the things that I believe ought to be done. . . and when I make up my mind to do a thing, I act. — Theodore Roosevelt

Like the illustration John uses, when in the past have you sat on a stool in the middle of a field waiting for the cow to come to you?

Keys to success – Danny Cox

• What do I really want?
• What will it cost?
• Am I willing to pay the price?
• When should I start paying the price?

Will you take the 30-day challenge to say each morning and evening?

“Do it now?” YES or NO Pick another member of your MMG to hold you accountable to do this: 

3. Enter the “No Whining Zone”

Are you Winner or Whiner?

How to Move from Complaining to Thankfulness

• Express gratitude independent of your feelings
• Express gratitude for the small and ordinary things
• Express gratitude especially in the midst of adversity

Which expression will move you closer to gratitude?

4. Put On a New Pair of Shoes.

Do you have a clear picture of the perspective of your people?

5. Nurture Your Passion.

“Vision does not ignite growth, passion does. Passion fuels vision and vision is the focus of passion. Leaders who are passionate about their call create vision.” — Ken Hemphill

How would you rate your passion for what you are doing?

6. Exceed Expectations

Wherever I am, whoever I am with, whatever I am doing, and whenever I have an opportunity, I will set the bar of expectations for myself higher than others do for me.

Where in your life, business, relationships, do you need to raise your expectations?

7. Never Be Satisfied

What could you improve about your attitude, your team, and your business?

PUTTING WHATEVER-IT-TAKES INTO ACTION

1. Test

Do you typically wait for the “perfect moment to start?

• Challenge every assumption
• Always ask questions

Is there a better way to do what we do?

What can we learn from others who do what we do?

Who can help us do better in what we do?

Are the current numbers the best that we can do?

Am I growing each year doing what I do?

How can I become better to help my team become better?

• Benchmark against your potential – not your past

What would it look like if you raised the bar on yourself in the area of your strength?

2. Fail

What is your belief about failure?

How would you rate yourself when it comes to risk taking?

“The willingness to fail is essential for the leader to model and the team to embrace.” — Paul Martinelli

Discuss the statement below.

Most people—leaders included—try everything in their power to avoid failure. And they should. But they should not avoid making the big bets, taking the big risks, or initiating the new efforts that put them and their team in the position to fail so that they can seek the rewards of growth. I think what has led us to some of our greatest achievements has not been my or my team’s willingness to do our best. We should always be doing our best. Rather, it’s our willingness to do our all. To test every possible opportunity, to test every new innovation, to test every person’s ability and potential. — Paul Martinelli

How do you keep a positive attitude while failing?

• See failure as a constant companion of success
• See Success as colorfully varied, not monochromatic
• Have a game plan to get over failure - 24 hour rule

What does failure mean to you and how do you usually respond to it (be honest with yourself)?

How would your growth accelerate if you made failure your friend?

3. Learn

A mistake is only a failure if you don’t learn from it. — Roland Niednagel?

They resolve not to make a mistake again—that’s foolish.

They allow their mistakes to make cowards of them—that’s fatal.

They develop the security to learn from their mistakes—that’s fruitful.

What was the lesson you learned from your last failure?

4. Improve

Success often asks the question, “What am I getting?”

Improvement always asks, “What am I becoming?”

Which mindset do you mostly possess? A Be good or a Get-better?

5. Reenter

When has your commitment to keep on been tested the most?

COMMITMENT IS THE KEY

Until I am committed there is a hesitancy, the chance to draw back. But the moment I definitely commit myself then God moves also and a whole stream of events begin to erupt. All manner of unforeseen incidents, meetings, persons and material assistance that I could have never dreamed would come my way begin to flow toward me . . . the moment I make a commitment.

What challenges you when you read the “Lion Chaser’s Manifesto?”

Are you willing to start a gratitude journal to keep you growing your attitude?

APPLICATION: Develop the Positive Believer Within You

Born Winner or Loser?

What is your natural bent?

Victim or Victor?

To increase your attitude, develop a Gratitude Journal

What are five things you can be grateful for right now?

1 –

2 –

3 –

4 –

5 –

Where are you going to Fail on Purpose this week?

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday, and Friday!

If you like this podcast, then check out my newsletter called Xpansion Press. Business content delivered to your inbox. Just click here to sign up.

PROBLEM SOLVING

If life is hard for individuals, then why is it doubly difficult for a leader?

Describe a day when a “too hot to handle” problem landed on your desk.

