Storytelling: How To Edit A Story (And Why “Relevance” Is The Key To Editing Any Story)

Feeling Overwhelmed? How to stop (And Why Some People Are Always Overwhelmed And Others Aren’t)

No one needs to tell you how stress can take its toll. Yet there seems no easy way to ramp down the stress factor. If anything, we seem to be more stressed than ever before. The news closes in on us on all sides and we seem trapped.  However, there's a way that can ease that stress considerably. It could even be considered a form of meditation. It's called "writing down what delights you". Let's find out how easy it can be to be delighted and decrease our stress considerably.

No one needs to tell you how stress can take its toll. Yet there seems no easy way to ramp down the stress factor. If anything, we seem to be more stressed than ever before. The news closes in on us on all sides and we seem trapped.  However, there's a way that can ease that stress considerably. It could even be considered a form of meditation. It's called "writing down what delights you". Let's find out how easy it can be to be delighted and decrease our stress considerably.

Why writing down what delights you can help reduce anxiety and stress

One of the biggest problems when starting up a speech is that you have to find something that captures the attention of the audience. Instead, what we often get is a round of introductions, blah, blah etc. All of which causes the audience to get restless.   How do you get the attention of the audience instantly? Better still, how do you do it with a story that has already gotten a great response? Let's find out.

One of the biggest problems when starting up a speech is that you have to find something that captures the attention of the audience. Instead, what we often get is a round of introductions, blah, blah etc. All of which causes the audience to get restless. How do you get the attention of the audience instantly? Better still, how do you do it with a story that has already gotten a great response? Let's find out.

How to create a stunningly good opening story for Zoom (without having to write it yourself)

When we want to increase our sales, we search for new methods. However, that search is often quite unnecessary. What's needed instead is a tiny bit of common sense. With little or no effort, you can change the way the client perceives you and your company. Re-oxygenation isn't that hard. Check out this episode!   You can also listen to: Why Restricting The Numbers Of Sales Increased Profits (And Will Give You More Downtime)

When we want to increase our sales, we search for new methods. However, that search is often quite unnecessary. What's needed instead is a tiny bit of common sense. With little or no effort, you can change the way the client perceives you and your company. Re-oxygenation isn't that hard. Check out this episode! You can also listen to: <a href="https://www.psychotactics.com/sales-increased-profits/" rel="nofollow" target="_blank">Why Restricting The Numbers Of Sales Increased Profits (And Will Give You More Downtime)</a>

How to re-oxygenate sales instantly (with little or no effort at all).

After three months of staying put in New Zealand, we finally made a long trip. Long in terms of distance, as well as duration. For the past three years, most of our travel has been within New Zealand and a week in Fiji.  However, the month-long vacation is what brings out all the stories. And here are some stories from Spain!   More travel stories:  Bumpity-Bump Travel Stories

After three months of staying put in New Zealand, we finally made a long trip. Long in terms of distance, as well as duration. For the past three years, most of our travel has been within New Zealand and a week in Fiji.  However, the month-long vacation is what brings out all the stories. And here are some stories from Spain! More travel stories:  <a href="https://www.psychotactics.com/travel-stories-cars/" rel="nofollow" target="_blank">Bumpity-Bump Travel Stories</a>

Stories from the South of Spain

Often enough your client may need a transcript for a long video or workshop.  Not everyone needs or wants a transcript, and it does cost a lot to produce transcripts for everything. In the past we've had AI driven transcripts, but they too have been untidy and it requires a lot of tidying up. However, Chat GPT is different. Learn how to use Chat GPT and YouTube to create a superb, accurate and very context-driven transcript for just about anything.   More on Chat GPT Will AI And ChatGPT Replace You As A Writer?

Often enough your client may need a transcript for a long video or workshop. Not everyone needs or wants a transcript, and it does cost a lot to produce transcripts for everything. In the past we've had AI driven transcripts, but they too have been untidy and it requires a lot of tidying up. However, Chat GPT is different. Learn how to use Chat GPT and YouTube to create a superb, accurate and very context-driven transcript for just about anything. More on Chat GPT <a href="https://www.psychotactics.com/chatgpt-ai-writing/" rel="nofollow" target="_blank">Will AI And ChatGPT Replace You As A Writer?</a>

How I used Chat GPT (and YouTube) to create a flawless transcript

All of us cringe at the thought of getting feedback. Yet, we all need feedback to improve. There are formulas for feedback but they don't work as well as they should. However, this method of balance is tricky. We can't praise people all the time, and we can't say what we really think. Is there a way out? Yes, there is, if you use this method of balance by Randall Stutman from Admired Leadership. His method works so well, you could give feedback all day and people will ask for more.   More on Feedback: Listen or Read Why Clients Shy Away From Giving Feedback Despite Liking Your Products and Services

All of us cringe at the thought of getting feedback. Yet, we all need feedback to improve. There are formulas for feedback but they don't work as well as they should. However, this method of balance is tricky. We can't praise people all the time, and we can't say what we really think. Is there a way out? Yes, there is, if you use this method of balance by Randall Stutman from Admired Leadership. His method works so well, you could give feedback all day and people will ask for more. More on Feedback: Listen or Read <a href="https://www.psychotactics.com/client-give-feedback/" rel="nofollow" target="_blank">Why Clients Shy Away From Giving Feedback Despite Liking Your Products and Services</a>

Balanced Feedback: Why People Want Endless Amounts of it

There are times when you need to introduce yourself, such as for a personal website, social media profile, or professional bio. That's where you and I often get stuck. We were told not to keep praising ourselves, and yet, without listing our achievements, how are we supposed to create an aura of expertise?  The answer is simpler than you think. All you need to do is add a touch of surprise, and your blurb becomes super cool. Find out how in this episode.   Next recommended podcast: How to avoid embarrassing time overruns when making presentations?

