Do you want to live a life of self-empowerment? In this series you will learn from Jim Cathcart about "The Eight T's" that are necessary to start believing in yourself so you can accomplish your goals.Sign Up to Watch
-What's up, Thrivers? This is Paige Taylor, and today, we're sitting down with Clay Clark and Jim Cathcart, and they're talking about self-empowerment-- the eight T's on the TCC Business School powerd by Thrive15.com . Now, Jim was listed as one of the top 100 minds on personal development by Leadership Excellence Magazine. He's also a recipient of the prestigious Golden Gavel award for public speaking and communication. So in this lesson, Jim is going to give you the tools you need to create an environment where you succeed, so let's get into it.
-All right, guys. We're here with your mentor, Jim Cathcart. And I promise you I won't be on screen long, OK? I'm going to step aside, and just give you the floor. But today, we are talking about self-empowerment-- the eight Ts. And this is from your book, "Relationship Selling", and we're going to dive into this. And I specifically wanted to talk about this, because I talked with a Thriver the other day.
And this Thriver is actually in Orlando, and he's got the idea. He knows what he wants to do, but no one's ever told him he could do it, and he didn't feel like he could. And we had a long discussion, and he said, I don't know how to keep myself motivated each day. One, it's the desire to get out of bed, and two, it's this belief that I can do. And we talk with people all day who lack in this area of believing that it's actually possible.
It's easy to see someone like you, who's already achieved successive, and believe, wow. That happened, that worked out for them. How does that work for me? So that's kind of what we're talking about today, and I'm excited to hear about it. Thank you, this is your show now-- you take it away.
-Thank you. I tell you what-- most of us start out not believing in ourselves. If you look at highly successful people, the vast majority of them did not start out with the confidence they needed. They did not start out with the surroundings, the people and tools that they needed, in order to get there. They had to make themselves successful.
And those that truly have made a difference in the world are the self-made people. I love Earl Nightingale's quote. I heard this years ago, I remember hearing it. He said, everyone's self-made, but only the successful will admit it. Ooh.
Here's how you can empower yourself. If you find you're not getting that much from the world around you, start it on the inside, OK? Self-empowerment-- there are eight words that conveniently, for Thrivers, start with a T. OK, the eight T words-- first one is target. So make sure you know what you're going after.
Write it down. If you have a goal, and you haven't written it down, it ain't a goal. It's a wish. It's an intention.
It's not a goal. A goal's only a goal when you commit it to writing. You say, Jim it's not that big a-- Yes it is. It is.
Because the physical act of writing changes the thought into a tangible mark. Tangible mark has meaning. When you see that, it influences you. The simple act of writing it down is a big deal, OK? So write down your goals-- all your goals.
And then take the target you most want to go after, and put it in front of you. And keep it clear every day. And don't just say, I want good health. Say, I want to be able to run a mile in x minutes. I want to be able to do x number of sit-ups, I want a waist this size, I want-- you know, be specific.
Don't just say I want good health, because good health might be simply the absence of disease. Well, that's pretty lame. There's a lot more available to you than just that, right? Or, I want to be wealthy, I want to not have any money worries. Get specific.
Write the number down. How much money is that? I don't know. Find out, talk with other people. Come up with a number.
Commit to the number. Yeah, but what if I commit to the number and I don't know how to get there? Duh-- that's where everybody's at, right? OK, start by writing down the number. It's what you want that-- the target's got to be clear, or you'll never hit it.
You can throw all day, and you'll hit all kinds of targets, or do like a lot of people. Throw your darts, and then wherever they land, go draw a target around them. And say, gee, I succeeded.
