Ian Brodie

Ian Brodie


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More Clients Memorandum

How to write engaging emails

Posted on May 1st, 2011.

Last time we talked about what to include in a “nurture sequence” of emails designed to build credibility and trust with a potential client and so to eventually win their business.

I finished off the email by saying “Next you have to write it in an entertaining and engaging way”.

At that point you probably thought “hah – easier said than done”. And you'd be right.

But it's crucial to be able to do this. If people don't read your emails it doesn't matter what you put in them – it won't do a jot for your credibility, or build an iota of trust.

Ideally, you want people to look forward to receiving your emails and to open them straight away.

One reason they'll do this is if your emails contain a lot of useful information. Your knowledge of your clients' main problems, challenges, goals and aspirations tells you the topics you should be writing about.

But your emails also need to be entertaining too. We get so many emails these days, it's the entertaining and interesting ones that stand out.

Becoming an entertaining writer is a tough task. Nowadays I get many compliments on my writing (though I know there's still a lot of room for improvement).

But it wasn't always this way.

When I first started writing it was very stiff and formal. It was a bit like I was lecturing my readers.

And, to be frank, talking down to people is hardly a good way of endearing yourself to them.

So early on I learnt to write more casually. In particular, to write like I speak.

Imagine you're talking to a close business friend. What kind of language and speech pattern would you use with him or her? That's the kind of language you should be using when writing to potential clients.

That means using short paragraphs and sentences and simple words. And using the appropriate short forms: “I'll” rather than “I will”, “isn't” rather than “is not”.

I also learnt that using stories works much better than using facts and figures.

Personally, I'm a facts and figures guy. Probably because my first degree was in Maths.

But most people aren't. Most people enjoy and are persuaded much more by an interesting story or anecdote. It really brings your point home.

One of the first emails you probably got from me was “Hope is not a Strategy” where I illustrate how you need to take an active approach to your marketing by telling the story of what happened to me when I first set up my business.

I get a lot of people replying to that email telling me how it really hit a nerve and resonated with them.

I think the reason is that I tell my story. I don't just say what they should or shouldn't do – I say what happened to me and what worked for me.

Finally, write often and read often. I try to blog at least once a month and have been doing so for over a decade. Often much more frequently.

If you go back to my early blog posts you'll see how my writing has changed over the years.

I've gained the confidence to try out new things and “be myself” in my writing, rather than who I think I should be.

And by reading well-written blogs – particularly those with a very different style to yours – you come to appreciate what works and what doesn't.

In the next email I'm going to share a personal story that will help you see how to write in ways that will connect much better with your audience.

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Marketing

The Excruciatingly Painful Task that’s Critical to Your Marketing Success

Posted on April 29th, 2011.

Do The WorkI've written a few times about just how important having valuable content on your website is to your success at getting clients online.

And the truth is that nowadays, creating valuable content is central to almost anything you do in marketing. It's perhaps the best way of differentiating yourself from everyone else who claims they can do the same as you can.

Want to win clients with presentations and seminars? You need great content.

Want to get more referrals? Give your referrers a report or video or other piece of great content to give away and you'll get many more referrals.

Want to use networking to get clients? How much more powerful is it to be able to send potential clients you meet a brilliant article or report than just your business card?

Want to earn the loyalty and repeat business of your current clients? Send them great new insights, benchmarking and analysis for free.

All based on having great content.

The downside?

Developing great content is hard. Excruciatingly painful at times.

I'm currently working on a private membership site full of my very best ideas, training and knowledge on marketing and sales for consultants and coaches. So far it's been my very best work. I love the material. I love what it's going to be and how it's going to help people.

But it's so, so painful to develop. Like pulling your own teeth out.

With rusty pliers.

And I know I'm not the only one who feels this way. Creating content is a huge issue for so many professionals.

Today though, I read a short book that set lightbulbs off in my brain and, I'm certain, will help me accelerate developing this material 10-fold. It could do the same for you.

