Fortune Favors The Bold.

"Audentes Fortuna Juvat" (in Latin). There are many articles dissecting this simple phrase - some good and some way off base.

Here’s my take — to get where you want to go in life, you have to take chances, step out of your comfort zone, and sometimes do things that scare you. When you do these things, you create opportunities and options that were previously unattainable or unknown to you.

That’s my definition of bold — taking calculated and decisive action when most people do the same old thing and wonder why their circumstances stay the same…

• It’s asking for that promotion and raise after you show your boss clear evidence of your outstanding performance.

• It’s raising your fees in your business when you know you’re delivering top-tier service to your clients.

• It’s interviewing at another company because you want a change and/or increase your salary/benefits.

When you are bold, fortune (opportunity and options) reveal themselves.

It’s Monday - I want you to do one bold action today — even if it’s small — let’s bring Fortune into your life.

Are You In Group 'A' or 'B'?

I run into so many people who complain how they can't find a job, or get a promotion, or find new, great clients (Group 'A'). I also run into people who find a job quickly, get that promotion, and regularly find great clients (Group 'B').

What is the difference between Groups 'A' & 'B'? 

• Group 'A' has developed the most perfectly formed excuse structure holding them back from success.
• Group 'B' fights their big fears every day, dismisses the weak ones, and gets shit done.

What do they do?

• Group 'A' blames their weaknesses, the market, their age, other people, and how customers demand so much more. They moan about their bad luck, how no one wants them, and how other forces are impacting their success.
• Group 'B' doesn't play that game. There is no time for blaming. They figure out what needs to be done and they do it. They realize it's going to be hard, they will be tested, and they will have to push themselves harder than ever before.

What happens in the end?

• Group 'A' plays the same broken record every day and suddenly find that half of 2017 has passed them by. They're still without a job, with no promotional opportunities (and their current position on the chopping block), and clients disappearing at an alarming rate.
• Group 'B' gets the interview and offer. They get the promotion and raise they asked about. They go after and get even bigger clients - bigger than they ever dreamed.

Which group are you currently in? What group do you want to be in?

Extra Credit . . . How To Be In Group 'B':

• Stop looking and finding excuses for your situation. You're a smart boy/girl — you know exactly what the problem is. Get out there and take action.
• Be Bold In Life - Start taking chances — not wild-ass ones, think about your next steps and then move!
• Ask for forgiveness, not permission — this is my mantra — reach out to that unreachable person, ask for that raise, go after that affluent client.
• Do It NOW - Don't wait for 'the right time'. There's no time like the present. "Action expresses priorities." - Gandhi
• Stop procrastinating because you're 'afraid'. This is a No Whining Zone — no one is going to change your diaper.

You're Not Charging Enough For Your Services.

The other day, I came across an old contract when I worked at <confidential> from a famous consultancy called <confidential> in NYC. The contract was signed prior to my employment and after 2 months, I fired the consultancy based on their incompetence with the project. I was amazed with the short and cavalier agreement and the associated fees for each service:

• Project Management: $39,800
• Creative Development: $45,025
• Website Development: $57,350
• Audio Production: $8,550
• Testing & Delivery: $27,350
• On-Site Production: $98,580
• Electronic Mail Campaign & Fulfillment: $5,875
• Recording Studio & Equipment Rental: $15,885

The Grand Total? $298,415 for approximately 2 months work building a simple web site with six hour-long webcasts. Oh by the way, the price doesn't include any changes/additions, overtime, hosting, travel expenses, or technology. That's extra. (I get the feeling they came up with the number and worked the financials back into logical groupings — again just a feeling)

Three-Hundred-Thousand-Dollars. Granted, the agreement was dated 2000, so in today's dollars, we're talking over $400K to build a simple site.

But I present this contract to you to illustrate one simple fact:

MOST PEOPLE DO NOT CHARGE ENOUGH FOR THEIR SERVICES.

