Multiply The Money You Make With Greater Time Integrity (2 of 2)

Welcome back to the Magnetic Marketing Podcast. Today we get to continue with part 2 of Multiply the Money You Make with Greater Time Integrity by Lee Miltier. Now, if you missed the last episode, do make sure that you jump in. You don't want to be jumping in halfway on this one. There are so many golden nuggets that are unique to Lee that I want you to make sure that you are catching, including how to make sure that you leverage your time appropriately, how to structure everything, how to once again beware of vampires, and how to say no more. All those things are really, really helpful, and if nothing else, a really good reminder. I want to make sure that you are leveraging your time as best as possible. Now in today's episode, part 2, we're going to talk about 11 ways to be able to take your power back and be able to control your time, including how to actually take the time to work on your business. When do you do that and how do you schedule that into your already ridiculously busy schedule? That is what we're going to be learning today from Lee Miltier in part 2 of Multiply the Money You Make With greater time and integrity. Let's listen in. I don't think there's anybody that has had a bigger impact in the field of direct response than Dan Kennedy.

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Welcome to the Magnetic Marketing Podcast with your host, Dan Kennedy.

All right, let's talk about some protocols from the completely overworked entrepreneur. Do remember, the number one reason you are in business is to make money and be successful. And it's really great to be green and to save the world and all those things. It's— those are very admirable things, but are they feeding your children? Are they putting money in the bank? Are they doing the things that you need to have done? Make a list and a schedule. Everybody has to have lists and schedules, and most entrepreneurs that I have coached, even really successful ones, start to fudge on that. They start to just play by the seat of their pants. You have to make a budget too. How many of you make budgets with every project? Ooh, not enough hands here. Do you want to talk about stress? You don't make budgets and a clear boundary of you're going to spend so much money to bring a product or service to market, one, you're going to way overspend and you're usually doomed. You see, if you don't have a very clear boundary, you're going to get stressed. The other great thing about making a budget is we are good negotiators. One of the best negotiation strategies there is with anybody everywhere is for you to have a very clear budget. When you have a budget and somebody is now quoting you something that's over what you have aligned for that particular thing, all you have to do is tell the truth. It's way over my budget. I'll have to talk to somebody else. That is a great negotiating tool. People now know where you stand. So I highly recommend that when you create structure in your life, you actually start creating that structure with dollars also. Also take advantage of your own natural time rhythms. Everybody has different ones. And by the way, they change. So you may have been a morning person, and a few years later you might find the best creative time you have is late at night. But you as an entrepreneur, if you don't have protocols, here's what happens. Let's just take the morning. So this is the best time for me. I get up in the morning. I usually get up between 4:45 in the morning and 6:00 AM. I just wake up early. I wake up, my brain cuts on. Once the brain cuts on and I'm thinking, I just won't get up. I— there's no phones, there's no staff, there's usually no husband, there's the dog and the cat running around, and I go down, have my coffee, and I journal a lot in the morning because it allows me to think and think clearly and write out my thoughts and get very clear about what I want to do. But I also get to sit there and create how I'm going to script my day, how I'm going to use my time, and from about 9 o'clock in the morning till 10:30. I have a timer on my desk. I have the Millionaire Smarts program. It's a done-for-you coaching program, and I create a massive amount of reports and stuff for my clients, and I have to write those, and I don't let anything stop me from writing those. So I put the timer on, and when the timer goes off, I know I can take a break. Now this is training. Now in the beginning, I kind of rebelled about it, and I didn't want to do that, but once I started doing that It allowed me to be creative faster because our brain— we train our brain. Now, how I learned this is my first book is called "Success Is an Inside Job," and— excuse me, my first book is called "Think and Feel Rich." And so what happened was is that I hired this coach to help me write, and every morning I would talk to her at 6:30 and I would have to fax her what I had written. If I hadn't written anything, she got no fax. I had to pay her one way or the other. But she trained me as a writing coach that it was very easy to train the brain, that anything you do habitually at the same time, your brain starts to expect. So if you drink coffee at the same time every day, your brain is expecting that. If you eat cookies and ice cream every night at the same time, pretty