There are times when you need to introduce yourself, such as for a personal website, social media profile, or professional bio. That's where you and I often get stuck. We were told not to keep praising ourselves, and yet, without listing our achievements, how are we supposed to create an aura of expertise?  The answer is simpler than you think. All you need to do is add a touch of surprise, and your blurb becomes super cool. Find out how in this episode. Next recommended podcast: <a href="https://www.psychotactics.com/design-presentations/" rel="nofollow" target="_blank">How to avoid embarrassing time overruns when making presentations?</a>

How To Write a Non-Icky Blurb When Describing Your Achievements

When we start writing, we know we're hopeless. However, in time, we all get to the stage where we're average. What does it take to become outstanding and then an absolute maestro in writing? The answer doesn't lie in "practice, practice, practice". Instead, it's something as mundane as a combination of "structure" and "confidence". But even as you try to get better, your brain won't let you progress. Why does all of this happen, and how do you get out of this rut? Let's find out in this episode.   Next Step: Can you create expertise through article writing? Here is how:  A mini-booklet that helps you quickly improve your article-writing

When we start writing, we know we're hopeless. However, in time, we all get to the stage where we're average. What does it take to become outstanding and then an absolute maestro in writing? The answer doesn't lie in "practice, practice, practice". Instead, it's something as mundane as a combination of "structure" and "confidence". But even as you try to get better, your brain won't let you progress. Why does all of this happen, and how do you get out of this rut? Let's find out in this episode. Next Step: Can you create expertise through article writing? Here is how: <a href="https://www.psychotactics.com/workshops/article-writing-live-course-form-how-to-attract-clients-with-your-articles/" rel="nofollow" target="_blank"> A mini-booklet that helps you quickly improve your article-writing</a>

Why We Struggle With Writing Well (And How Your Brain is Trying to Drive You Crazy)

Sean D'Souza made two vows when he started up Psychotactics back in 2002. The first was that he'd always get paid in advance and the second was that work wouldn't control his life. He decided to take three months off every year. But how do you take three months off, without affecting your business and profits? Do you buy into the myth of "outsourcing everything and working just a few hours a week?" Not really. Instead, you structure your business in a way that enables you to work hard and then take three months off every single year. And Sean walks his talk. Since 2004, he's taken three months off every year (except in 2005, when there was a medical emergency). This podcast isn't about the easy life. It's not some magic trick about working less. Instead with this podcast you learn how to really enjoy your work, enjoy your vacation time and yes, get paid in advance.

Love this podcast. Thank you for sharing the fantastic business lessons with us.

Every episode is a great lesson with an entertaining story.

Really good podcasts with some really thought provoking ideas.

Amazing podcasts

The Three Month Vacation Podcast

Think Big. Really? Studies show us that scaling up is often disastrous for most companies. But what's the alternative? That's what we look at in this book review—well, chapter review—of Company of One by Paul Jarvis.  Instead of driving ourselves crazy, we bring in sanity and upper boundaries to our business, while living a very good life. How do we do that? Let's find out.   Why Staying Small Is Probably A Smarter Move

Think Big. Really? Studies show us that scaling up is often disastrous for most companies. But what's the alternative? That's what we look at in this book review—well, chapter review—of Company of One by Paul Jarvis. Instead of driving ourselves crazy, we bring in sanity and upper boundaries to our business, while living a very good life. How do we do that? Let's find out. <a href="https://www.psychotactics.com/staying-small-smarter-move/" rel="nofollow" target="_blank">Why Staying Small Is Probably A Smarter Move</a>

Why Staying Small is Probably A Smarter Move, Book Review, Part 1

When you're in marketing, one of the big "marketing strategies" is to appear bigger than you are. Every one in the marketing field or in business is always talking about "six figure" incomes and "how to get thousands of customers". And so you and I get pulled along with this crazy tsunami. We stop being who we truly are, and start behaving like someone else. How can we be true to ourselves? How can we be our crazy selves and still succeed online? For more of the good, crazy stuff, go to http://www.psychotactics.com TimeStamps 00:00:20 Marsha's Confusion 00:04:10 How to Find Your True Personality 00:07:22 Why Personality is Important 00:09:08 Copying Someone Else 00:13:21 Summary 00:14:37 Getting Started-Action Plan

When you're in marketing, one of the big "marketing strategies" is to appear bigger than you are. Every one in the marketing field or in business is always talking about "six figure" incomes and "how to get thousands of customers". And so you and I get pulled along with this crazy tsunami. We stop being who we truly are, and start behaving like someone else. How can we be true to ourselves? How can we be our crazy selves and still succeed online? For more of the good, crazy stuff, go to <a href="http://www.psychotactics.com" rel="nofollow" target="_blank">http://www.psychotactics.com</a> TimeStamps 00:00:20 Marsha's Confusion 00:04:10 How to Find Your True Personality 00:07:22 Why Personality is Important 00:09:08 Copying Someone Else 00:13:21 Summary 00:14:37 Getting Started-Action Plan