It's a Kindle book by author Steven Pressfield (bestselling author of The Legend of Bagger Vance and The War of Art).

You can get it either on a Kindle device or via the free Kindle readers for iPhone, Android, Mac and PC.

You can get it here.

I thoroughly recommend it. It's a quick read – probably took me about 30 mins. And it could have a huge impact on your ability to develop powerful, client-getting content.

Ian

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Marketing

What Carl Sagan Taught Me About Marketing

Posted on April 27th, 2011.

“Extraordinary claims require extraordinary evidence”

Growing up I was a bit of a fanboy of Carl Sagan. Although clunky by modern standards, Cosmos was a ground breaking TV programme and opened my eyes to the wonders of the universe. Later in life I found inspiration in “The Demon Haunted World”.

One of Sagan's most famous sayings was “Extraordinary claims require extraordinary evidence” (although the concept was originated by Pierre-Simon Laplace back in the 18th century).

Sagan was talking about scientific and paranormal claims. But it's equally applicable in today's world where we're bombarded by advertising messages and claims promising us everything from younger looking skin and 6-pack abs to success with the opposite sex, a fulfilling career, a secure retirement, brainier kids and untold riches.

And one of the dominant phenomena of the current era is that we've just stopped believing all these claims.

The problem is even worse on the web. Internet marketers have become obsessed with louder, shoutier headlines with claims that you can make millions in a few months “at the push of a button” or with just a few hours work a week.

And after the initial rush of excitement, most of us look at those claims and think “if they really could do that, why are they trying to sell me a $37 ebook?”.

Of course, the same applies to our own marketing too. We may firmly believe our coaching will help our clients find an amazing new career, or become a great leader, or double their business profits in 6 months. But from where our potential clients are sitting – in a boring job, or failing to motivate their team, or struggling to get by – those claims seem awfully bold.

So we need to prove them.

Lengendary copywriter Gary Bencivenga focused on this. While others were obsessing about clever headlines and hooking-in readers emotionally, Bencivenga stressed that the most important factor in an advert was unquestionable proof – and yet it's so rare.

How can we prove what we say?

  • We can give a “reason why” – a logic to our claim. In Bencivenga's case he talked about an advert he created as a kid to sell worms to fishermen. His headline of “Local worms catch more fish” gave a plausible logic as to why you should buy his worms.
  • We can give evidence: testimonials, case studies, notarized statements of income.
  • We can give strong guarantees.
  • We can demonstrate what we say. If we're promoting consulting, training or coaching on a specific area where we claim to be an expert we can prove that expertise in our presentations, seminars, articles and blog posts.
  • We can give results in advance: share ideas that help our clients improve before they even work with us – so that they'll believe our claims about how they'll improve once we're hired.

And the bolder our claims, the stronger our proof needs to be. As Sagan said:

Extraordinary claims require extraordinary evidence

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Selling

Do You Really Need a New Sales Process?

Posted on April 27th, 2011.

Sales ProcessI read a thought-provoking blog post by Dan Waldschmidt today entitled The Lie of a “Better” Sales Process.

In it Dan argues that we spend far too much time looking for a shiny new way of selling that will improve our results – and far too little time getting better at using the perfectly adequate process we already have.

I'd agree with him up to a point.

If you've already got a decent sales process or methodology in place, then switching to a new one is going to have little impact on your success. Some methodologies are better suited for selling professional services than others (SPIN, Solution Selling and the ORDER process from Let's Get Real immediately spring to mind). But given a decent methodology, you're usually far better off getting better at using it than starting again from scratch.

However, there's an exception to this rule.

And it's one that, sadly, applies to many consultants, coaches, lawyers and other professionals.

If you don't use a methodology at all – then you need to find a decent one.

If you “just wing it”, you think you're a “natural salesperson” or you use what you've learned from your personal experience – the chances are your performance is way below what it could be.

