Last week I discussed Alex Hormizi’s $100 Million Dollar Offers, a book about making offers so good your customers feel stupid saying no.

This week, I’m applying his next book, $100 Million Dollar Leads to the same accounting firm Zander Media supports.

Your offer matters. The pitch you make about what you do and the value you provide has to be great in order for people to begin to be interested in your work. But in order to pitch you have to have people to talk to. You need leads.

Hand-to-hand

Throughout my career, I’ve been pretty good at the hand-to-hand combat of selling through individual, one-on-one conversations.

This work is time consuming. It takes a lot of work! But it is also effective.

But, as a friend reminded me when I opened Robin’s Cafe, nobody is ever going to care as much about your business as you are. If you want to build something, it’ll help to get good at telling your story and making sales.

Word of mouth

I believe that most success in business – and in life – distills down to positive word of mouth. Your business grows when people talk about you to their friends. And when people bad mouth your work, your business suffers.

Even things like Yelp reviews or creating a testimonial video, where people speak to their positive experiences are just a distillation of this kind of word of mouth marketing.

There are a lot of ways to generate positive word of mouth referrals. But the simplest is just to ask people to refer you to their friends.

Ask for help

One of my favorite ways to generate work is to ask for help. In the early days of Responsive Conference, long before I had any network or connections, that’s how I started the conference.

That first year of Responsive Conference, with everything on the line and no experience to speak of, I asked everyone I knew who else I should talk to. Eventually, I started asking people if they’d like to attend Responsive Conference, too.

Asking for help backfires if you start selling too quickly or with any amount of pressure. Since you are asking people for their support, you have to remain humble and request support and assistance, rather than expect it.

Teach your customers to sell for you

One concrete way of asking for help is asking your customers to sell for you. But most people don’t know how to sell or to make referrals, so you have to teach them how.

These are the basic steps:

Tell me your story

Teach your customers to tell their own story. A first person story is always going to be the most compelling reason for a prospective buyer to buy.

Where you were before the product or service?

Ask your customers to articulate to you where they were prior to use of this product or service. What was their life like? What was the pain they experienced before they themselves purchased or tried the product?

What changed for them?

How did the use of your product or service result in a change for this person?

And where they are now?

Finally, where are they now? How has their life or the problem that they had changed as a result of their experience with your product or service?

All your customer needs to do is share that personal story with others – to share the hero’s journey of their transformation – in order to persuade new buyers.

Ask your customer to share their story of change with five other people

Do free work

I believe in giving work away for free – with a couple of caveats.

I broke this approach down in a video about how I took Zander Media from doing $1000 projects to $100,000 projects.

This is exactly how I started Zander Media: doing free work for people in return for their referrals. It doesn’t always work – I’d estimate that it doesn’t work five times out of seven. But when it does, the payoff can be big.

While my accounting firm doesn’t do free work in exchange for referrals, we’re always looking for ways we can help partnering organizations by referring work their way, and generating goodwill.

Organic content and advertising

Nike has been receiving a lot of bad publicity lately because they’ve lost an incredible amount of market share and stock value.

As Trung Phan wrote about recently, this came largely due to a shift in Nike’s leadership from a brand strategy to a focus on direct response advertising against their ecommerce platform.

Content that tells a compelling story, that gets people talking about you and your work, is hard to create and even harder to measure directly. Did a referral come because they saw a video, read a review? Even if you’re able to ask them, most people don’t even remember how their first learned about you and your service!

By contrast, advertising giants like Meta and Google make it easy to pay and then directly measure successful conversions.

Organic storytelling is much harder to measure but ultimately more impactful than ads. The value of a brand – people think of when they think about you – is more useful than the specifics of a single sale.

Who else holds your audience?

The most successful way I’ve sold tickets to Responsive Conference is through leveraging other people’s audiences.

We have more than 30 speakers coming on stage at Responsive Conference 2024. Each of those people has potential people they might like to attend the conference.

As much as I am taking time to have calls with people who are considering attending – today I took a call with someone at the Secret Service, who is attending with her team – I’m also spending time with our speakers and partners, and helping them to promote the event.

Identify who else knows the people you are trying to reach. Partner with them to reach that audience.

Until next week,
Robin

For the last year Zander Media has been on retainer with a firm that provides bookkeeping, accounting, and CFO services.

While most of what Zander Media provides for this firm is narrative strategy, content creation, and content distribution, at various points I’ve also stepped into a more active sales role, as well.