soon your belly wants that. And that it's easy to train yourself to write if you give it a very specific time to do that, and that you will see sit there and not wait. By the way, folks, the entrepreneurs who say to me, I'm waiting to be inspired— good luck with that, okay? You know, maybe that will come, but what's better is sitting your butt down in front of the computer and actually having an outline and actually doing something. So take advantage of when you do that best. Then later on in the afternoon, or whenever is good for you, return the calls, do the business stuff. Don't mix the two. Are you aware that if you allow someone to interrupt you when you're doing creative work, that it takes your brain 20 to 30 minutes to go backtrack every single time. So if you're writing or doing something creative or creating copy or doing your marketing stuff, and all of a sudden you answer the phone or you let someone interrupt you, what happens is now you've lost your thought. You've lost that, that those gems, those diamonds of thought. So you value— when you— this is all about self-esteem, folks. This is all about value. How much do you value yourself? Because apparently a lot of you value other people much more than you value yourself or you wouldn't let people interrupt you. Drop-dead deadlines. The only reason we get anything done is there's a deadline, right? But again, most people don't have drop-dead deadlines, nor do they have what I call when the rubber hits the road. The road. Preparation time. 5 minutes of preparation absolutely can be an amazing amount of thing. But what we do is we get this great idea and then we take off. And most of the entrepreneurs that I coach and I work with and I observe, it's— I use horses as examples a lot because I have horses and Dan and I have that in common. If you're in a race, and you're trying to win the race. Obviously you're on a horse. You don't in the middle of the race switch horses. And the reason that so many entrepreneurs can never get any traction in life is they're always switching horses. They got distracted by a shiny object. They all of a sudden thought of something else that they should be doing instead of sticking to the task at hand and completing that and having a deadline. And the other thing that I want to share with you is that when you have a phone appointment with someone You should take a 5-minute break after every phone appointment and now do what I call due diligence, meaning write down what was supposed to be done, send to your staff or to your assistants the things that now need to be done. Do not think that you're going to remember it, and if there's one thing we get egg on our faces is that we promise to do something to somebody for a client and then we forget to do it. So I have a 5-minute rule and I always schedule 5 minutes after every phone appointment and every task because that one 5 minutes of what I call the rubber hits the road, my little saying, helps me focus my energy on everything that was just said. I also believe that people have selective memory. I make notes on what was agreed, and I'll talk about that a little bit later. Speak up and speak your truth. If you don't tell your staff how you can work and your friends and your family— and by the way, how many of you have relatives who don't really think you do anything? And your friend— how many of you work from home? Okay, you're in the most danger. You know why? Because if your car is parked out front and your neighbors want to come by, they think you're not doing anything. They don't have the capabilities and references in their brain of what you do. And let me explain the word capabilities. Capabilities is that can people absolutely understand the concept of something big. I'm on the flight yesterday to get here, and we see this all the time. Life is full of humor if you just look at it. I'm waiting in line to go to the restroom. It's a long line, and literally there's a lady standing in front of the bathroom, and for some reason on the bathroom door there's this little flappy thing. I have no idea what that is. She's pulling the flappy thing, and finally I said to her, what are you doing? She said, I'm trying to get into the bathroom. I said, "Well, how about the knob?" And she was like— and I took the knob and I turned it and opened the door for her and she went, "Oh." And she walked in. Holy God. I mean, if you're too dumb to get in the bathroom door, can they not put these people on the planes? I mean, our world is just filled with like these people that should not be walking around. And thank God we're not part of this group, yes? And I don't mean speak your truth there, but speak your truth in if you don't teach people who you are and what you believe in. I'm pretty much an alpha woman. Can you tell? And I don't care. I am an alpha woman. That's who I am. That is the truth. Don't get between me and what I want. Seriously. I mean, I teach people that. I hope to be a nice person and be kind and do all the good stuff in life, but When I have my sight on something, I am like a laser beam. I'm not shotgunning my mental, physical, emotional, spiritual life energy. I am focusing as clear as can be, and that is what you've got to do. Speak your truth. You didn't come here to do all this work to make measly money. You came on Earth to do this