Create Immense Power With A "True Personality"

It's not easy to save time. We all know that. Yet, time management isn't just a factor of getting a fancy to-do list. Sometimes it involves some pretty odd things that you have to do. At Psychotactics, I didn't always have time. Now my workload has more than doubled, but I have a lot of time. How did that happen?  More at http://www.psychotactics.com Time Stamps: 00:00:20 Introduction / 00:02:54 | Tip 1: Keep Stuff Open At All Times 00:08:22 | Tip 2: Leave the Office?And Plan Obsessively?And Weekly! 00:13:22 | Tip 3: Spend Two Hours To Save 5 Minutes 00:17:07 | Summary 00:18:40 Transcript Sean:Hi, this is Sean D'Souza from Psychotactics.com. Speaker 2:And I am his evil twin.  Sean:And you're listening to the Three Month Vacation Podcast. This podcast isn't some magic trick about working less. Instead, it's about how to really enjoy your work and enjoy your vacation time.  I want to start today with just a little boast. I write several courses every year, like 200 pages and then we do the course where we have sometimes 20 or 30,000 posts on a single course. I'll write articles, I'll do workshops. Not lots them, maybe once a year, but it takes a lot of planning. Then I'll be in 5000bc.com which is our membership site. Yes, there's lots of other work-related activities but I also mentor my niece, which means that I stop work at about 12:00 every afternoon. I'll take a break, often take a nap, and I'll explain that in another show and why it's so important. Then I will work with my niece until 7:30 that evening.  The point is that I was boasting there. The other point is that it's all true. Now granted, I do wake up at 4 AM but I also take three months off every year. Where do I find the time to do all this stuff? There are certain things that I've learned over the years, and when I go back to who I was back in 1990 or in the year 2000 or 2005, I was not the same person. I was always battling for time and always struggling with stuff. I had to figure out what am I going to do. How is this going to change? Why is it that I'm always battling with this factor of time? I realized that some people do things slightly differently. On today's show I'm going to talk about three things that would seem radical in a way. I would ask you to try it, because it works really well.  The first thing that we're going to talk about is just the factor of keeping things ready. We'll find out what this is all about. The second thing we're going to cover in the show is just to leave the office, which sounds really odd. The third thing is to spend about an hour or two hours so that you can save five minutes. As you can see, this is pretty radical stuff, but it will save you enormous amounts of time during the year. Let's get on with the show, shall we? Back in 2010 I started watercolors. I went to a watercolor course nearby. In fact, it was my third or fourth watercolor course. I had never succeeded in painting and so I decided I'm going to get this done. But it was the guy who was conducting the watercolor course that made a difference to me. His name was Ted and he said "Sean, why don't you get a diary and why don't you just put your stuff in there everyday? Just draw what happened to you." I thought that's a good idea. I thought wow, that's a good idea. I could do that. I could just take something that happened to me that day and put it in the book, in the diary. Now the good thing was that I already had a whole bunch of Moleskine diaries that I'd put earlier a couple of years ago, never used them. Now I could use them. I started to use them, but soon enough chaos reigned. I would forget the diary somewhere and I would sometimes have to diary and not the pens. Then I realized that the reason why I wasn't getting anything done was I didn't have all my stuff with me open at all times. Now this sounds really odd but if you don't have your stuff open and ready to go, you simply lose momentum. If I we're to go into my bag, even if I had my drawing, and then get it out of the bag and then open the book and get to the right page, and then open the pencil box, and then sharpen the pencils, it's five or seven minutes or eight minutes - if I get everything right. What I started doing was I started keeping everything open. I started keeping all my watercolors there ready to go. I started keeping all my paints ready to go. As a result I have now done a watercolor almost every single day for four years. That's, wow, 365, but I end up doing a little more so maybe about 1,200, 1,500 watercolors that I wouldn't have done, had never done before. Where do you get this kind of time? Just the fact that you have to open stuff takes up a lot of time. I have Scrivener on my computer and when I do my courses, what I do is I keep Scrivener open all the time. I know this sounds crazy for people who want to close everything and keep it neat, but having to open Scrivener, find the file, put in all that assignments that I've written for the course, all of that takes just five minutes. There's five minutes here and five minutes there and five minutes everywhere. Yes, it adds up to an hour but what's more debilitating is that it actually ends up with a couple of hours, because the energy required to do this mindless exercise is fascinating.  What I tend to do is I keep everything ready. When I go for my walk everyday, and I go for my walk everyday because if I don't go for my walk everyday I'm not just fit but I don't listen to the podcast. I don't listen. I don't educate myself. I don't listen to audiobooks. I don't do a lot of stuff. All the podcasts, all the audiobooks, all of the information that I need for my trip, I'm learning languages - all of that is there on my iPhone. When I'm on the walk it's there. I switch on the iPhone as I leave the house. I speak to my wife a little while and then we start listening at a specific point.  The first point I'm trying to say to you is if you're writing a sales letter or you're writing a article, or you're doing whatever you're doing, you have to keep the stuff ready. You have to keep it ready to go. If it's the previous night or the previous day or on your computer or on your desk, keep it ready to go. That saves an enormous amount of time. That sounds like a really simple tip but it's very powerful. The momentum - that's what you're really battling with. The fact that you have to go and you have to put on your shoes to go for a walk. If your shoes are already halfway out of the door, you might as well just put them on and then when you do that you go for a walk. When you go for a walk you listen to the podcast. When you listen to the podcast you get smarter. When you get smarter you're able to implement stuff.  Really that is what it's about. Preparation makes a huge difference. The people who succeed consistently are people who are prepared long before the opportunity arrives. The people who struggle all the time because they're opening their books while somethings going to happen. They're opening their program while something's happening. The prepared ones, they're already there. That's the first tip: just keep stuff open. Keep it ready to go. Keep it there the previous night or whenever. Keep it ready.  The second thing that has been of enormous use to me in saving time has been to leave the office. Now this sounds totally counterproductive. Why would you leave the office? Office is where your computer is. You get a lot of stuff done. Why would you leave the office? For one, because the office is your execution place. It is not your thought place. It is not your learning place. When you leave the office you will find that all of your great ideas, all of your fabulous money-making schemes, they all happen in the car or when you're going for a walk, or you're doing whatever you're doing. My wife and I, we sometimes go to the café. Not sometimes, we actually go to the café a lot. The trip there and back is the most productive part of our day. At the café we probably read something or draw or plan. I'm getting to that shortly.  