PROBLEMS INTRODUCE US TO OURSELVES

1. Our Decisions Are Often Impacted by Our Proximity to the Problem How did the story with the astronauts illustrate this?

2. Our Plates as Leaders Will Always Be Filled with Problems. The hardest thing about milking cows is that they never stay milked. How are cows and leaders alike?

3. Pragmatism Serves Us Well as Leaders. How would you define pragmatism?

“There is a sense of exhilaration that comes from facing head-on the hard truths and saying, ‘We will not give up. We will never capitulate. It might take a long time, but we will find a way to prevail.’”

— Jim Collins

4. Believing There is Always an Answer is an Asset. How agile is your mind when faced with a problem? How has your approach to problem solving evolved?

5. Our Actions Can Make Our Problems Increase in Number and Size. My problems always tended to multiply whenever I…

• Lost my perspective.

• Gave up on an important personal value.

• Lost my sense of humor.

• Felt sorry for myself.

• Blamed others for my situation.

• Wished for them to go away instead of working for them to go away.

Describe a problem when your reaction to the problem made the problem worse?

6. Problems Handled Well Often Make Us Better. The Problem Promise: When you handle them well, problems promise to make you better.

Discuss this: What you face helps you to face yourself, and what you are able to carry defines you.

What have you learned about yourself through facing problems?

PROBLEMS INTRODUCE US TO OTHERS

“I’m not able to comment on his character. I’ve never seen him handle adversity.”

How has another person’s character surprised you when they had adversity?

1. People Who Make Problems Worse

How do the people around you react to the sparks of life? Are they firelighters who blow things up, or firefighters who calm things down? Make a list of each group in your life. How can you lead them?

2. People Who Become Problem Magnets. Do you look for problems or possibilities?

“Who you are is who you attract.” The Law of Magnetism from The 21 Irrefutable Laws of Leadership

Do you have any problem magnets in your life, business?

3. People Who Give Up in the Face of Problems. Do you have a Rolodex story?

4. People Who Use Problems as Stepping-Stones for Success As a leader, you need to pay attention to how your people respond to problems, and you need to help them respond correctly if possible.

Who on your team do you need to help respond correctly to problems?

What is the best part about sharing your problems with others? And the worst?

PROBLEMS INTRODUCE US TO OPPORTUNITIES

“In the middle of difficulty lies opportunity.” Albert Einstein

1. Recognize a Potential Problem Before it Becomes a Real Problem

What potential problems do you see in your world, and what is your game plan to fix them when they happen?

2. Get a Clear Picture of the Problem

Larry Maxwell said, “John, hope isn’t enough. Face reality, and let your first loss become your last loss.”

When have you failed to identify a problem ahead of time?

3. Ask Questions to Help You Solve Problems

The Information Question: “Who knows the most about this problem?”

The Experience Question: “Who knows what I need to know?”

The Challenge Question: “Who wants to tackle this problem?”

The Magnitude Question: “Who needs to buy in, and how long will that take?”

The Trust Question: “Have we earned enough trust to make needed changes?”

The Personal Question: “What questions do I need to ask myself?”

4. Create a Framework to Examine Problems and Solutions

My framework has six critical keys:

• Leadership: How does this problem affect our people?
• Personnel: Do we have the right people to help us with this problem?
• Timing: Is this the right time for a solution, and do we have enough time for it?
• Vision: How does this problem affect where we’re trying to go?
• Priorities: Are my problems taking me or the team away from our priorities?
• Values: Are my values or my team’s being compromised by this problem?

5. Value Shared Problem Solving

Of the three points John makes (pp.110-113), which one do you need to develop?

6. Always Come Up with More Than One Solution

Do you have a yesterday’s or today’s approach? – See chart p.113

7. Cultivate a Bias for Action

Don’t think, Can I? Instead think, How can I?

Then start moving forward.

8. Actively Look for Opportunities and Lessons in Every Problem

APPLICATION: Developing the Problem Solver Within You

Enlisting Others as Problem Solvers

Starting this week, when you face problems, begin using questions to learn more about the members of your team, gather information, brainstorm ideas, and find multiple solutions to problems.

• When did the problem begin?
• Where did it begin?
• Who was first to notice it?
• What are several possible causes for it?
• What is the impact of the problem? Who is affected?
• What other possible negative consequences could it have?
• Is this problem part of a bigger problem? If so, how?
• Who has dealt with this kind of problem successfully?
• What are several possible approaches to solving it?
• What kind of time, expertise, and resources will be needed for these solutions?
• Will people buy into these solutions?
• How long will each of these solutions take to implement?
• How might these solutions give us future advantages?
• What lessons can be learned from all of this?