Because who doesn’t need help with bookkeeping and accounting?

Do great work

The first, and most critical step in any business – any endeavor, really – is making sure that the quality of the work is great.

Without great work, no amount of marketing (i.e talking about it) and sales (i.e. asking people to buy) will result in success.

Good marketing of a bad product just leads to a faster failure. The first measure of any business is the quality of the product.

Develop good will

I am convinced that everything comes down to referrals. Even work that we don’t think of as referral based, like Yelp reviews at Robin’s Cafe or an abstract idea like the value of Nike’s brand, condense down to people talking about your thing.

And if all success in business comes down to getting referrals, the question becomes what is necessary in order to get people talking.

My answer: good will.

Whether we call it reviews, “brand,” or just your reputation in the market, when clients think well of your business and tell other people about you, you’re more likely to succeed.

What’s your ideal customer profile?

Every business needs an ideal customer profile – a specific set of clients that they serve to the exclusion of all else.

As I’ve written about previously, there as a period when Zander Media did not target one specific type of client. We tried to be everything to everybody and, as a consequence, burnt out a lot of employees and goodwill.

Something as generic as bookkeeping can be for everyone. Everyone needs help getting their books in order and support preparing for tax season. But choosing your ideal customers is rarely a question of whether the services you offer can work for a variety of clients. Instead, it comes down to communication.

Is how you are communicating applicable and approachable to the clients they are trying to serve?

When you don’t focus on a single ideal customer, you become generic. You speak in genetic language and offer generic things. And when you’re too broad, you’re not able to reach – or to serve – anyone at all.

Who are you?

Early on in our work with this accounting firm, we set out to distill their organizing idea. We wanted to identify the core story that is unique to the organization and gets relevant clients onboard with their mission.

It’s one thing to offer accounting. It is another, entirely, to have an offer so clear that relevant companies see, and then jump, at the opportunity.

I realized that our client didn’t just provide accounting and financial services. They helped their clients understand what those numbers mean, and then use that information to shape strategy.

They focused not just on the numbers, but on the people behind the numbers who make the company work.

Make a clear, singular offer

I recently read Alex Hormozi’s $100 Million Dollar Offers. And while the entire book is worth reading, I particularly like the subtitle: “How to make offers so good people feel stupid saying no.”

That should be the point of your marketing and your narrative. Develop a pitch so good that obviously your potential client is going to say yes to you.

If the quality of your work is subpar, see “Do great work” above. Good marketing has to start from there. But assuming you are already doing great work, you have to communicate a compelling offer.

How are you communicating about your work in such a way that the benefits to the buyer are abundantly clear?

In the case of my accounting firm this could be a variety of things:

“Make sense of your money”

Many small business owners have a lot of stress about their finances. Perhaps, they don’t know how to read a Chart of Accounts or other financial statements.

This message is perfect when directed at a small business owner who is trying to make sense of their money.

“Take the stress out of accounting”

“Accounting is stressful!” This is a great message if your client is an early stage venture capital-backed technology startup that wants to focus on their core competency. They don’t have to worry about bookkeeping and accounting because someone else will do it for them.

This message wouldn’t work for a later stage technology company or larger privately-owned business. These companies know that an in depth understanding of their finances can be a strategic advantage.

“More money then you knew you had”

This is a good message for a midsize business that is paying too much in taxes or not taking advantage of tax breaks. The owner or a Board of Directors knows they are missing out on financial opportunities to save or retain capital. This message is for them.

“Get strategic with your finances”

This is for the CFO, Controllers, and more strategic side of the bookkeeping, accounting, and finances.

If a client is too small, or just plain scared about the state of their finances, this message won’t resonate. However, if they know the value of a strategic view of finances, this is a message that can work.

Guilt them into buying

If you have a lot of good will, a great reputation, and a clear offer that works for your clients, a potential client can’t help but say “yes.”

It is, eventually, important to ask people “Would you like to buy” what I’m selling.

But I’m a fan of providing so much value and goodwill up front that this final sale is a foregone conclusion.

You want clients who agree to buy from you because of the value – both real and perceived – that you’ve already provided them.

When you know exactly who you are selling to, and develop a great reputation, you can guilt clients into buying from you. Working with you becomes a forgone conclusion.

50% communication

I heard a quote once that has always stuck with me: marketing is 50% doing great work, and 50% communicating about the work that you do. Making a clear, singular offer means communicating about the great work that you do!