Why? You're afraid of losing clients and scaring away any potential prospects.

Guess what? GOOD! You don't need to work with them! It's time for you to fully understand the value of your services and to get a better idea what the market will bear. What would happen if you increased your fees by 50%? 75%? or 100%? I know what would happen . . . it happened to me:

1. You would have less clients. You can then spend more quality time with your current client base.
2. You would have higher paying clients. People who are probably more successful.
3. You would have clients who are serious about working with you. You will be working with people who play better tennis, so you'll have to bring your 'A' game.
4. You would have clients you really want to work with. Charging more allows you to be picky and not just take anyone.
5. You would begin to build a long list of clients who demand your services.

Are there lines around the door when HTC releases a new phone? No. How about Apple? Absolutely. You need to be the Apple of your industry.

At first it's scary. Clients will bolt, they will complain. But new clients will appear and start telling their friends.

As an example, I have a client who was charging some of her clients $100-$125 per session. After much prodding on my part, she is now charging $200 per session, and her clients are telling their friends — and her appointment book is overflowing with new clients. (By the way, she just hit her all-time yearly revenue goal in 2016!)

I also coached another client who was feeling unappreciated in their current role. They have been delivering key improvements to the company for over five years (most making the annual report). But for some reason, they received no raise, promotion, or accolade from management. They tried to inquire, but were rebuffed time and time again. Ultimately, I had them look outside of the company and within a month, they had a brand new position at a bigger firm with an increase in pay of 20%.

Raise your prices with chutzpah and the clients will line up at your door.

P.S. I'm not a hard-liner on this. I do coach two pro-bono clients every month. So there.

Basic Résumé Structure For Success.

Many of my clients frequently ask me for my opinion on the do's and don't's of a good résumé. Let me begin by saying résumé advice is highly subjective. Everyone has an opinion and everyone will find fault in your advice. I am going to go out on a limb and let you in on what I think is a basic, generalized format (IMHO):

Contact Info: Name, Cell, Email, Address, LinkedIn URL (this is new - make it like www.linkedin.com/in/richgee)

Summary Statement: 1-2 sentences that clearly define who you are and what you're looking for. Feel free to add a few bulleted items - not a lot. It needs to be powerful and slightly provacative.

Experience: Company/Location/Duration/Title - then have a few critical bullet points that focus on what you delivered and the result. Pick the best ones - throw out the fluff.

Education: Keep it short and sweet. Add in any related experience, workshops, seminars, etc. That's learning.

Activities: One line, make them interesting. A good hiring manager is looking for enthusiasm and fit - give it to them.

Optional: If you have room - add a testimonial or two from important people you've worked with. You can grab them from LinkedIn. I have a client who had two testimonials from the presidents of both companies they worked for - I told her to showcase them!

Length: 1 Page - New to the workforce - 1-2 years out of school. 2 Pages - Normal - 3-10 years in the workforce. 3 Pages - Experienced - 11-30 years in the workforce. 4+ Pages - C-Level Executive.

Format: Font: Helvetica - don't play with serif fonts (my opinion) Columns: 1 inch either side - give it space Leading (space between lines): 1.2 - give it space Size: 10-12 point - normal reading font size Footer: Your name and 'Page 1 of 3 Pages' (it helps) Delivery: PDF (Word attachment if asked) - it keeps the format

Again - this is my opinion and can be seen on most résumés. Remember, most recruiters and hiring managers are going to initially spend 8-10 seconds scanning your résumé. The more you make your résumé unique, the harder it will be to absorb key info and they'll toss it into the circular file cabinet. Keep it simple, concise, and easy to read/scan.

If you are in a specialized industry, you will (of course) modify what I've listed above.

• Creative - add a bit more color, font use, even a subtle graphic (photo).
• IT/Engineer - add more areas for tools/software etc.

If you have any more questions, call me anytime. - Rich 

How To Eliminate Your Fear Of Hard Work.