The point is that the office is the least productive place.  Speaker 2:To be fair, he doesn't get very good coffee in the office anyway.  Sean:The office is where you execute, not where you think. In fact, if I'm doing presentations I will take a pencil and a paper and go out. I'm really good at doing everything on the computer but I will still go outside and do it all. It's the thinking, it's the planning that makes a big difference. That takes me to this whole concept of planning. We make elaborate plans. We plan monthly, weekly, yearly. Every Friday we have a couple of hours of just planning. We just go to the café and we plan. You think well, I keep planning as well but nothing comes of those plans. You'd be surprised that if you just keep at this exercise of planning on the same day every week you will find that you are moving ahead at a far brisker rate than if you didn't plan at all. You have to do this almost methodically. You have to do this on a regular basis. You have to say Wednesday 3:00 to 4:00, that's all I'm going to do. I'm going to plan. You go "I don't have enough time to do stuff," but planning is what clears your mind. When I did one of the planning sessions I realized that I was just going nuts.  Now Pscyhotactics has been around since 2002. We've got lots of articles. We've got courses. We've got products. We've got all that stuff. Then suddenly it occurred to me that I could do podcasts. Suddenly I wanted to write some books for Kindle. Then I wanted to do this and do that. When I sat down at that planning session I realized that I was stupid, that I could never get all of that stuff done. I had been spinning for a couple of weeks just trying to get stuff done, hoping I could get it, and in the process getting absolutely nothing done.  The plan revealed my weaknesses. That's what I say to people. I say this to clients, I say this to my friends, I say this to everyone. Keep on planning, because planning is priceless and plans are useless. But the person who has the planning, you have to fulfill this goal of yours. If you don't have that goal and that goal is not reviewed on a regular basis ... This is not a to-do list. It's a plan. It's where I'm going. Leave the office. Get all your ideas in the car. Go for a walk. Get fit. Yes, spend time planning. You'll say why is that such a time-saving device? Because it gets rid of all the million things that you plan to do and you couldn't fit in. Now you can do the things that you could do or you want to do.  The planning really clears your mind. It focuses your in the right direction. That is a huge time-saving device. When I leave the office I often try to find a café that doesn't have an internet connection. Sometimes it's a real pain because I really want to check stuff and I want to see stuff, but not having that internet connection is really cool. If you can find a café like that, that would be really good. Leave the office and plan obsessively. This takes us to the third idea of time management, really. That is that you often have to spend two hours to save five minutes. Now that might sound really crazy but let me give you an example. I have a program called Text Expander. Now Text Expander is a tool where if I just type in a couple of letters it can expand into a whole paragraph. For instance, if you asked me "What is your address?", then I would type addx and it would spill out the entire address, my postal address, my home address. Say you had a problem downloading something from our website. Now a lot of people have issues, especially with Internet Explorer. There's a browser issue. In this case it's not downloading. Often you just change the browser and it downloads the product. There's nothing wrong with the product or the server. It's just a browser issue. I have to then go to this browser, do this. It's a whole couple of paragraphs, maybe three paragraphs. These are just instructions. All I have to type is “browx", which is what I've set up obviously. The point is it spills out all of the information and now that person gets the information, they're able to download that product. But it took me three seconds. It took me half an hour or 45 minutes or one hour to learn how to use that program effectively. Because a lot of programs are very effective and we learn 1/10 or 1/100 of that program and it can do a lot of stuff. That's what we don't realize. I type a lot in forums when we have our courses, like the article writing course or copywriting course. There is formatting to be done. The top subhead has to be in bold and red and italics. Then you go around formatting all of that and you've gone and done five clicks. I can do it in one second.  The reason is had to spend a couple of hours going through a tutorial learning all the stuff so I could save three or four minutes in a day. But what happens is then those three and four minutes expand everyday. Suddenly you wasted hundreds of hours, hundreds of hours every year. But it's not just a concept of hundreds of hours. It's also wasting a hundred or more hours just getting tired. All of that typing and retyping - and you can say "Okay, I can cut and paste," but you're learning Photoshop, you're learning programs. You need to spend a couple of hours that you don't have right now to save those five minutes. You will realize how much faster you are.  This is true especially for the technology that you have on your computer, that you use three, four times a day. I would really suggest this. In design I use Photoshop, I use a whole bunch of programs. Every time I educate myself on it it has saved me enormous amounts of hours in the day. I hit myself on the wall. Speaker 2:He doesn't really do that. That would be an amusing sight, wouldn't it? Sean:I think why didn't I do this earlier? Why didn't I actually spend some more time learning how these programs work? Every time I do it saves me time. That's my recommend to you. Spend two hours and save five minutes.  Let's summarize. The first thing that we did was just to keep stuff ready, keep stuff open, keep it open all the time. It's really cool. Don't keep too many things open. You don't have to have 25 tabs open, but the stuff that you really need, the programs, keep it open. Keep your books open and it saves you an enormous amount of time. I know it's a crazy suggestion. Try it.  The second things is leave the office. The office is just a place where you execute. You waste a lot of time at the office. Go out there, get your plans together. Planning saves enormous amounts of time. It tells you what not to do. Your stop-doing list, it comes out in planning.  Third and very important is to make sure that you learn the technology that you use everyday, whatever programs that you use everyday. Take a tutorial on it. Spend time on it. Don't do all your programs. Just do the ones that are most critical, things like Text Expander or Scrivener or programs like that which you're going to use on a regular basis. You will save enormous amounts of time.  This brings us to the end of the third podcast. We have reached podcast number three. If you haven't got the first two podcasts go to iTunes and download them. Be sure to leave us a review as well. It helps me stay focused and get this job done well. Thanks again for listening, and this is brought to you by Psychotactics.com and the Three Month Vacation. You can't have a vacation if you don't have time, so might as well start saving time now. Bye bye.  You're still listening. Well, if you have any suggestions or any feedback, send it to me at sean@pscyhotactics.com. I will be paying attention to it for sure. 