No you didn't. But you could pull off a convincing fake for a short time. The only way to succeed is know what you want, and then make the changes necessary to get
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Number two-- you need the tools to do it. Now, the tools may be information. The tools may be people. Maybe you need to connect with some folks. Tools may be a work setting, a location, a venue, a space big enough-- well-lit enough to do whatever it is you want to do. Get the tools you need. Well, I don't know where. Most people don't when they start. That's the whole point. If you don't know where the answers are, find the answers. Well, I don't have any money. Go to the library. Go online. Search YouTube. The answers are out there, trust me. If you decide you're going to find the tools, you will find the tools. And as you start to succeed, constantly upgrade your tools. Sharpen your tools. Get better information. Get better resource people to refer to. Get experts that you can find a way to access them. So get the tools you need. And then make sure that you train you. So last year, I had the opportunity as the chairman of the Voices of Experience audio magazine for the National Speakers Association-- it's a group of several thousand professional speakers and authors. I interviewed over 100 self-made millionaires-- key phrase, self-made. I interviewed over 100 of them, and I asked them, what are your secrets? What are your techniques? What tips do you have? None of them, without exception, none of them succeeded by accident. Every one of them was very intentional. They knew the target they were going after. It was in writing. They could say it verbatim. And it'd be the same way they say it every single time, because they were that clear on it. Number two, they had the tools or they found the tools or they found somebody that had the tools they could borrow or get temporary use of the tools. And then training-- they took the time to change themselves in whatever ways they needed to change in order to be successful. So don't worry about whether your company offers training or whether there's excellent training available in the easy access places. Make time to get the training you need that's one of the beauties of Thrive is that you're in a system that has answers-- lots of different types of answers of the basic skills across all kinds of categories. So as a Thriver, you're in a community, a learning community that allows you to multiply yourself 100-fold. It's all up to you as to how much of that you want. But make time to get the training you need. And if it's physical training, find a coach, a mentor, a helper. Find a YouTube video that shows specifically, hands on, how to do what it is you want to do. Take the time to get the training. And then make sure you allow the training time to sink in. Let me share something. You can hear and even write down all the knowledge in the world and learn virtually nothing. Learning doesn't take place through the exposure to information. It takes place in the processing of the information. So as a friend of mine, Kevin Buck says, without reflection there's no real learning. So think of it this way. When you present information to someone, that's kind of like putting it on the desktop, right in front of your mind, putting it on the desktop. If nothing happens after that, the desktop gets wiped clean and replaced with something else on the desktop. So what we've got to do any time we're trying to learn something is commit to taking the time to reflect on it and think, what does that mean? How could I use that? I wonder how that relates to this other thing that I know or believe that seems incompatible. Who do I need to talk to about that? See, when we do that, then what's happening is what's on the desktop goes back here in the depths of our mind and opens a file and fits into its respective file. So later-- months later, years later, a week later, when we're thinking about it, what goes on in your mind is more or less, it opens up the file. And if there's something in that file, it retrieves it, puts it back on the desktop and you can apply it. That's why before you're giving a speech or a sales presentation or going into a meeting, it's important to review what you already know, to re-read information you've read before. Yeah, but I already know it. Yeah, but it's in a file. It's not on the desktop. So you need to review that to refresh your mind, put it on the desktop for ready use. That's what allows people to be so spontaneous, thinking on their feet, because they've reviewed the information that would be useful often enough that it's on or close to the desktop.