work to make real money, have a big life. You also have got to set aside some me time, family time, love time. But I've discovered this one little thing, and I'm guilty of this. If I work continuously— and I used to travel and do 100 cities a year in public seminars, and I did them 6 straight years. And I have great protocols. As a matter of fact, it made me really strong about my time because I'm 100 cities a year traveling from 9 to 4 doing public seminars. And I'm gone traveling a lot, which meant that every time we created anything in my office, we created a system. If we wrote a letter to collect money, now we adapted that one letter to go to anybody and everybody we needed to collect money to. If we created a system that I was doing TV or radio shows, we created a system that anytime and every time we did TV and radio shows, that was on the schedule. Every single thing I leveraged to create as a system because I don't want to keep reinventing myself. But if I work too hard, what happens is if I work week after week after week and have no playtime— and I'm an artist. I'm a photographer. I've traveled around the world doing landscape photography, and I oil paint, and my stuff has been shown in galleries. And if I don't allow myself to have the fun time to go do photography or go ride my horse or go paint or go play, what happens is, is I become very grouchy and don't realize why I'm so grouchy. And it's because the little girl inside of me, the kid inside of me didn't get to play any because I've been relentlessly pushing her and pushing her and pushing her and deadline after deadline. My doctor said that I have this disease called ambition. Seriously, she jokes about that. She said, Lee, you're so tired because you have this big disease called ambition. I went, yes. I like that. But if I'm not good to myself, then suddenly I'm not in a good mood and I'm unresourceful and I'm not creative. So anybody guilty of this? And guess what? Then you're not good to your spouse and you're not good to your pets and your children and your loved ones. And it all starts with you. So set aside the me time, because when you do your schedules, have you noticed if you don't put a vacation in, you don't get one, that fires will burn, things will happen? Okay, you got to have that in there. Don't let the needs of others override your needs in business. You have to know where your boundaries are, what you will and will not do. Do not be a people pleaser and a rescuer. Folks, you can't solve your own problems. I'm very confused why you're trying to solve everybody else's. Seriously, you really need to focus in on not overcommitting yourself, but focusing on where you can create profit. Don't let other people's lack of planning or problems be your problem. Now, how many of you— you don't have to answer this, but literally, seriously, you work with people all the time and you let their problems interfere with your productivity. And because we like people to like us, we let them get away with it. You know, the strike 3 rule that Dan talks about, strike 3, you're out, you need new vendors, new friends. We can't get rid of family all that often, but don't let other people's problems override yours. The other thing, and I'm guilty of this also, I had to learn this the hard way, who works for who with the employees? How often do you feel like that you work for the employees? Yes? Anybody? Well, whenever you start to get the red flag on that, you either now start to literally fix that problem, and because if you can't fix it, you need to start planning on getting a new person. Because literally these people should be on your team. Team means together everyone accomplishes more. It doesn't mean you serve them. This is a— they should be having a privilege to work for you. Accountability. I call this prescriptive behavior. A conversation planner. How many of you have conversation planners? Okay, let me tell you what a conversation planner is. This will save you all kinds of time. It's a list for every key person, partner, anybody important in your life, vendor, to remind you of the topics to discuss or topics already discussed. Remember I said earlier that people have selective memory? So what I keep is a planner and there's all these different folders in it and one's called Dan Kennedy, one's called Bill Glazer, one's called, you know, each person from my staff. I even have one for my husband, who by the way was so thrilled I was leaving this weekend. He said, oh, Oh my God, somebody not walking around asking me what I'm doing. I guess you have to know him. But a conversation planner is one of these brilliant things that you can do so when you get on the phone with someone you have all your thoughts right there. So you may not get a chance to talk to them. Bill and I only talk about once a month on the phone, and I'd better have everything I have to talk to him about and get clear about or I might not get to talk to him for another month. Another thing is displayed lists, thinking lists or storyboards. I have an office building and in my office building I have this beautiful trophy office. So if you come in to meet with me, it's this beautiful office. But my real office is just a regular looking office and it's surrounded by bulletin boards and whiteboards. I got rid of all the pictures, anything pretty, who