I work with a broad spectrum of clients. All the way from the CEO to the college graduate, I help people overcome obstacles and better understand what's holding them back.

One recurring area I encounter is the fear of 'more work'. What do I mean by 'more work'?

It's the belief which holds accomplished executives back from pursuing a promotion or opportunity with another company because they believe that more money or new job equals more work, increased responsibilities, and more headaches/exposure. It might even be a small project offered to them.

It's also the belief where unemployed people are unwilling to interview and go after work because they are afraid of the idea of working 60-70-80 hours a week. It's less painful to stay home and surf the web.

It might be the opportunity to expand your business, take on additional employees/consultants, make a lot more money. But you shy away from these situations frequently.

Fiction is often scarier than reality in this situation.

You might have to work hard your first few weeks/months on the job. That's a fact. You have to get acclimated, develop a reputation, and deliver before you can click into 5th gear and use less gasoline (time and effort).

Here's how to face your fear:

Sit down and clearly lay out what you're actually afraid of. Is it the hours? The hard work? The exposure? Rebuilding your reputation? Fear of failure? Fear of success? Never going to see your family again?

Write it down. Get all of your emotions down on paper. Draw. Sketch. Make that paper a visceral representation of how you feel about change.

Then step back, look at it, and realize your representation is achievable and frankly, not that scary.

It's like a horror movie — we are actually more scared of the monster that we don't see (e.g., like Jaws, Alien) than the one that pops out at the start of the movie.

You need to realize this representation is not a state which will last forever. You will see the light at the end of the tunnel — it's probably going to last 3-4 months TOPS.

Now go get that new position with vim and vigor!

How do you face your fears?

Tough Interview Questions FROM Your Future Boss.

My last post on interview questions focused on those questions you should ask your interviewer.  Everyone prepares for the basic interview questions — here are the ones that come out of left field and cause you to stumble. Or as I say, "The ones that bite you on the butt."

Here they are:

1. How do you handle stress and pressure?

This is a big one - not only do they want to know if you can - but they also want to know some instances when you have encountered stress/pressure and prevailed. Get your stories together and prepare to use them to cover this question.

2. Why do you want this job?

This one cuts to the chase - it will tell the interviewer if you are just playing the field or if you are REALLY serious about the position. Be sincere and show them your enthusiasm for what you do, for the company they work for, and the potential of the two coming together.

3. Why should we hire you?

A blatant frontal assault on your abilities and experience. Keep smiling and take it on as a challenge - relate your background and successes as they align with the position and company. Use a shopping list technique - list off and count on your fingers all the reasons why you are the PERFECT candidate. Your assertiveness and enthusiasm should drive the day.

4. Why are you leaving your current job?

Most of all stay positive with your answer. Don't kill the company, industry, boss . . . anything. In fact, blame yourself — tell them it's time for you to move on to bigger challenges and to begin to stretch your abilities. If you can also build in the attractiveness of the current company your interviewing with — so much the better.

5. Why are you better than anyone else?

This is where you have to throw off the shackles of bad self esteem and BRAG. You need to be assertive in your answers and clearly show why the combination of your experience and talents make you their only correct choice. BE BOLD!

6. What do you do in your spare time?

Get ready for this one. They are really trying to find out who you REALLY are. Are you active/sedentary, do you educate yourself, are you a member of groups, are you a leader, are you enthusiastic, do you fit in with other organizations? Make sure you align with the company culture and structure. If you are interviewing with Eastern Mountain Sports, they don't want to hear you like to curl up with a good book by the fire. They want to hear your last camping trip on a mountain.

7. If we offer you the position, will you take it?

This is a really bad question, but they do ask it. I always tell my clients to answer, "It depends on a number of criteria we agree on."  You don't want to sound too excited about the position, but then again, you don't want to sound to relaxed about it either. Another answer is to ask a question, "Are you offering me the position?" That gets their attention.