---and you need the truth. Not what makes you feel good, what tells you the truth. You need information and you need feedback from others. If you say, hey how am I doing? You want somebody that'll tell you the truth, even if the truth is kind of ugly. Right. You know, Jim, I just didn't believe you. I'm sorry. You know, what you were saying was good, but you just-- I don't know-- you seemed like you were more interested in you than you are in me, and I just didn't connect. You know, you need people in your life that'll tell you that kind of truth. Or to people hey, breath mints, excuse me. You know, whatever-- we need the truth for heaven sakes. One time, years ago, in La Jolla, California. I had a staff meeting with my team, and I had a flip chart. And I wrote on the flip chart, the truth is OK. And they said, what-- what's that about? I said, well, sometimes things go wrong, mistakes are made, information is lost, something is broken, whatever-- you know, the opportunity is missed. And that's bad news. And there's a reluctance to tell me or Tony-- who was my partner at the time-- the bad news. Well, the truth is always the best possible news. Even if it's ugly, ugly, bad news-- as matter of fact if it's really bad news, I need to know it right now, while I could still do something about it. Because later it might be too late to make any adjustment at all. So, the truth is the only thing that we could really use. You say, well, I don't want to hurt people's feelings. Well, you're going to hurt my feelings whole lot more by telling me a half truth than you would by telling me all the ugly truth at once. I want to know what's so, so that I can take the appropriate action. And I think we ought to get out of the habit of worrying about hurting people's feelings. Be courteous. Be professional. Be appropriate. Be considerate. But don't worry about hurting people's feelings. We're-- people aren't that delicate. And if they are, we need to help them get past that. Because if they're that delicate, they can't make it through life without support. You know, they're going to run into problems whichever way they turn. So we've got to get in the habit of making the truth the number one, only thing, that we can focus on. And we tell the truth to other people. We expect the truth from them. And if they bring us bad news, don't rain all over them. You know, don't shoot the messenger for bringing the message. Just value the message and then get on with life, right. Tracking. Everyone needs feedback. We need to know how we're doing. I saw a slogan one time-- I worked in the Tulsa agency of Massachusetts Mutual Life Insurance Company-- and one of our slogans, that was in the training area, was-- winners keep score. Think about that. Go to professional sports, ask a participant in the game-- a player in the football game, baseball game, whatever it happens to be-- ask them, during the game, what's the score. They don't have to look at the scoreboard. Winners keep score. But it's interesting, winners don't just keep the score of the game, they keep the score of themselves. How many times have I done this today. How many free throws have I practiced. How many-- whatever it happens to be. They measure themselves, and they keep those numbers, and they track themselves to see how effectively they're doing each thing. For example, in sales you can take the number of calls you make, and that's a number within your control. You make more calls, you'll end up with more sales. But what if all your calls stink, what if you're just awful? Well sooner or later, you'll still make a sale. So if you increase the number, and increase the number, and increase the number, sooner or later you'll make a number of sales. But your calls stink. Wouldn't it be better to make better calls? Yeah. So you also track the number of times you contacted people. Maybe you're wasting a lot of those calls calling on people the wrong time of day, calling in the wrong way, call-- whatever-- OK. Then you-- you take a look at, not just the contacts, but the dialogue. How many of those dialogues opened up to where there was a trusting relationship and they were willing to listen and you got a chance to state your case and find out their needs. So, see, if I know how many times I got the conversation to open up, then I can increase the number of times the conversation opens up by sharpening my skills in listening and, you know, the words that I use when I'm talking with people initially. If the number of contacts is my problem, it may be I need to adjust the time of day I'm calling the people I'm calling on. Whether I'm going first by text, or email, or phone, or in person, or whatever it happens to be, whether I'm using referrals to help me get-- open the door, those kind of things. So they're all things you can control within the number of calls, the contacts, the dialogue you have, the needs that you uncover, and you can track the kind of needs that you uncover. You can take a look at the way you solve those problems, fill those needs, and the way you describe your product and the value it brings to people, the benefits, right. And as you improve each of these little subsets, then the numbers increase on the other end, which is the total number of actual sales. And then the number of times you asked for the order. If you're not asking for the order, chances are good you're not getting them. Because most people are waiting for your queue. They're waiting for you to say, well, let's wrap this up and get it delivered next week. Uh-- uh-- n--n-- not next week. Now, is that an objection? No, that's just simply a comment that next week doesn't work, so you work that out and you move on to the next date. So, there's a number of times you ask for order, number of times you get the order. And the ratio between asked and got the order tells you-- that's what they call your closing ratio, the number of times you confirm the sale, right-- that tells you how effective you are in that aspect of selling. But only that aspect, not the other end of the sales cycle, right. And then the number-- the value of each order that you get, and the number of customers you keep, as opposed to the ones that fall apart or just buy from you only once, and the net dollar value that comes out of all that. So, the more you track, the more you keep your own numbers, the more you can be your own sales manager. You don't have to rely on somebody else, you don't have to wait for them or worry about it. As a matter of fact, they will respect you more because you took the initiative to be your own sales manager. You're not kicking them out of a job, you're just doing the things they would have had to do if you hadn't done them. So, tracking is a big deal.
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