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday, and Friday!

If you like this podcast, then check out my newsletter called Xpansion Press. Business content delivered to your inbox. Just click here to sign up.

Chapter 4: THE ULTIMATE TEST OF LEADERSHIP:  CREATING POSITIVE CHANGE

“I’ve coached good players and I’ve coached bad players. I’m a better coach with good players.” 

— Lou Holtz

When you read John’s story about spending time with Lou Holtz, how would you describe his leadership style?

What can you learn about making change?

COACHING CHANGE

“Lou had three qualities all great coaches possess: he didn’t take anything for granted, he was an excellent teacher, and he was superbly organized.” — George Kelly

What are the qualities you need as a leader to change the direction of your team?

LEADING CHANGE CAN BE DIFFICULT

1. People Feel Awkward and Self-Conscious Doing Something New.

2. People Initially Focus on What They Will Have to Give Up.“For everything you gain, you lose something.” — Ralph Waldo Emerson

• Are you a saver or a thrower?
• What are some beliefs, habits or good things you need to give up to go up?
• What are you holding onto that is keeping you from embracing something new?

3. People Are Afraid of Being Ridiculed.

• Why did Wilt Chamberlain return to his old way of shooting despite success with a new way?
• What are you unwilling to change for fear of being embarrassed?
• What are some of the biggest changes you have made in your life?
• What would your life look like now if you hadn’t made those changes?

4. People Personalize Change and May Feel Alone in the Process.

• Describe a time when you initiated change and it did not go well.
• List each team member and how they reacted to the change?
• When do you get the greatest resistance to your decisions from others?
• What is your usual response to that resistance?

WE OVERESTIMATE THE EVENT AND UNDERESTIMATE THE PROCESS

You need to P.L.A.N. A.H.E.A.D.

Predetermine the Change that is Needed

What did you learn from the story about British Rail?

• If you’ve done something for one year—look at it carefully.
• If you’ve done it for two years—look at it with suspicion.
• If you’ve done it for five years—stop looking at it and do something to change it.

Lay Out Your Steps

When you consider your next change in your life/company, what are the steps you have determined need to be considered?

Adjust Your Priorities

Discuss the difference between cosmetic verses critical changes.

Notify Key People

In identifying your people ask these two questions:

“Who needs to get behind this to make it fly?

And who actually has to fly it?”

Why is it important to get your key leaders on board with the change or project?

Allow Time for Acceptance

The Phases of Acceptance:

1. It will not work.

2. It will cost too much.

3. I thought it was a good idea all along.

Why is it a challenge to wait on others to accept the change you want to make?

How to Give People Time

1. Slow Down

Negative assumptions about your leadership:

• You lacked preparation.
• You’re hiding the real agenda.
• You’re railroading through your agenda.
• You lack concern for what people think and feel.

When have you assigned any of these negative assumptions to a previous leader?

2. Make Your Communication Clear and Simple.

Key questions to ask yourself to ensure clear communication:

• Do I understand what I am going to say?
• Will they understand what I am going to say?
• Will they be able to tell others what I say?
• Will others understand what they say?

How can you know for sure that your people have clearly heard you?

3. Build in Time for People to Process Ideas.

How could your meetings give you greater influence if your used John’s format for running meeting?

Head into Action

You never know the level of your people’s commitment until you call them to action.

Discuss the statement: Vision divides people.

It takes change to make change happen. How much emotional change do you have in your pocket to lead your next project?

Expect Problems

How to Be Proactive on the Front End

• Think the Worst First
• Speak to the Worst First
• Answer the Worst First
• Encourage Them Through the Worst First

What is your attitude towards problems?

How can anticipating problems early help you?

Always Point to the Successes

People need time to focus on what is really changing rather than on their fears of moving forward.

What can you do to help your people see the positive rather than be distracted by the negative?

Daily Review Your Progress

First, it prompts you to make sure you are on track and moving forward. Second, it reminds you to keep communicating the message of change to your people.

How can you find time to review daily?

THE FINAL WORD IS CREDIBILITY

Credibility creates authority, and that comes from everything we’ve talked about up to this point: influence, priorities, and integrity. If your people buy into you, then they will want what you want because they trust you. And they will align with your vision, even if it requires change.

How would you rate your credibility with your team?

APPLICATION: Developing the Change Agent Within You

• Predetermine the change that is needed. Describe in detail the change needed and why it is necessary.

• Lay out your steps.