Sales isn't just an art. It's been studied based on decades of experience and observation of thousands of sales meetings. And that includes large, complex professional services sales.

If you're using just your own experience or what you've learned from colleagues and you're up against a competitor using a process based on these decades of experience from thousands of people then you're going to be outgunned time and time again.

And before you invest in sales training focused on “tips and techniques” – make sure you have a solid process in place too. Otherwise most of what you learn will be pointless. Rather like trying to learn how to “fade” a golf ball when you haven't got your basic swing sorted.

——

How about you? Have you switched sales processes and had great success? Or has it just been a horrendous waste of time? Drop me a comment below, it would be great to share experiences.

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More Clients Memorandum

How to make email marketing work

Posted on April 24th, 2011.

Last time I talked about how you can use email marketing “autoresponders” to nurture potential client relationships on autopilot.

But how do you create a good autoresponder sequence?

Well, I'm not going to pretend it's easy. Since writing this post I've written an entire book about email marketing. But here are some hints.

Start by thinking through a timeline. At the start of the timeline is your potential client today. Write down their “state of mind” right now as it relates to the sort of services you provide.

So, for example, if you're a procurement consultant they may start off worried that they're spending too much on external purchases. Feeling out of control and victimised by their vendors. Confused as to where to start, etc.

Now think about their state of mind after you've worked together.

Perhaps they're feeling in control. Elated that they've saved 20% of their external costs, etc. Whatever state of mind you typically leave your clients in when you've had a big success with them.

Now here's the crucial step…

Wind back a little bit.

What state of mind do they need to be in before they'll be ready to hire you?

You may think initially that this is the same as the initial state of mind – but it's not.

Initially they may be confused and concerned – but are they motivated enough to hire you (hopefully for a significant fee)?

Usually before clients hire professionals they need to have built up some degree of confidence in three things:

-> Their problem is big – and they need to fix it urgently.

-> You've got the skills, capabilities and track record to help them.

-> You're the kind of person they'd be comfortable working with.

Chances are they don't feel all of these things initially.

So before they're ready to hire you, you're going to have to take them on a journey to get them into this state of mind.

If you think through the individual steps needed to do this, and the natural order of doing them – that gives you your autoresponder sequence.

So, for example, sharing some case studies of other clients in similar situations and their realisation of how bad their situation was can help raise urgency.

As can sharing any diagnostics they can use themselves or early warning signs they've got a problem.

Success stories of people who've made significant improvements from their position can help them believe that it's not a lost cause for them.

Just go through – step by step – the very specific things that they need to believe before hiring you and you've got an outline for your sequence.

Next you have to write it in an entertaining and engaging way. And, of course, you have to be writing about topics your client's are inherently interested in. You can't just send them stuff that tells them how great you are!

But that's what our next email is all about…

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More Clients Memorandum

Nurturing clients on “autopilot”

Posted on April 17th, 2011.

We've been talking recently about the importance of nurturing or romancing your potential clients. And in the last email I shared my simple system for categorising clients into As, Bs and Cs and investing time each week or month to think of how to build your relationships with those As and Bs.

But what about the Cs?

Who are those C category potential clients? Well, they're mostly people I haven't met or had detailed discussions with yet – so I don't really know whether they could be great clients for me. That means I can't afford to invest a ton of time yet into creating a tailored plan for developing my relationship with them.

Historically, C category clients have been largely ignored by most professionals. Maybe they received a Christmas card or maybe a newsletter every now and then. But most professionals invested their valuable time in their As and Bs.

And that was the right strategy. There just aren't enough hours in the day if you're having to do all your nurturing by hand.

The Power of the Internet for Building Client Relationships

I'm sure you won't be surprised to hear me say at this stage that “the internet has changed everything”. It's a bit of an overworked phrase.

But it has. It really has.

Through online marketing on the web it suddenly becomes viable to keep in touch and add value to C category prospects.