Of course, then you have to deliver against that exceptional offer, too!

Next week, I’ll take a deeper dive into leads and the various ways I’ve been helping my accounting firm get them.

Until next week,
Robin

As I do every July, I spent last week with my family and a few close friends hiking in the high Sierra.

Each year, I hike up Mt. Conness, a 12,500 foot peak with a lot of hard scrabbling and some pretty terrifying moments before you arrive at the summit.

When we reached the top, we met a guy who’d just free soloed the mountain. While we were hiking up, which was hard enough, he climbed the face of the mountain without ropes or a partner.

That climber, to quote one of my friends, was “maximum stoke”. As enthusiastic and optimistic as I can be, he made me look like Eor from Winnie the Pooh.

Climbing Mt. Conness is always a peak memory from my week in the mountains, but I’ll remember this year because of that free climber who was living his best life on top of the mountain.

Sometimes, just being the most enthusiastic person is a competitive advantage.

Genuine

Now that I’m back to civilization, I’m in full production mode on Responsive Conference. As I write this, the 2-day event is 46 days away!

We released made a video about the conference, filmed at our incredible venue the Oakland Museum of California. You can watch the video here!

The video is genuine. It reflects the kind of event we are creating.

There’s an absence of authenticity in the world today. We don’t need more bombastic sales people. We need true believers; people who are convinced in the value of what they are selling.

The authentic advantage

I’m genuine. That’s authentic to me. You could say that “genuine” is part of my brand.

If you are particularly funny, or sincere, or clever, or whatever – lean into that.

The more you show up in alignment with who you are, the better you’ll be able to perform – or to sell.

Homework

My friend Adam has a big smile. He’s built his entire brand around the nickname “Smiley.”

​Seth Godin always wears distinctly colored glasses. That aesthetic is now part of his brand.

I used to hide the fact that I’m an acrobat. These days, I start new business meetings with the fact that I used to perform in the circus.

What’s one character trait you have that is a bit unusual? Take something that kids in middle school made fun of you for and own it. Make it a strength.

Whether you’re a bit funny, great at remembering names, or have big ears, lean into it.

That thing – your authenticity – will make you memorable.

Until next week,
Robin

None of us on the Responsive Conference organizing team have had a conventional career path. From circus acrobat to lab technician, culinary magazine editor, performing artist, founder, and startup executive – each of us has worked in a variety of industries with many different kinds of teams

The common thread, however, is a focus on people.

Individually, humans can be incredible learners, capable of resilience and adaptation. But together, in well-functioning teams, we can accomplish more.

We have always been drawn to the magical, spontaneous connections that happen when exceptional people come together in the same place – whether on stage or within a hyper growth startup.

We strive to create spaces for humans to connect authentically and meaningfully.

In early 2016, I produced a day-long “Un-conference” on the Future of Work. Attendee enthusiasm was overwhelming, and he saw the appetite for an annual conference about work — thus, Responsive Conference was born.

Our goal with Responsive Conference is not just to talk about human connection, behavior, and work. Rather, we are creating a learning and connection experience where we can actually embody these ideas.

We are thrilled to be entering our ninth year of creating memorable and connected experiences through Responsive Conference—and we look forward to sharing this community with you.

Want to learn more? We’ve just launched a new video about Responsive Conference 2024.

​Watch it here!​

Join us at Responsive Conference

Responsive Conference brings together 250 people from around the world for a different kind of conversation about human connection, behavior, and work.

This is my big event of the year and I’d love to see you there! Use the discount code friendofrobin for a substantial discount.

​Get your tickets here!​

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Thanks for your consideration!

Until next week,
Robin

My first job out of college was bussing tables at a fine dining restaurant called La Mar Cebicheria Peruana.

It was a great first job out of school. The restaurant was just about to open and I was among the first employees. I had traveled in Peru, spoke Spanish, and loved the Peruvian food we served.

In the first few weeks, we hosted international dignitaries, food critics, and the owner of the La Mar franchise.

After the meal and surrounded by his entourage, the owner stood up to give a speech. He talked about the importance of Peruvian food and culture, our new restaurant, and what each of us staff members were doing to carry forward his legacy.

I was across the restaurant polishing glasses. With six fragile wine glasses in each hand, trying not to make noise during the owner’s talk, I stumbled and dropped several glasses. The expensive wine glasses – each worth more than I made in an hour – shattered on the floor.