It's not easy to save time. We all know that. Yet, time management isn't just a factor of getting a fancy to-do list. Sometimes it involves some pretty odd things that you have to do. At Psychotactics, I didn't always have time. Now my workload has more than doubled, but I have a lot of time. How did that happen?  More at <a href="http://www.psychotactics.com" rel="nofollow" target="_blank">http://www.psychotactics.com</a> Time Stamps: 00:00:20 Introduction / 00:02:54 | Tip 1: Keep Stuff Open At All Times 00:08:22 | Tip 2: Leave the Office?And Plan Obsessively?And Weekly! 00:13:22 | Tip 3: Spend Two Hours To Save 5 Minutes 00:17:07 | Summary 00:18:40 Transcript Sean:Hi, this is Sean D'Souza from <a href="http://Psychotactics.com" rel="nofollow" target="_blank">Psychotactics.com</a>. Speaker 2:And I am his evil twin.  Sean:And you're listening to the Three Month Vacation Podcast. This podcast isn't some magic trick about working less. Instead, it's about how to really enjoy your work and enjoy your vacation time.  I want to start today with just a little boast. I write several courses every year, like 200 pages and then we do the course where we have sometimes 20 or 30,000 posts on a single course. I'll write articles, I'll do workshops. Not lots them, maybe once a year, but it takes a lot of planning. Then I'll be in <a href="http://5000bc.com" rel="nofollow" target="_blank">5000bc.com</a> which is our membership site. Yes, there's lots of other work-related activities but I also mentor my niece, which means that I stop work at about 12:00 every afternoon. I'll take a break, often take a nap, and I'll explain that in another show and why it's so important. Then I will work with my niece until 7:30 that evening.  The point is that I was boasting there. The other point is that it's all true. Now granted, I do wake up at 4 AM but I also take three months off every year. Where do I find the time to do all this stuff? There are certain things that I've learned over the years, and when I go back to who I was back in 1990 or in the year 2000 or 2005, I was not the same person. I was always battling for time and always struggling with stuff. I had to figure out what am I going to do. How is this going to change? Why is it that I'm always battling with this factor of time? I realized that some people do things slightly differently. On today's show I'm going to talk about three things that would seem radical in a way. I would ask you to try it, because it works really well.  The first thing that we're going to talk about is just the factor of keeping things ready. We'll find out what this is all about. The second thing we're going to cover in the show is just to leave the office, which sounds really odd. The third thing is to spend about an hour or two hours so that you can save five minutes. As you can see, this is pretty radical stuff, but it will save you enormous amounts of time during the year. Let's get on with the show, shall we? Back in 2010 I started watercolors. I went to a watercolor course nearby. In fact, it was my third or fourth watercolor course. I had never succeeded in painting and so I decided I'm going to get this done. But it was the guy who was conducting the watercolor course that made a difference to me. His name was Ted and he said "Sean, why don't you get a diary and why don't you just put your stuff in there everyday? Just draw what happened to you." I thought that's a good idea. I thought wow, that's a good idea. I could do that. I could just take something that happened to me that day and put it in the book, in the diary. Now the good thing was that I already had a whole bunch of Moleskine diaries that I'd put earlier a couple of years ago, never used them. Now I could use them. I started to use them, but soon enough chaos reigned. I would forget the diary somewhere and I would sometimes have to diary and not the pens. Then I realized that the reason why I wasn't getting anything done was I didn't have all my stuff with me open at all times. Now this sounds really odd but if you don't have your stuff open and ready to go, you simply lose momentum. If I we're to go into my bag, even if I had my drawing, and then get it out of the bag and then open the book and get to the right page, and then open the pencil box, and then sharpen the pencils, it's five or seven minutes or eight minutes - if I get everything right. What I started doing was I started keeping everything open. I started keeping all my watercolors there ready to go. I started keeping all my paints ready to go. As a result I have now done a watercolor almost every single day for four years. That's, wow, 365, but I end up doing a little more so maybe about 1,200, 1,500 watercolors that I wouldn't have done, had never done before. Where do you get this kind of time? Just the fact that you have to open stuff takes up a lot of time. I have Scrivener on my computer and when I do my courses, what I do is I keep Scrivener open all the time. I know this sounds crazy for people who want to close everything and keep it neat, but having to open Scrivener, find the file, put in all that assignments that I've written for the course, all of that takes just five minutes. There's five minutes here and five minutes there and five minutes everywhere. Yes, it adds up to an hour but what's more debilitating is that it actually ends up with a couple of hours, because the energy required to do this mindless exercise is fascinating.  