And it's well worth doing so. You may not yet know whether they could become great clients for you, but they might.

“Might” isn't good enough if you have to invest time and effort into communicating with them. But if you can do it essentially for free, then “might” is not bad at all.

And if you can build up a very large number of “might”s then it can become incredibly powerful.

With old-school nurturing you can invest your time in (say) a portfolio of 25 potential clients each with a 20% chance of becoming a client. That means you'll get 5 clients from your nurture activities.

Now let's say your C category potential clients only have a 1% chance of becoming a client. Doesn't sound so good initially. But what if you can nurture relationships with 1,000 of them? That gives you 10 clients. Or even 5,000 of them?

Suddenly the economics begin to change.

And through the web, hooking up with 1,000 or 5,000 potential clients isn't unrealistic at all. If you can get sufficient traffic to your website, and if you can offer them something of value to get them to sign up to receive communications from you – then building a list of thousands of subscribers who could become clients isn't such a tall order.

In fact, it's exactly the strategy I've followed to build my business.

By optimising my website, doing targeted pay-per-click advertising, and harnessing social media I get lots of website visitors from people who could be potential clients.

By offering relevant free reports or videos in return for them signing up I've had thousands of people opt-in to receive communications from me.

And by sending (hopefully) useful emails like this one I can demonstrate to readers my knowledge and expertise in how to win new clients.

So over time, if I keep adding value, many of the people who receive these emails will choose to contact me and we'll end up working together.

It's an approach that – once set up – runs almost on autopilot. it works when I'm out of the office or even asleep.

And, to be frank, it's rather more pleasant than knocking on doors touting for business.

And it's something almost everyone can do for their business.

More details on how next week…

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Mindset

What's Your Story?

Posted on April 16th, 2011.

PersonasIn the world of espionage they call it your “legend”. In drama, it's a character's “backstory”. In marketing we often call it a “persona”.

In essence, it's the stories about you, your history, your experiences which uniquely qualify you to do the things you claim you can do. The things that give credibility to your services.

If you're a an innovation consultant, perhaps you spent 10 years at Apple and know how the very best do it. If you're an IT outsourcer, perhaps you used to be the CIO of a major corporation and know just what CIOs need from outsourcing. If you're a leadership coach, perhaps you interviewed the 10 most prominent leaders in your sector and know what they do that makes them so effective.

In my post on Marketing Half-Truths I showed how important this backstory can be. How it can give you significant credibility and also make you more interesting to clients.

I'm not talking here just about your achievements or your CV. Just a list of stuff you've done is neither interesting nor memorable.

What I'm talking about is crafting a coherent and memorable story that brings a logical underpinning to your capabilities and services.

It works best if you can sum it up in one sentence. “<your name> can <do what you say you can do> because <your story which justifies it>”.

In my case, I can help consultants and coaches get more clients because I've done it myself – despite being far from a natural at business development.

Here are some others from my Authority Marketing podcast interviews:

Drayton Bird can do world-class copywriting because he's an obsessive student of the art and learned personally from the very best.

Greg Alexander can use benchmarking to improve sales performance because he's an ex-Sales VP who teamed up with a benchmarking geek to devise a method that really measures what drives sales success.

Tom Searcy can help small businesses beat their bigger competitors to land huge clients because he's done it time and time again himself and has turned his experience into a practical methodology.

In each of the cases, the history of the person lends credibility to what they say they can do.

Knowing their backstory, I'm going to hire each of them ahead of someone who claims to be able to do the same, but doesn't have the same credibility in their story.

So do you have a credible backstory like this?

I'm not suggesting you make one up if you don't. But what you can do is identify and focus on the elements in your own history which support your claims. This could be jobs you've done, experiences you've had, something you've studied, or a quirk of your personality.

What sort of stories typically work well?