I was so embarrassed that I literally hid under the counter while restaurant patrons looked around for the cause of the shattered glass.

I cringe remembering that moment, and the laughter of my fellow employees later that night.

I’ve carried that shame and humiliation for almost twenty years. But what’s fascinating is that nobody else remembers. Nobody cares.

Moments that define us

We all have moments from our lives – highs and lows – that define us forever after.

When I think of my first job, I think of that story of the broken wine glasses. Not about the ceviche, or how much I hustled to get that job, or how proud I was to take my family to the restaurant on a night off.

I think of those expensive wine glasses and, to this day, dread being laughed at. The shame and humiliation of that moment is still motivator.

Why most people hate sales

Most people hate sales because of a single bad experience:

• You tried to persuade a friend in your childhood and were laughed out of the room.
• You sold fewer girl scout cookies than anyone else in your troupe.
• You were bombarded with calls from a telemarketer and concluded, quite naturally, that sales is awful.

We all have experiences that taught us that an industry, a type of person, or a skillset is out of reach or not worth doing.

And – like my shame around the wine glasses – those memories shape how we behave.

What if…

But what if we could wake up one morning and decide to live differently?

I, for one, don’t know how to trigger epiphany. Change rarely happens overnight.

But it is interesting to consider who might we be able to become if we decided to change.

Homework

What’s one story – positive or negative – you tell yourself? Where does that belief come from?

• A childhood experience
• A single great or terrible teacher
• An emotionally significant experience

The best way to begin changing a behavior is to recognize where it comes from, acknowledge the origin story, and begin building evidence through incremental steps towards who you want to become.

Until next week,
Robin

Howard Hughes was a deeply troubled, eccentric billionaire. He was also an undeniably successful businessman.

From his earliest boyhood he was overprotected by a mother whose letters reveal that she was constantly worried about his health. She wrote concerned missives to his summer counselor expressing concerns about whether her son would be fairly treated by his peers, be given enough food to eat, and about whether his delicate constitution would be adequately protected from the rigors of his sleep away camp.

In light of his childhood, it is less surprising then that, enabled by his wealth, Hughes became a recluse, and in his last few decades never left the self-imposed confines of his bedroom.

What’s most remarkable about Howard Hughes, though, is how a few important decisions early in his life shaped everything that came afterwards.

In the 1890s, Howard Hughes’ father, Howard Hughes Sr., set out to build his fortune. In 1909, after decades of failed attempts, he succeeded in creating the Hughes Drill Bit, an important technological development in oil mining.

After Hughes Sr.’s death, Hughes Jr. quickly consolidated his power by purchasing the outstanding shares of his father’s Hughes Tool Company from his relatives – estranging himself from them in the process.

Throughout his life and career thereafter, Howard financed movies in Hollywood, flew novel aircraft, and even financed an airline company. All of these innovations were possible because of the fundamental control he had over the Hughes Tool Company, and the resources that company provided.

Without that decisive moment where he took over the Hughes Tool Company, Howard Hughes would not be the man he became. That’s the power that the right sale at the right time can have.

Growth and change happen incrementally. As Steve Jobs said in a 2005 Stanford commencement address, you can’t know your path until you look backwards. But you can prepare for the moments that matter most. You can be ready to act when it is important.

How are you preparing yourself for moments that can change everything?

Until next week,
Robin

When you follow up you demonstrate your character and your trustworthiness. And, anyway, we can all benefit from a few reminders.

The value of persistence

Few things contribute more to getting what you want than consistently showing up, courageously overcoming your fears, and asking for what you want.

When you get rejected, try again. And when you get told no, denied, or even scorned, use that rejection as a reminder that you are practicing persistence.

How to be persistent

Persistence can be learned. It is a habit, and like any other behavior, the best way to adopt it is through incremental steps.

First, decide that being persistent is something that you want to learn.

Then, look for ways that you can practice persistence in your daily life:

• Is there a skill you’re trying to improve? Practice doing it one more time each day than you’d planned to.
• Are you trying to persuade someone of your world view? What’s one small action in that direction?

The 2-minute rule

In his bestselling productivity book, Getting Things Done, David Allen teaches the 2-minute rule, which states that if a task can be completed in two minutes or less, you should do it now.

I prefer a 4-minute rule. If something takes less than four minutes, I try to do it immediately.