Write all the steps that will be needed to complete the change. Start by stating where you are now and outline the logical process, step-by-step, needed to get to your ending point. This may take you a significant amount of time.

• Adjust your priorities.

What priorities must be changed to align the organization and people to the coming change?

• Notify key people.

Who are the key people you must talk to first? Write two lists: the influencers and the implementers.

• Allow time for acceptance.

This will be hard to gauge in advance. Plan time for people to process the issues, and then use your eyes, ears, and intuition to judge when people have had enough time to get on board.

• Head into action.

Describe what the first steps will look like and how they will impact the team or organization.

• Expect problems.

Describe the most likely problems you will face as the change is implemented.

• Always point to the successes.

Begin planning ways to give recognition and celebrate milestones as the change occurs.

• Daily review your progress.

Describe the method you will use to review the progress of the change. What metrics will you use? Which people will you talk to regularly to assess morale? What specific information will signal that the change has been successfully completed?

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday, and Friday!

If you like this podcast, then check out my newsletter called Xpansion Press. Business content delivered to your inbox. Just click here to sign up.

The Business Legal Lifecycle is an innovative legal concept, in the law tech space, to help business owners: Understand complex legal matters in a simple to understand manner; Understand why they need to take certain legal steps; and Help business owners develop a plan
for the future.

In 2018 the Business Legal Lifecycle won the Queensland Law Society, Innovation in Law award for their product. It is also a useful tool for solicitors, accountants and other advisors to be able to help business owners to achieve those objectives. Business Legal Lifecycle Worldwide’s aim is to provide access to legal advice for all small to medium sized businesses around the world.

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LEADERSHIP: CHARACTER

What areas of your character do you need to develop?

1. Good Character Builds Strong Trust.

Trust is a risk game. Leaders must be the first ones to ante-up. - Kouzes & Posner

How willing are you to share openly with others about when you have made a mistake? What was the result when you have?

Where do you need to ante-up to build greater trust with your team?

• I Thought Trust Was “Nice to Have”

• I Thought Trust Was Up to Others

• I Thought Trust Could Only Grow Slowly

• I Thought a Single Mistake Automatically Destroyed Trust

So much of leadership relies on good character.

Trust is created through it. Talent is protected by it. Internal peace is fostered by it.

Think of someone you trust the most, what makes them so trustworthy in your eyes?

How can you protect your character to ensure your leadership effectiveness?

What do you actively do to develop the trust of others?

2. Successful Leaders Embrace the Four Dimensions of Character.

• Authenticity

Authenticity Definition: to be true to your own personality, values, and spirit.

Share your experience with brokenness with someone you are trying to gain trust with.

• Self-management

Discuss this statement:

“We set young leaders up for a fall if we encourage them to envision what they can do before they consider the kind of person they should be.” - Ruth HaleyBarton

To keep grounded, I ask myself some questions:

Consistency: Am I the same person no matter who I am with?

Choices: Do I make decisions that are best for others even when another choice would benefit me?

Credit: Am I quick to recognize others for their efforts and contributions to my success?

• Humility

How would you define humility? Having or showing a modest or low estimate of one's own importance. 

How do you develop humility? Knowing that the world does not revolve a round me. Thinking of other first and not myself.

• Courage

Courage: mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty.

Courage makes character possible. It is getting out of your comfort zone.

How has adversity shaped your character?

3. Character Makes You Bigger on the Inside than on the Outside.

The inner voice wants to make you bigger on the inside. The outer voice wants to make you bigger on the outside. The voice you listen to wins the battle. The outer voice encourages you to appear bigger on the outside, often at the expense of who you are on the inside.

EMBRACE GOOD VALUES

• What are your non-negotiables?

• What lines will you refuse to cross?

• What will you stand for?

• Has anything changed?

• Is there anything you would add?

• Anything you would remove?

PRACTICE SELF-LEADERSHIP

• What must you do to put yourself in better positions to manage your decisions and follow through with them?

VALUE PEOPLE

• What can you do every day to express value to another person, especially to people you don’t have an affinity for or don’t especially like?

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday, and Friday!

If you like this podcast, then check out my newsletter called Xpansion Press. Business content delivered to your inbox. Just click here to sign up.

Chapter 2: THE KEY TO LEADERSHIP: PRIORITIES

What has been your greatest challenge in staying focused on your priorities?