8. Where else are you looking and why do we stand out in your set of choices?

Never be specific here. Don't name names or companies — stay general and present the image that you are a hot property on the market. You can use terms like, "I have asked to meet with a number of executives in the industry." or "I have a number of irons in the fire — some are hot and some are smoldering." To the stand out question, give them some props — "You stand out very high in my search — it would be an honor and privilege to work here."

9. Are there any reasons why you wouldn't take this job if it were offered?

Again, never be specific here. They are baiting you — waiting for a response to trip you up, make you look like you are a 'glass-half-full' person, or a major faux-pas. A great answer to this question is: "Honestly, at this point, NO — but as we get deeper into the hiring process, I might have additional questions." Or you can hit them hard again and ask, "Are you offering me the job?" Not only does it serve back the question with a well-placed backhand, they then need to respond.

The BEST Interview Questions To Ask Your Future Boss.

You're nervous, but be prepared — they are going to ask you a lot of questions. Your answers are going to play a major part in their impression of you.  Most interviewees don't realize the questions they ask also play a major part in honing that impression. So you need to plan, make time, and ask them.

This is important — it's not always their answers — it's the impression you make asking the questions. It shows you are confident and in-control. That's who they are looking for.

Let's cut to the chase - here they are:

1. Can you explain the culture here at (the company) and provide examples how (the company) upholds it?

It's not only the information provided, watch how they answer it. You're asking them to sell you their company and if they fidget of prevaricate - watch out. Watch their eyes and see if they stumble — they are not going to be prepared for this question.

2. Is this a new position or replacement? Why? Is it changing?

This will tell you if the company is growing or if there were problems in the department. If it's a replacement — was it them or the previous person who had the position? You need to understand the dynamics of the situation you will be stepping into.

3. Where do you see (the company) in 1, 3, 5 years & how can I help (the company) get there?

You'll have some ideas where the company should be moving, but it's important to see where THEY want it to go. If they stumble here — watch out.

4. Walk me through a typical day - who will I work/interact with - go/travel?

This sounds pedestrian — but it is important. It lifts the veil on how your boss expects you to work. And it gives you a window how the culture is — all meetings? Travel? Presentations? Phone calls? Or real work?

I've kept the last three as your BEST questions to ask — don't forget these:

5. What are the most important things I need to deliver in the next 30, 60, and 90 days?

Not a lot of people ask this question. It shows you are interested and enthusiastic — two areas you want to display to the interviewer. It also gives you a picture if they are reasonable or high about their expectations.

6. What keeps you here at (the company)?

No one ever asks this question and it will close the deal for you. It's a GREAT question to ask. First, interviewers are unprepared for this question so they usually answer honestly. Second, you really want to hear the answer. Finally, the interviewer is impressed with this question. Many of my clients have told me this question clinched the job for them. Use it.

7. When will you be making your final decision?

A lot of interviewees forget to ask this question. They thank the person and walk out. This question ensures you remain in control of the timing — you know when they are going to make a decision. If they say "I don't know" — that's a HUGE problem. They might drag this on for weeks/months. It also allows you to schedule follow up calls with the interviewer: "So if I don't here from you Friday, can I touch base with you Monday or Tuesday to get an update?"

BRAG — Toot Your Own Horn Without Blowing It.

Most people can’t sell themselves.

The Best Salespeople, who obliterate their numbers every year, selling products and services - have a hard time developing a personal talk-track.

Accomplished Executives, who are comfortable pitching in boardrooms, convincing multi-nationals to sign on the dotted line — have a hard time in interviews for a new position.

Business Owners, day-in and day-out, have the best location, web-site, media, and business card — have a hard time coming up with a simple process to close the deal.

Why is this? Why is there such a dichotomy between great sales performance and the ability to apply those techniques and tools to ourselves?

In my ongoing series, “Are You A Catalyst?”, today's focus is knowing how to brag effectively.