That doesn’t always work. When I have a day of back-to-back meetings, I don’t have time to do a variety of tasks in between. But as a framework, I follow my 4-minute rule whenever possible.

If you can, follow up immediately.

Practice skills that require persistence

As I wrote about in the article Specialization is for Insects, I love meta-learning, or skills that train other skills. That’s why I like selling. Sales requires empathy, storytelling, and confronting your fears – all of which are valuable standalone skills.

I practice persistence by training towards a 60-second one-arm handstand. Handstands require a daily dedication to the craft, and very incremental progress.

Leadership requires persistence

I’m reading Hero: The Life and Legend of Lawrence of Arabia, and am fascinated by T. E. Lawrence’s skill as a leader. I hadn’t realized that T. E. Lawrence made a study of leadership. So much so that when he arrived in Arabia, Lawrence had already cultivated the commanding charisma – not to mention the language fluency – necessary to lead the Arab revolt.

Leadership is the skill of doing little things every day to keep a variety of people taking action together.

Courage to be disliked

One of the reasons that we don’t follow up is that we are afraid to be disliked.

Inaction doesn’t feel like cowardice. Whatever’s scary just feels like something that we’d prefer to avoid.

Fear is insidious. It can feel like a rational fear of rejection or self-recrimination. But fear is often the reason we don’t take action. And the antidote to fear is courageous action.

If you take courageous action – persistently ask for what you want – someone is going to take offense. That’s just the price for trying to be useful.

When you’re hesitant – ask why

There’s a lot of pressure in the world today to “Just do it.” From the Nike slogan to the popularity of men like Jocko Willink and David Goggins.

But when I try to pressure myself to do something, I feel awful. It just doesn’t work. I can’t accomplish something difficult without understanding why.

I’m often afraid to be persistent.

• When I’m selling something, I don’t want people to dislike me.
• When I’m asking someone on a date, I don’t want to be turned down.

But when I first spend a few minutes examining my underlying reasons, I’m often able to take action.

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Persistence is a superpower. Following up is a skill that makes everything else you attempt much easier. And in the world today, we need more well-meaning people who persist advocate for what they believe.

Until next week,
Robin

For many years, I believed that “following your passion” was the best way to discover where you excel. Thus, my career has included everything from circus to management consulting; restaurants to kids with autism.

One thing that has been consistent throughout my life is my love of movement. Where most people struggle to get to the gym, I can’t wait to practice every day.

I love movement, in no small part, because I practice every day.

When to change careers

I’ve raved before about David Epstein’s book Range, which argues for the benefits of skill transfer and not specializing in one discipline alone.

Epstein tells the story of a man who tried a variety of professions. He initially worked as an art dealer, a career which was truncated because he was too critical towards clients. He pivoted to become a teacher, teaching at a boarding school and working as a preacher’s assistant. He studied theology with the aim of becoming a pastor, but he struggled with the academic requirements.

After a decade of moving from one discipline to another, he began to paint.

That man was Van Gough. If Van Gough had not continued to change his career, again and again, he wouldn’t have created the art he’s known for today.

Skill transfer

Epstein’s argument in Range is that pivoting can be useful. That when you take on a new discipline – and bring what you’ve learned to the next endeavor – you may bring a fresh perspective or skills that can help in this new field.

Van Gough might not have been able to become a world-famous artist if he hadn’t applied what he learned working as an English teacher and failing to become a pastor. We learn best when we take what we’ve learned previously and apply it to a new challenge.

When to quit

In the short book The Dip, Seth Godin advises knowing when to persevere and when to quit. The wrong time to quit is just because things get hard.

Quit before things get challenging, so that you don’t waste effort or forgo the benefits that come on the other side of difficulty.

The grass will always look greener on the other side. You’ll be tempted to try something different. When things are challenging is the precise time to keep going.

The practice loop

Practice makes you better. Practice also creates opportunities to fall in love with the very thing that you are practicing.

The more you do, the greater the likelihood that you will enjoy the work.

Don’t just follow your passion. Find a practice that you enjoy, practice that, and allow that practice to become love.

Until next week,
Robin

I practice handstands everyday. The goal is a 60-second one arm handstand. But I’m less interested in that goal than in practicing towards that goal.

By contrast, I recently lost a big sponsorship for Responsive Conference and it knocked me off of my stride. I felt like a failure for several hours.

These two things appear to be pretty different, but they both depend on practice. I practice handstands, I practice selling Responsive, and I’m always trying to get better.