cares? You see, I'm a visual learner. But you're visual, auditory, or kinesthetic, and most entrepreneurs tend to be visual. Out of sight, out of mind. Is that true? So get rid of all the pretty stuff in your office, your real working office, and create a displayed thinking list. Now, in the TV world, they're called storyboards, and you can walk in my office and each one of my staff people literally have a bulletin board with their projects that they're working on. The current status of those projects and when things are due. So I can walk in and know exactly what they're doing. Any of us can walk in, any of our staff, and know when we're working on a project what other people are doing and where they are in relationship to that particular project. We don't have to ask them anymore. So if you would use this, you will find that you will be a lot more productive because every time you walk in the room not only are your eyes seeing it, but your subconscious mind is seeing it. And all of your creativity comes from your subconscious mind. Everything you've ever heard, read, seen, been exposed to has been put in your subconscious mind. It's like a huge library. And if you want to get creative, all you have to do is ask yourself an intelligent question, such as, what is the solution for this? How can I make money here? You always want to focus on the solutions, not the problems. You can acknowledge the problem, but then instantly get your computer to start going into exactly what is the solution. And when it's up visually, all of a sudden it's triggering in your brain all kinds of options you might not have thought of. A delegation list. This is very important for staff, things that need to be done. It's similar to the conversational planner, but it keeps track of agreements. Who did What and when did you tell them to do it? Now I have developed something that my staff hated in the beginning. They balked at it. They fought me on it. Once I got them up and running, it only takes 21 days to create a new habit. So when you have resistance from people in your life, if you can get it to do them for 21 days, you'll see a difference. And this is it. At the end of the day, they have to fax me, no matter where I am, their completion list for the day. They have to fax me tonight when I finish, when I go back to my room, there will be paper from my staff saying I completed this, this, this, this, and this. The reason I do that is one, it keeps them very, very honest because I'm gone a lot. Two, which I didn't expect this benefit, but they feel accomplished. Because assistants and people who work in the office, it's a never-ending thing. They never feel accomplished.. And by having them do the completion list, we hole punch them, we put them in notebooks, and now I can go back to December 19th, 2009, and tell you exactly what my staff did that day. And the reason that's important is if you are not there a lot, if you are working a lot and you are gone and you need to find out if something was taken care of, you have that option of finding that. But it keeps holds them so accountable. Who would be willing to try this? I guarantee you it will make you a lot of money. The staff will not like it. All new staff, when you hire them, that's just part of the— you introduce that as part of their responsibilities. But if you can convince them, and remember, you have inside clients and outside clients. Your outside clients are your outside clients, but your inside clients are your staff. So you have to explain to them why this is to their benefit. And how I explained it was Instead of me driving you crazy asking you 100 questions, were things done? When you send me that list, I'll know what's done. But it's been a phenomenal way to keep my staff on target. And the delegation list, how many of you feel like you could use help with delegation? Okay, there's— delegation is an important thing. We're going to talk about that right after this. Bill did a survey with GKIC not too long ago, and he asked what was the number one challenge that almost every entrepreneur had, and the answer— so the number 2 answer was about implementation. So, I'm going to give you a real quick little tips here. Determine what you want to delegate. You always want to adjust for the individual. In other words, obviously you only delegate things that people can do. Explain the big picture. There's an important word here I want you to remember when you talk to your staff, and that word is because. Because. I want you to do this because your staff often does not have the ability to see a big picture on why certain things should be done. That is your job. You are the leader. You have to teach them how to think like that. But when you explain the big picture and then why this benefits them, you keep getting a check, okay, that assists them in understanding why they're doing something, they're not spending time and mental energy thinking about why they have to do it. Always set expectations. It doesn't mean you have to tell them how to do it. Most of our staff can do stuff we can't do, we don't want to do, we don't even want to know how to do. But we have to set the expectation. I expect this done by a certain time and in a certain way. Make sure they succeed with— before you get started, don't be— by the way, most entrepreneurs are really