In no particular order, here's a list of types of backstory which can work well. See if your experience can fit into any of these templates:

  • “I've done what you want to do”. This is a particularly powerful one. If you've done yourself what you're advising others to do (turned around a company, led a large organisation, doubled the sales of your business) then it makes sense to people that your advice will be good.
  • “The researcher“. You may not have done yourself what you're advising people about – but you've studied those who have and become an expert on what drives success based on multiple examples.
  • The power behind the throne”. You were the guy behind the scenes advising, guiding and coaching others who've become big successes in the way your potential clients want to. Who did Roger Federer turn to recently to revitalise his career? Paul Annacone, the guy who helped Pete Sampras to nine of his Grand Slam victories.
  • “The pioneer”. You've the guy who's come up with new ideas in your field. A new theory of leadership. The first application of benchmarking to HR or whatever.
  • “The man on a mission”. You're dedicated to a cause – reducing waste in the public sector, democratising leadership.
  • “The champion”. This time you're dedicated to a particular type of business. Like Tom Searcy, for example, who champions small companies in their fight to win big deals against their big competitors.
  • “The safe pair of hands”. You want someone to manage a big IT project? This guy's done dozens. He knows every trick in the book and lives and breathes these projects.
  • “The engineer”. The guy who sees everything as a puzzle to be solved. Incredibly curious and obsessive about cracking every problem he gets given. You have a tough marketing challenge? Give it to him and he'll figure it out.

And, of course, there could be a whole bunch more.

In every case, something about the character or the experience of the persona gives credibility to why you should hire them. People can understand simple stereotypes like this. The can mentally file them and associate them with good things.

And if they're playing their role well, their behaviour and the stories they tell should be congruent with that stereotype.

So what's your story?

———-

PS For more information on using personas as part of business development, check out Dan Kennedy's work on Personality in Copy, and Jay Abraham and Rich Schefren on Maven Marketing.

Image by Nicolas Nova

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Mindset

5 Crippling Beliefs That Keep Consultants And Coaches In The Poor House

Posted on April 12th, 2011. Myths

There's a myth often perpetrated in the media that consultants and coaches earn easy money doling out simplistic advice while hard-working salaried employees get on with the “real work”.

In my experience, the truth is very different. Most independent consultants and coaches work long hours, dedicated to helping their clients. They're still there plugging away long after the “hard-working employees” have gone home.

Yet most earn less than they did in the corporate world. And many struggle to survive.

It's not for want of talent or hard work.

Most usually it's because they're not good at marketing and selling their services.

And often, that stems from “crippling beliefs” they have about marketing and sales that undermine their attempts to get new clients.

In my time I've seen 5 particularly damaging beliefs that are commonly held by consultants, coaches and other professionals. Beliefs you must eradicate if you want to succeed at winning clients.

Crippling Belief #1: “If I do good work, people will hear about me”.

Painful truth: no they won't.

Sadly, good news doesn't travel. When researchers TARP looked at word of mouth, they found that if you have a bad experience with a business then on average you'll tell 12 people, and those 12 people will tell 6 others each. You've probably heard this or a similar statistic before.

However, a much less reported finding is that they also found that if you have a good experience with a business then on average you'll tell just a couple of friends. And those friends won't remember much, and won't tell anyone else at all.

And the problem with relying on word of mouth is that as most people practice it, it's a passive strategy. You're reliant on the goodwill of others to generate leads for you.

If you want more clients? Well, you just have to hope you get more recommendations.

So while word of mouth is great – relying on it alone is a sure road to the poor house.

Crippling Belief #2: “I just need to get my name out there”.

Painful truth: it won't make any difference.

Having your name out there more, having more people know about you, just means you're adding more noise to the constant barrage of promotional messages we all face every day.

“Getting your name out there” causes consultants and coaches to pay for advertising, send out meaningless flyers, and hire SEO companies to generate traffic to dead-end websites.

Unless you have a message that resonates with potential clients and that sets you apart from the myriad of others clamouring for attention then getting your name out there is pointless.