PRIORITY PRESSURES

1. Most people Overestimate the Importance of Most Things.

2. Having Too Many Priorities Paralyzes People.

3. When Small Demands Are Given Too Much Attention, Big Problems Arise.

4. Making Everything a Priority Means Nothing Is a Priority.

5. Sometimes It Takes An Emergency To Force People To Prioritize.

When has a crisis demanded you adjust your priorities?

PRIORITY PRINCIPLES

1. Working Smarter Has A Higher Return Than Working Harder.

2. You Can’t Have It All.

3. Good Is Always The Enemy Of Best.

4. Proactive Beats Reactive.

What are two areas where you can take steps to move from the right to the left side?

5. The Important Needs To Take Precedence Over The Urgent.

Proactive Priority Solution # 1: The Pareto Principle or the  80/20 Rule:

which means  most of your priorities will take up 20% of your time while  the most important priorities will take up 80% of you time.

Proactive Priority Solution #2: The Three R’s

1. What Is Required Of Me?

2. What Gives Me The Greatest Return?

3. What is Most Rewarding?

How do you juggle keeping your priorities and other people’s expectations?

What are the tasks that you feel are required of you, but you would rather have someone else do them because they don’t leave you feeling fulfilled or accomplished? What would need to change for you to delegate them?

What are the tasks that if it were up to you, you would happily spend more time on but don’t feel are very productive?

Proactive Priority Solution # 3: Make Room For Margin

1. Margins Improve Self-Awareness.

2. Margins Give You Needed Think Time.

3. Margins Provide You With Energy Renewal.

Which of these three points could you take action on to increase your margins?

On a scale of 1-10 with 10 being very organized, how would you rate yourself in the ability to get through your daily tasks and still be able to meet the demands of emergencies that may arise throughout the day? What could you do tomorrow to raise that by 1?

HOW TO CREATE MARGIN

1. Evaluate And Eliminate Continually

When was the last time you did a thorough evaluation of your agenda?

2. Fight To Keep 20 Percent Of Your Calendar As White Space.

How could you put 20 percent back into your agenda?

EMBRACE PRIORITY PRINCIPLES

Pareto Principle Worksheet

List your top ten priorities on the chart below.

Now identify which are your top two that will give you an eighty percent return.

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday, and Friday!

If you like this podcast, then check out my newsletter called Xpansion Press. Business content delivered to your inbox. Just click here to sign up.

Chapter 1: THE DEFINITION OF LEADERSHIP: INFLUENCE

Discuss this statement: The world becomes a better place when people become better leaders.

WHY MANY PEOPLE DON’T DEVELOP AS LEADERS

1. I’m Not a Born Leader, So I Can’t Lead.

2. A Title and Seniority Will Automatically Make Me a Leader.

3. Work Experience Will Automatically Make Me a Leader.

4. I’m Waiting Until I Get a Position to Start Developing as a Leader.

Which of the above reasons to not develop leaders has been your default?

HOW WILL YOU DEVELOP THE LEADER WITHIN YOU?

Influence is the beginning of true leadership.

As you evaluate your life, where can you increase your influence to enhance your leadership?

INSIGHTS ABOUT INFLUENCE

1. Everyone Influences Someone.

2. We Don’t Always Know Who or How Much We Influence.

3. The Best Investment in Tomorrow is to Develop Your Influence Today.

Where are you leading someone now that you could expand your influence?

THE FIVE LEVELS OF LEADERSHIP

1. Level 1: Position – People follow because they have to.

Positional Leaders Look for Security Based on Title More Than Talent

Positional Leaders Rely on Their Leader’s Influence Instead of Their Own.

Positional Leaders Can’t Get People to Follow Them Beyond Their Defined Authority.

How did a positional leader you worked for hinder your growth?

2. Level 2: Permission – People follow because they want to.

If you’ve been given a leadership position, then you’ve been given your boss’s permission to lead. If you’ve earned influence on Level 2, then you have acquired your people’s permission to lead.

How do you gain permission to lead others?

3. Level 3: Production – People follow because of what you have done for the organization.

Be aware that most people naturally gravitate to either the Permission or the Production level of leadership, based on whether they tend to be relationship people or results people.

Are you more driven by results or by people?

4. Level 4: People Development - People follow because of what you have done for them.

Leaders become great not because of their power, but because of their ability to empower others.

Key Questions to Ask Yourself at Level 4

a. Am I passionate about my personal growth?

b. Does my growth journey have credibility?

c. Are people attracted to me because of my growth?

d. Am I successful in the areas where I want to develop others?

e. Have I crossed over the spent time / invest time line?

f. Do I have a teachable way of life?

g. Am I willing to be a vulnerable role model and coach?

h. Do the people I develop succeed?