What I tend to do is I keep everything ready. When I go for my walk everyday, and I go for my walk everyday because if I don't go for my walk everyday I'm not just fit but I don't listen to the podcast. I don't listen. I don't educate myself. I don't listen to audiobooks. I don't do a lot of stuff. All the podcasts, all the audiobooks, all of the information that I need for my trip, I'm learning languages - all of that is there on my iPhone. When I'm on the walk it's there. I switch on the iPhone as I leave the house. I speak to my wife a little while and then we start listening at a specific point.  The first point I'm trying to say to you is if you're writing a sales letter or you're writing a article, or you're doing whatever you're doing, you have to keep the stuff ready. You have to keep it ready to go. If it's the previous night or the previous day or on your computer or on your desk, keep it ready to go. That saves an enormous amount of time. That sounds like a really simple tip but it's very powerful. The momentum - that's what you're really battling with. The fact that you have to go and you have to put on your shoes to go for a walk. If your shoes are already halfway out of the door, you might as well just put them on and then when you do that you go for a walk. When you go for a walk you listen to the podcast. When you listen to the podcast you get smarter. When you get smarter you're able to implement stuff.  Really that is what it's about. Preparation makes a huge difference. The people who succeed consistently are people who are prepared long before the opportunity arrives. The people who struggle all the time because they're opening their books while somethings going to happen. They're opening their program while something's happening. The prepared ones, they're already there. That's the first tip: just keep stuff open. Keep it ready to go. Keep it there the previous night or whenever. Keep it ready.  The second thing that has been of enormous use to me in saving time has been to leave the office. Now this sounds totally counterproductive. Why would you leave the office? Office is where your computer is. You get a lot of stuff done. Why would you leave the office? For one, because the office is your execution place. It is not your thought place. It is not your learning place. When you leave the office you will find that all of your great ideas, all of your fabulous money-making schemes, they all happen in the car or when you're going for a walk, or you're doing whatever you're doing. My wife and I, we sometimes go to the café. Not sometimes, we actually go to the café a lot. The trip there and back is the most productive part of our day. At the café we probably read something or draw or plan. I'm getting to that shortly.  The point is that the office is the least productive place.  Speaker 2:To be fair, he doesn't get very good coffee in the office anyway.  Sean:The office is where you execute, not where you think. In fact, if I'm doing presentations I will take a pencil and a paper and go out. I'm really good at doing everything on the computer but I will still go outside and do it all. It's the thinking, it's the planning that makes a big difference. That takes me to this whole concept of planning. We make elaborate plans. We plan monthly, weekly, yearly. Every Friday we have a couple of hours of just planning. We just go to the café and we plan. You think well, I keep planning as well but nothing comes of those plans. You'd be surprised that if you just keep at this exercise of planning on the same day every week you will find that you are moving ahead at a far brisker rate than if you didn't plan at all. You have to do this almost methodically. You have to do this on a regular basis. You have to say Wednesday 3:00 to 4:00, that's all I'm going to do. I'm going to plan. You go "I don't have enough time to do stuff," but planning is what clears your mind. When I did one of the planning sessions I realized that I was just going nuts.  Now Pscyhotactics has been around since 2002. We've got lots of articles. We've got courses. We've got products. We've got all that stuff. Then suddenly it occurred to me that I could do podcasts. Suddenly I wanted to write some books for Kindle. Then I wanted to do this and do that. When I sat down at that planning session I realized that I was stupid, that I could never get all of that stuff done. I had been spinning for a couple of weeks just trying to get stuff done, hoping I could get it, and in the process getting absolutely nothing done.  The plan revealed my weaknesses. That's what I say to people. I say this to clients, I say this to my friends, I say this to everyone. Keep on planning, because planning is priceless and plans are useless. But the person who has the planning, you have to fulfill this goal of yours. If you don't have that goal and that goal is not reviewed on a regular basis ... This is not a to-do list. It's a plan. It's where I'm going. Leave the office. Get all your ideas in the car. Go for a walk. Get fit. Yes, spend time planning. You'll say why is that such a time-saving device? Because it gets rid of all the million things that you plan to do and you couldn't fit in. Now you can do the things that you could do or you want to do.  