Crippling Belief #3: “I can copy what others are succeeding with”.

Painful truth: it might be working for them, that doesn't mean it will work for you.

These days we're overwhelmed with opportunities and information. Every day we see others “crushing it” with webinars, events, product launches, direct mail, networking, social media…

It's incredibly easy to become distracted – to try copy all the things other people (who always seem somehow less talented than us, but more succesfull) are doing.

But if we do this we'll hop from strategy to strategy. Always following the latest technique we've heard about and never mastering any of them.

And worse still, just because networking or social media or direct mail worked for one of your competitors or someone you saw speaking at an event doesn't mean it will work for you. Your clients are different. Your skills are different.

You have to tread your own path. Learn from others, but find the things that work for you. Then focus on them and become a master at them.

Crippling Belief #4: “I can't find the time for marketing”.

Painful truth: if you don't market, you'll soon have plenty of time on your hands.

Not having the time for marketing sounds ludicrous when you say it – but I hear it or something similar again and again.

You don't find the time for marketing – you make the time.

I advise most small firms and solo professionals that they should be spending between 10 – 20% of their time on marketing and business development. More in the early stages of their business.

If you can't make that time, then you've either got your priorities wrong, or (if you need to be billing for 80%+ of the time to make ends meet) you've got your economic model seriously wrong.

More usually, the problem is that people avoid marketing because they don't feel competent or comfortable with it, and unlike the area where they're an expert, it holds out the terrible potential for failure and rejection.

If you want to be successful you've got to get over this, and you've got to get over yourself. You've got to knuckle down, book the time, and get your marketing done.

Crippling Belief #5: “I'm not a (natural) salesperson”.

Painful truth: almost no one is a natural salesperson. It doesn't stop them, and it shouldn't stop you.

For some reason, many of us seem to have acquired this belief that “natural salespeople” kind of pop out of the womb that way. So we look at people who are good at selling and we assume we could never be like that and feel overwhelmed.

But the truth is that when we look at people who are good at selling, we're seeing the finished article. The product of years of experience and training. They didn't start off that way.

Sure, there are some skills like listening, empathising, making friends and being sociable that some people seem to be naturally good at or pick up at an early age. But those are perfectly learnable skills for us too. Along with the more structured skills involved in selling.

And we don't need to have perfected our skills to still have success with them. Most people see significant improvements in their success rate winning clients just by learning and following a simple, structured sales process.

Empowering Belief: “I CAN do this. I will do this”.

Marketing and sales isn't some magical thing you have to be born into. It's a set of simple principles and steps that anyone can do.

And it doesn’t have to be the pushy, hypey type of marketing that many of us would hate to do (see my article on How To Market Without Using Hype for details).

What it does take is a commitment to learn what you need to do and then to put it into action.

Can you do this? Will you do this?

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More Clients Memorandum

Practical tips for romancing your clients

Posted on April 10th, 2011.

In the last email I talked about the importance of courting your clients. Investing in building a high-quality relationship with them.

Great in theory – I don't think anyone would disagree with the concept.

But why do so few people do it in practice?

The truth is that romancing your clients is hard work.

It's a bit of a grind. And it's work that doesn't pay off immediately.

Consistency is the key – you need to be regularly in touch, not just calling when you need something from them.

Consistency requires you to be systematic. And I have to admit, I'm far from the most systematic of people by nature.

So this has always been a bit of a struggle for me. I'm always tempted to focus on shiny new toys rather than keep focusing on old friends.

To keep myself on the straight and narrow I devised a simple system that even I can use to make sure I'm being consistent with my client nurturing activities. It might be helpful to you too.

These days my business is all online and automated so I don't do so much personal nurturing of relationships and more. But this system worked very well when I did, and I thought it might be helpful to you too.

There are three steps to it.

The first is to list and categorise your potential clients. I use a fairly simple approach:

* I mark those clients who would be ideal for my business and who could bring me a lot of work as category A.