bad delegators.. In fact, that's one of the worst things that we do often, that we are perfectionists and that we are hard to let go of things, but you can't have a big life without a, without a staff and people to give stuff to. You can only get so much done. Make sure they succeed with the correct tools. If you want to develop others, you can free yourself for higher-level tasks, money-making tasks. Consider delegating anything anybody else can do 70% as good as you. You know why? You can fix it. And this is the biggest secret about delegation that I know. Allow your staff to jumpstart projects for you. In other words, I remember I used to send my staff down to the library and do all the research. We don't have to do that anymore, just get on Google. But get— I have my staff gather all the tools that I need, call the people, get the vendor prices, when can I get it, how much it would cost. I can have them have all this done for me so when I actually sit down and I have blocked the time, I'm going to make a decision. I'm going to pull the trigger on this project or I'm going to kill it. You know, it's— I like quick deaths. I really love quick deaths. If a project is not going to work, I want it to die instantly so I can go on to the next project. But my staff can give me the assistance to be able to make that decision. So procrastination. Anybody got procrastination problems? Yes? Yes. All right. Take advantage of— procrastination is really about being a perfectionist and afraid you won't start it right. You won't do it well enough. Give yourself permission. Good enough is good enough, as Dan talks about all the time. And the reason you want to do that is because when you say, okay, I'm just going to have good enough is good enough. All my peak performers know I send constantly stuff out that's misspelled, bad grammar, because I pre-framed them that, hey, I'm going to send you information my staff is not going to edit and it's going to look like hell and there's going to be bad spelling and all those things, and they don't care anymore because I pre-framed them. And so you can pre-frame yourself, give yourself permission. So what if it's not perfect? So what? Let's just get it started. Take advantage of small segments of time, use those 5, 10, 15 minutes of segments that you can break a project into steps and begin working on it. You would be shocked in your office if someone was walking around with a time clock and recorded every single thing that you do, how many little pockets of time there is that you know when you've got to get something done that you can be gathering materials, making a phone call. Entrepreneurs do not do well working long stretches of time. We really don't. After about an hour and a half, 90 minutes, literally we need to take a break. It's an interesting study that came out recently about yawning, and we kind of joke about yawning, but yawning actually cools down your brain, and entrepreneurs need to yawn a lot. Okay, go ahead and yawn. There you go. All right, break the project into manageable steps, work on completing one step at a time, and this helps you see immediate results. See, what we do is we keep changing horses in midstream. I'm going to do this. Whoops, nope, I think I'll do this. Whoops, nope, let's do this. Now not only are your staff confused, your brain is confused and you don't get anything done. I'm not going to brag, but I'm going to tell you this. My office literally gets more done in a month than most people get done in a year. We are one machine about getting things done. One, because I walk in every morning and go, Point, point, do, do, do, here, go, do. I am very good at delegating because when I delegate I help myself make more money. I want a big life. When I delegate I help them learn a task, and when I delegate I have a team behind me. If you do not have assistants, you have to have an assistant because you're doing all kinds of stuff you should not be doing. Remind yourself of the negative consequences of procrastination because of the lost clients, the panic, the embarrassment. The late charges. You know, I see people all the time who spend so much money on late charges because they weren't smart enough to pay their credit card bills off on time. What is wrong with these people? You know, what kind of structure in their life that they're literally flittering away their resources because they weren't smart enough to say on Tuesday, twice a month between 2 and 3 PM, I'm going to pay bills, or whatever your schedule is. Kick the habit by scheduling and allowing yourself also free time. Remember what I said before, you get very grouchy, you get very tired, you get very unresourceful without some free time. During the day I schedule in my— and we're very productive— I schedule little 15-minute blocks for myself. I have pets, I've got to play with the pets, I've got to walk outside, I do something I want to do just to cool my brain down, to kind of reset my computer. Give myself time to think a little bit more. Know when your best time to work is, delegate anything that you possibly can, and you cannot do everything yourself. And here's an advanced strategy. Before I start a project, if I'm considering getting— if I'm considering writing a book or considering doing a project with someone, whatever it is I want to do, even Before