The planning really clears your mind. It focuses your in the right direction. That is a huge time-saving device. When I leave the office I often try to find a café that doesn't have an internet connection. Sometimes it's a real pain because I really want to check stuff and I want to see stuff, but not having that internet connection is really cool. If you can find a café like that, that would be really good. Leave the office and plan obsessively. This takes us to the third idea of time management, really. That is that you often have to spend two hours to save five minutes. Now that might sound really crazy but let me give you an example. I have a program called Text Expander. Now Text Expander is a tool where if I just type in a couple of letters it can expand into a whole paragraph. For instance, if you asked me "What is your address?", then I would type addx and it would spill out the entire address, my postal address, my home address. Say you had a problem downloading something from our website. Now a lot of people have issues, especially with Internet Explorer. There's a browser issue. In this case it's not downloading. Often you just change the browser and it downloads the product. There's nothing wrong with the product or the server. It's just a browser issue. I have to then go to this browser, do this. It's a whole couple of paragraphs, maybe three paragraphs. These are just instructions. All I have to type is “browx", which is what I've set up obviously. The point is it spills out all of the information and now that person gets the information, they're able to download that product. But it took me three seconds. It took me half an hour or 45 minutes or one hour to learn how to use that program effectively. Because a lot of programs are very effective and we learn 1/10 or 1/100 of that program and it can do a lot of stuff. That's what we don't realize. I type a lot in forums when we have our courses, like the article writing course or copywriting course. There is formatting to be done. The top subhead has to be in bold and red and italics. Then you go around formatting all of that and you've gone and done five clicks. I can do it in one second.  The reason is had to spend a couple of hours going through a tutorial learning all the stuff so I could save three or four minutes in a day. But what happens is then those three and four minutes expand everyday. Suddenly you wasted hundreds of hours, hundreds of hours every year. But it's not just a concept of hundreds of hours. It's also wasting a hundred or more hours just getting tired. All of that typing and retyping - and you can say "Okay, I can cut and paste," but you're learning Photoshop, you're learning programs. You need to spend a couple of hours that you don't have right now to save those five minutes. You will realize how much faster you are.  This is true especially for the technology that you have on your computer, that you use three, four times a day. I would really suggest this. In design I use Photoshop, I use a whole bunch of programs. Every time I educate myself on it it has saved me enormous amounts of hours in the day. I hit myself on the wall. Speaker 2:He doesn't really do that. That would be an amusing sight, wouldn't it? Sean:I think why didn't I do this earlier? Why didn't I actually spend some more time learning how these programs work? Every time I do it saves me time. That's my recommend to you. Spend two hours and save five minutes.  Let's summarize. The first thing that we did was just to keep stuff ready, keep stuff open, keep it open all the time. It's really cool. Don't keep too many things open. You don't have to have 25 tabs open, but the stuff that you really need, the programs, keep it open. Keep your books open and it saves you an enormous amount of time. I know it's a crazy suggestion. Try it.  The second things is leave the office. The office is just a place where you execute. You waste a lot of time at the office. Go out there, get your plans together. Planning saves enormous amounts of time. It tells you what not to do. Your stop-doing list, it comes out in planning.  Third and very important is to make sure that you learn the technology that you use everyday, whatever programs that you use everyday. Take a tutorial on it. Spend time on it. Don't do all your programs. Just do the ones that are most critical, things like Text Expander or Scrivener or programs like that which you're going to use on a regular basis. You will save enormous amounts of time.  This brings us to the end of the third podcast. We have reached podcast number three. If you haven't got the first two podcasts go to iTunes and download them. Be sure to leave us a review as well. It helps me stay focused and get this job done well. Thanks again for listening, and this is brought to you by <a href="http://Psychotactics.com" rel="nofollow" target="_blank">Psychotactics.com</a> and the Three Month Vacation. You can't have a vacation if you don't have time, so might as well start saving time now. Bye bye.  You're still listening. Well, if you have any suggestions or any feedback, send it to me at sean@pscyhotactics.com. I will be paying attention to it for sure.