* Potential clients who are close to ideal, or who are ideal but small and wouldn't bring me a lot of business I mark as category B.

* People I've met who are interesting, but I don't yet know if they'd make good clients I consider as category C for now.

My primary method of keeping in touch with this C category is via my email newsletter which, of course, my As and Bs also get. Note: I don't sign them up for this unless they say they want it. I might send them a link to sign up or offer to do it for them. But I won't add them to my list without permission.

The second step is to write down your goals for your relationship with your A and B category potential clients.

In particular, I focus on what I'd like to achieve with them (perhaps it's that they hire me for coaching, or maybe it's a big training project) and what they need to know and feel before they'll be ready for that.

So, for example, if I'd like them to become a coaching client, perhaps what they need to know and feel is that I understand their challenges and that I've got the skills to help them overcome them.

Maybe they also need to feel that I'd be a nice person to work with – we'd have a good time working together.

And perhaps they need to have confidence in their own abilities and that achieving the sort of goals they're aiming for really is possible.

Over time I've found I'm able to identify common patterns of what potential coaching or consulting or training clients need to feel to be comfortable hiring me – so I don't have to rethink this stuff from scratch every time.

I also write down what I know they're interested in and what would be useful for them based on my interactions with them so far and a bit of research with our friend Google.

Then the third step is simply to review my lists on a regular basis and take action.

For A category potential clients I'll look at the list of names, what I'd like to achieve with them and what would be useful for them on a weekly basis. For the Bs it's every month.

Then based on that reminder, I'll plan some activities for the week where I do something to help progress towards my goal.

Sometimes it'll just be sending them useful information or inviting them to an event I think they'll benefit from. But it's better if I can be sure that what I'm doing is leading us towards the goal.

So if I'm sending them useful information, I'll usually try to make sure it's something that will build their confidence in my skills (an article I've written that talks about a client I worked with, for example).

Or if I feel they need to grow their confidence that what they're thinking of doing is really possible, I may send them a case study of someone who's done something similar.

I don't always manage to come up with something every week. But I do manage to come up with things often enough to build a good, strong relationship.

And thinking about them every week increases the likelihood that during the week I'll spot something relevant for them as I'll be more aware of what would be useful.

It's this regular drip-drip-drip of action that makes the system work.

We've probably all made lists and categorised our clients before.

I'm sure most of us have identified our clients' needs and interests and promised ourselves we'll use that information to build a better relationships with them.

But where almost all of us fall down is that we fail to turn that into regular action.

If you're not doing this stuff week in, week out, it really won't have much impact.

So if you're like me and this systematic nurturing doesn't come naturally – make sure you build yourself a weekly habit like this and build it in to your schedule.

Because, as we said last week, for the majority of your prospects, it won't be your first contact that turns them into clients – it'll be your 5th, 6th, 9th, 10th or more

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Authority Marketing Podcast

Authority Marketing Interview: John Seddon

Posted on April 7th, 2011.

John SeddonJohn Seddon is a global authority on systems thinking in service organisations.

Often controversial, always outspoken – John has been championing systems thinking for nearly three decades. He's a fierce critic of piecemeal government reform and top down target setting and often clashes with what he calls the “toolhead” proponents of Lean.

He's not everyone's cup of tea – he even has “hate” websites dedicated to criticising him. But he's built his reputation and authority to the level where, certainly in the UK, if you want to take a systems thinking approach to transforming your service organisation, John is almost always the first person you'll call.

In this podcast John talks about how (almost accidentally) he got started in the field of systems thinking. How he built his expertise and his reputation. Some of the branding mistakes he made along the way. And his advice for consultants and other professionals wanting to take the authority route to building their business.

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To find out more about John, his business Vanguard Consulting, and to get hold of resources on systems thinking, you can just google “John Seddon” or head straight to:

http://www.systemsthinking.co.uk/