this presentation today, when Bill and Dan said to me, we would like for you to do this presentation, we like your materials, I thought, okay. I went and thought about it, closed my eyes and envisioned the end results that I wanted. That I literally mentally rehearsed what I want something to look like. And the reason I do that is because in the theater of my mind, I can go in and do all kinds of things to see if it's actually going to work. What— where's the hole? In other words, there's always holes in your plans, but unless you— you don't know about those holes in your plans until you envision it. And oftentimes people are so physically active doing things, busy work, that they don't realize that the greatest computer you have is your brain. Your brain is what makes you smart. Your brain is what makes you successful. It makes all your money. It's not the physical work that makes the money, it is your brain. So if you will think about how to do the project, what it's going to look like, you will see all kinds of holes in it and how you can fix those holes. And then think about how you're going to feel when you finish the project, because again, if you keep climbing mountains, folks, without ever kind of looking back in the landscape of your life and acknowledging yourself, patting yourself on the back of what you've done, you will get very tired. You will start to burn out. I went through a terrible burnout time in my life and I almost quit the whole profession because I was doing those public seminars and I just, I got to the point I didn't care, I was tired, I didn't know what I was going to do with my life, but I knew I didn't want to do this anymore. Anybody experience burnout a little bit?

Yes.

All right, we can't, we don't, we can't do that to ourselves anymore. We have to really be more nurturing and kind to ourselves. Another advanced strategy, and I want— and I've shared this with my peak performers, I want you to do something called the idear day. And this is to work on your business and not in your business. And I'm going to ask you to dedicate 12 days a year to this idea. 12 days a year. That's 1 day a month. And this should make you hundreds and hundreds and hundreds of thousands of dollars. A friend of mine, Mike Capuzzi, called this the HUMP Day, Help Unleash Maximum Potential. I like that. You want to seed your mind with materials, newsletters, magazines, books, CDs, educational DVDs that will help you reach your goals. Create an idea box, drawer, anything where you can store those materials to study. Then what we are going to do is submerge yourself in the environment that is different from your day-to-day activity. And that can be, for me, a hotel room in my own hometown, a friend's house— never your own house. You can never rest at your own house. And never, never, never, never your office. You cannot do it at your office. You need to be at a place where you are in a different environment. You can do it at the library, but that's still a little bit noisy. Then what I want you to do, turn off the cell phones, electronic devices, stop checking them. And it's going to be painful because you're addicted to them. And it will show you how addicted to you— you are. You can keep your computer on because you might want to take notes. Commit to spending the day going through materials you have not had time to read, study, and research, and that often you have products that have cellophane on them that you spent a lot of money for that you've never used. The goal is to look for ideas to make the next— to the next level, to make you money, to take your business to a totally different level. You see, if you keep working in your business and not on your business, you will always have a lower income. Learners are earners. Does that make sense? Learners are earners. You really have to remember that. Okay, another advantage is how much do you value your time and energy? What is your time worth? How many of you have figured out how much your time is worth per hour? Raise your hand. Very good. Let's just play here, and this is a low figure, but let's say that everybody in this room who is an entrepreneur, their time your time is worth $200 an hour. Now, and truth is you're probably worth a lot more than that. So anything that you can have done less than $200 an hour that you don't enjoy doing, you really should think about outsourcing or having somebody else do. I do not clean my house. One, I'm not very domesticated in that kind of thing. I don't go to the grocery store. I don't do any of those things because I can hire people to do it for a lot less. When I was 23 years old and went into I did on my very first paycheck is hire a housekeeper. Once a week come in, clean my house, because I could take that 6 hours that whenever they cleaned the house I could go out and make commission. And I liked to make commission. I enjoyed it. You, I mean, if you like to do stuff that's great, but you have to know what your time is worth. You cannot expect the world to know or even care what your time is worth. So, again, learners are earners. There's a direct link between knowledge and prosperity and ignorance and poverty. I want to tell you how much I appreciate each and every one of you, and I bless you and thank you for being here.

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