Peggy Klaus, author of Brag! The Art of Tooting Your Own Horn WIthout Blowing It, proclaims we tend to tell ourselves myths which ultimately sabotage our actions.

Myths such as:

• A job well done speaks for itself.
• Bragging is something you do during performance reviews.
• Humility gets you noticed.
• I don’t have to brag, people will do it for me.
• Good girls don’t brag.
• And the biggest one — Brag is a four-letter word.

Her main drive is to abolish these myths taught and ingrained into our psyche. One has to un-learn past behaviors (taught to us lovingly by our parents and schools) — to be prepared to brag effectively when it feels comfortable — during appropriate times and places.

Some suggestions from Klaus:

• Get a plan in place - be prepared with tight talk-tracks to help you brag.
• Get creative - make what you say engaging and interesting.
• Become the star player vs. promoting team spirit - take credit when credit is due.
• Brag through your weak points - acknowledge liabilities and focus on strengths.
• Make sure your fans get it right - prep them to present your story in the right light.

This book is a keeper — I recommend it to all of my clients when they hit an invisible wall and struggle with self-promotion. Check it out.

What techniques do you use to brag effectively?

Add More Torque To Your Organization.

What’s torque? It’s a measure of the turning force on an object such as the pushing or pulling of a wrench handle connected to a nut or bolt. It produces a torque (turning force) that loosens or tightens the bolt. If you elongate the wrench handle (by adding a long pipe) you increase the torque, or turning force on the bolt.

Cars have torque too - it’s your gear system. In first gear, you have the most torque on your drive train (which ultimately moves your wheels) and you can climb any incline. But as you move up the gears (2, 3, 4, 5, and 6), you use less torque and your car can go faster and faster and faster.

I feel like Tim Taylor from Home Improvement right now.

Let’s talk about your career.

How can use less torque to what you do? To go faster and faster with less effort? How can you add a pipe to that wrench to effortlessly loosen the bolt?

The funny thing is, you probably know what ‘torque-related’ elements there are in your career or business — but you’re just not using them. They’re sitting in your toolbox, gathering dust.

Let me list some of the elements and their corresponding tools:

• Promotion/More Pay — Deliver faster, better, get other key execs to recognize you. Ask for more work, exposure, or the ability to work on your boss' projects.
• More Clients — 80/20 rule - who are your best clients? Go find out where the 20% live, meet, and congregate. I promise you there will be more of them waiting for your services. Let the underperforming 80% go away (for the time being).
• Efficient Team — Find out what motivates, energizes and leverages their strengths. You won’t believe what they can do once you initiate these levers.
• Technology — You can do it yourself, learn how to do it better, or get someone to do it for you. Guess which one moves you the fastest?

Get where I’m going? Go out and start shifting into 4th/5th/6th gear or find a pipe to turn your wrench. Don’t just stand there and say “I can only move in one gear” or “that bolt will never loosen”.

You have a complete toolbox to choose from. It’s inside you.

What your favorite tool in your toolbox you use to move faster?

CMO to CEO: Insights & Advice From CEOs Who Have Made The Transition.

Little is written about the options available to CMOs to progress beyond their role as marketers and become key players at the executive committee level. At the Rich Gee Group, we frequently run into many C-Level executives who want to progress to the top rung and help them develop a strategy on what they should be doing to make themselves credible contenders for the CEO berth.

Spencer Stuart has a great report (click here for the PDF) that outlines each of the 10 ways to prepare for a role as a CEO:

1. Take on a general management role in an emerging market
2. Broaden your skill set at every opportunity
3. Gain experience in at least one non-marketing role
4. Get involved in as many mission-critical, non-marketing projects as you can
5. Demonstrate your credibility and track record as a commercial leader
6. Develop close working relationships with other functions
7. Work with the CFO to value the company’s brand assets
8. Hone your communication skills
9. Learn to make the tough decisions
10. Find a mentor who is already a CEO or in a general management position

It's a great read. Enjoy! - Rich