5. Level 5: Pinnacle – People follow you for who you are and what you represent.

Who has invested the most in your success and development outside of your family? What is your relationship with them when it comes to following them?

APPLICATION: Developing the Influencer Within You

Who are the 5 people you influence the most in your personal life? Your

professional life? What do you think is the reason you have influence with them?

Who are you going to pick in your business and personal life to determine which level you are on?

Determine at what level you are on with each.

Business: __________________ Level ______

Personal: __________________ Level ______

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday, and Friday!

If you like this podcast, then check out my newsletter called Xpansion Press. Business content delivered to your inbox. Just click here to sign up.

Quote:

“In Every Encounter We Either Give Life or We Drain It; There Is No Neutral Exchange.”

– Brennan Manning

Brennan Manning was a Catholic Priest who became a writer and speaker that traveled extensively in the U.S. and abroad to share the good news of the unconditional love of God.

Book: The Ragamuffin Gospel

Story: At the Toby Mac concert

Story: At the Kroger Deli-Counter

Story: Postal Package to Mexico – Don’t let people take life away from you!

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday, and Friday!

If you like this podcast, then check out my newsletter called Xpansion Press. Business content delivered to your inbox. Just click here to sign up.

Value-based pricing

• With value-based pricing, you set your prices according to what consumers think your product is worth. This is a great pricing strategy for Software as a Service businesses or SaaS

Competitive pricing

• When you use a competitive pricing strategy, you're setting your prices based on what the competition is charging. This can be a good strategy in the right circumstances, such as a business just starting out, but it doesn't leave a lot of room for growth.

Price skimming 

• If you set your prices as high as the market will possibly tolerate and then lower them over time, you'll be using the price skimming strategy. The goal is to skim the top off the market and the lower prices to reach everyone else. With the right product it can work, but you should be very cautious using it.

Cost-plus pricing 

• This is one of the simplest pricing strategies. You just take the product production cost and add a certain percentage to it. While simple, it is less than ideal for anything but physical products.

Penetration pricing

• In highly competitive markets, it can be hard for new companies to get a foothold. One way some companies attempt to push new products is by offering prices that are much lower than the competition. This is penetration pricing. While it may get you customers and decent sales volume, you'll need a lot of them, and you'll need them to be very loyal to stick around when the price increases in the future.

Premium pricing

• Premium pricing is for business that create high quality products and market them to high-income individuals. The key with this pricing strategy is developing a product that is high quality and that customers will consider to be high value. You’ll likely need to develop a “luxury” or “lifestyle” branding strategy to appeal to the right type of consumer.

Premium pricing

• Premium pricing is for business that create high quality products and market them to high-income individuals. The key with this pricing strategy is developing a product that is high quality and that customers will consider to be high value. You’ll likely need to develop a “luxury” or “lifestyle” branding strategy to appeal to the right type of consumer.

Economy pricing 

• This strategy is popular in the commodity goods sector. The goal is to price a product cheaper than the competition and make the money back with increased volume. While it's a good method to get people to buy your generic soda, it's not a great fit for SaaS and subscription businesses.

Dynamic pricing 

• In some industries, you can get away with constantly changing your prices to match the current demand for the item. This doesn't work well for subscription and SaaS business, because customers expect consistent monthly or yearly expenses.

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday, and Friday!

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What is “Pivoting”?

• Pivoting is shifting to a new strategy in your business
• A new strategy could be changing your pricing
• A new strategy could be focusing on a different profit center
• A new strategy could be adding a new profit center
• A new strategy could be removing a profit center
• A new strategy could be focusing on a different set of customers
• A new strategy could be changing your marketing and advertising

How to know when you should pivot in your business.

• Industry Trends
• Your Company is Always Playing Catch-Up
• There’s Too Much Competition
• Your Company Has Hit a Plateau
• There’s Limited Response from Your Marketplace
• One Thing Gets the Most Traction

How to Pivot your business effectively

• Do it as soon as you can
• Listen to your customers
• Don’t scrap thing that are already working for you
• Create new systems and procedures or revamp some of the old ones
• Make sure your pivot presents opportunities for growth

I am inviting you to check out my resources page. It is completely FREE and has a ton information and some downloads. You can find it at resources.xpansioncode.com.

I will be releasing new episodes every Monday, Wednesday and Friday!

If you like this podcast, then check out my newsletter called Xpansion Press. Business content delivered to your inbox. Just click here to sign up.