60-second one arm handstand?

I’ve wanted to do a one arm handstand since before I published my first book, How to do a Fearless Handstand. But I only started training seriously for this goal quite recently.

In my physical practice, I don’t mind having an “off” day. The delight I feel for practicing dwarfs any disappointment for not hitting a personal best.

By contrast, when I lose a sale – especially one worth tens of thousands of dollars – it hits me like a personal affront.

What’s the difference?

Why, in some disciplines, do we feel great about learning, while in others we fixate on the outcome?

I don’t know. But here are some tactics I’m using to adopt a growth mindset in sales.

Enjoy the micro

Fall in love with the moments that make up a practice. The more you enjoy doing the things necessary the faster you’ll learn.

Focus on the small moments of practice that already feel good.

Love comes from practice

It is said that you ought to love what you do, but it has been my experience that you practice a thing until you come to love it.

Practice something until you come to love it.

Show me your calendar and I’ll show your priorities

I’ve structured my life to go to the gym and practice handstands at 2pm because that’s when I’m fresh.

As I did when I was a professional athlete, I have structured my life to go into the gym at least five days a week and practice handstands when my energy is peaking. That’s when I’m able to perform at my best.

Show me your calendar, and I’ll show you your priorities.

The outcome will take care of itself

I am unconcerned if it takes me another two years or another seven to achieve a 60 second one arm handstand. My joy comes from getting my handstand workout in today, and making incremental progress.

With selling Responsive Conference, by contrast, I live in a constant state of tension. A majority of conference attendees purchase in the last week. It can be nerve-racking to not know if the conference will sell out until a day or two before!

I have to remind myself that, as with handstands, if I practice everyday, I will ultimately achieve my goal. If I curate an incredible conference and connect with our global audience in a variety of other ways, we will have a successful event.

Celebrate more/appreciate the journey

I celebrate my handstand practice constantly.

• If I kick up into a handstand, I feel great.
• If I hit a new personal record, I feel great.
• And if I take a day off – which I ought to do more often – I celebrate that, too, because it means I’m less likely to get injured.

All that celebration means that I always want to practice tomorrow.

With sales, celebration is harder. I struggle with not knowing if a potential sponsor might be a good fit for Responsive Conference. I get attached to specific deal. As a result, I get discouraged and want to practice less.

The more you celebrate, the faster you learn.

Look for areas where you already excel; where you already have a growth mindset. Notice what you do in that discipline, and transfer that flexibility and excitement over to your growth areas.

Robin

I’ve always loved the story of Sherlock Holmes and Dr Watson’s first meeting. Holmes is in the laboratory testing a new technique for testing the age of dried blood, when Dr. Watson is ushered in by a mutual acquaintance. They are each looking for a flatmate.

Holmes begins by listing out his faults. He’s eccentric, moody, and depressive. He plays the violin at all hours. Watson’s own list of faults includes bouts of melancholy and chronic illness. Holmes and Watson each conclude that the other’s faults don’t pose a problem and agree to move in together.

It is useful to share your failings – why someone shouldn’t want what we are offering.

Selling real estate

If you are a realtor and listing a house for sale, it is counterproductive to falsify your listing with all of the benefits of your property and none of its faults.

If the house is in a high traffic location, don’t describe it as “tranquil” because anyone walking through the neighborhood will recognize the lie. Instead, emphasize the convenience and utility that comes from living in a busy area.

When you claim your faults openly, you’ll attract the people who won’t mind or might even appreciate those constraints.

Your authenticity closes deals

When you sell with an unusual degree of authenticity, you’ll make the sale faster and generate goodwill for returning business.

When you share your faults, there won’t ever be a retraction or a rug-pull when the potential buyer steps onto your property and finds that the “tranquility” you advertised in your listing is regularly interrupted by street noise.

Who are you not for?

Declare your faults immediately and up front.

• Your services are very expensive.
• Your product solves a specific problem for one industry, and no one else.
• Working with you requires a lot of time and commitment.

For example, Snafu isn’t for people who don’t want to learn how to sell or change behavior. If you’re uninterested in changing your behavior or don’t believe that selling can be used for good, this newsletter isn’t for you. (You can unsubscribe here.)

Knowing who you don’t serve is at least as important as knowing who you do.

Declare your faults. You’ll weed out mismatches more quickly.

Until next week,
Robin