Unusual Time Management Ideas

Which product should you pre-sell? Should it be the $20 product or the $2000 one? And why do silos matter so much? In this episode we not only learn why the $20 product might matter more, but also how you can promote a product almost endlessly without ever promoting it all.

Which product should you pre-sell? Should it be the $20 product or the $2000 one? And why do silos matter so much? In this episode we not only learn why the $20 product might matter more, but also how you can promote a product almost endlessly without ever promoting it all.

Pre-sell Strategy: How to strategically tackle promotion of products and services

Storytelling is a craft that small business owners need to improve their marketing. Without stories, a marketing strategy is like a boat without a rudder. Fact, figures and data can only go so far. Learn how stories help to create powerful marketing, in a completely non-threatening manner. Oh, and go to http://www.psychotactics.com—it's really cool.

Storytelling is a craft that small business owners need to improve their marketing. Without stories, a marketing strategy is like a boat without a rudder. Fact, figures and data can only go so far. Learn how stories help to create powerful marketing, in a completely non-threatening manner. Oh, and go to <a href="http://www.psychotactics.com" rel="nofollow" target="_blank">http://www.psychotactics.com</a>—it's really cool.

How To Craft Amazing Stories For Business - Part One

We all want to create profitable products but aren't sure where to start. We hope for some amazing formula, when all you really need are three core questions. When you are clear about the answers to the three questions, you can take an amazingly pedestrian, everyday concept and make it hugely profitable. So what are the three questions you need to have in place and how can you get started today? ----------------------- How to Create a Profitable Idea for Business Around July 2000, I was made redundant from my job at a web design firm. Life wasn’t supposed to unfold this way. I’d just moved to Auckland, New Zealand from Mumbai, India a few months prior. And here I was, barely a few months later, without a job and with a mortgage that hovered around $200,000 (yes, we’d just bought a house). What do you do when you’re hurled into such a situation? I turned to Photoshop, but not quite. There’s a story behind the Photoshop story and it began back in India, in July. Back in Mumbai, I freelanced as a cartoonist and work was pretty steady through the year, except around July. For some inexplicable reason, the phones would stop ringing at that point in the year. At first, it drove me crazy and I’d do everything I could to drum up business. I’d rant and rave and complain about the fickle nature of July when my mother pointed out that things were always quiet for me in July. From that point on, we’d use July to learn how to use Photoshop One of the big games at the office (yes, I had staff) was to learn to use Photoshop in Tab, F mode. If you were to turn on Photoshop and hit the Tab key and press F (full screen) you’d find that all your toolbars disappear. The game at the office was to keep working in Photoshop without any toolbars. A bystander would look in awe as you were able to use the brush tool, increase opacity, decrease brush sizes etc. You could do almost anything in Photoshop without needing the tool bar. It looked like pure magic. It’s this magic that I had to use when I was made redundant The moment I was made redundant, I went back to trying to get work as a cartoonist. Since most cartoonists at the time were still using pen, ink and paint, my work in Photoshop stood out when I went to meet art directors at the advertising agencies. One particular art director got a bit chatty and as we talked she realised that she too could use the magic of Photoshop in her work. And so, while I started out trying to sell cartoons, I ended up charging $60 an hour, teaching art directors how to use the core tools of Photoshop without the tool bar. Notice something very interesting in the last sentence? I wasn’t teaching them Photoshop. I wasn’t going into the 2,459 rabbit holes that Photoshop presents to a beginner. Instead I was just teaching them a subset—the core tools of Photoshop without the need for a tool bar. And this is precisely the kind of advice I’d give to a client if they called me up and asked how they should start a profitable business. I’d say you need to ask yourself three questions: who, what and when.  So why do these three questions matter?  Why Who Matters I’ve been pretty good at drawing since a very young age. Like every other kid around me, I did the usual doodles and scribbling, and when the rest of the kids decided to give up drawing at the age of four or five, I kept at it. So you can say I’d be pretty good at drawing after all these years, wouldn’t you? And you’d be right because I’ve never really stopped drawing for a day. But drawing is a bit like cooking. Just because you’re good at cooking Italian food doesn’t mean you’re going to be any good at Japanese food Over the years I became exceptionally good at drawing cartoons, loved the structure of buildings and architecture, even dabbled in a bit of caricatures. But there’s one thing I avoided: drawing animals. I’d decided very early in my life that I wasn’t too good at drawing animals. Then, recently, I was saddled with about 400 amazing envelopes. There’s a story behind those envelopes, but for now let’s just say it was much too hard to throw away those envelopes. So I started drawing animals on them, tentatively at first, but then with a sense of a mission. The moment I started posting the photos of these envelopes online, there was a flurry of interest People from different parts of the globe started giving me advice on what I should do with them. You should print them, said one. You could create a collector’s item box set said another. And the advice kept pouring in, and did exactly what advice usually does: it confuses you beyond belief. The reason you’re hearing this story is to give you a framework of how a profitable idea doesn’t arise from an ability to do something well. A profitable idea arises from the first question you need to ask: Who. The envelope art I just started working on in early June 2016. So why is who so important? Without the “who” in mind, struggle is almost inevitable. Think about the boxed set of envelopes, for example. There’s no doubt that they make a great product, but well intended as the suggestions were, there’s no clue who would buy it. Or why they would buy it? Yet if we took the Photoshop example, we notice there’s an enormous amount of clarity. Sure, the clarity came about by a fluke discussion, but as we’ll find out a lot of profitable ideas are pure fluke. To get back to the art director, I now had a clear person (what we call in The Brain Audit as the target profile). That one job of teaching the art director not only went on for several months, but led to another job—with the daughter of another art director. I didn’t go down the path of teaching Photoshop to other art directors, but you could clearly see how the “who” helped. The “who” matters whether you’re writing an article or creating a product or service Let’s say you’re creating an online product on storytelling. Before you start writing a word, you are peripherally aware of the volumes of story-related material in books, videos and audio. To write another series on storytelling would be nice, but how would it stand out. Now let’s be fair: there’s a lot of terribly average material online and offline that is very profitable regardless of uniqueness. All the same, when uniqueness is relatively easy, why would you want a me-too product when you can have one that’s clearly outstanding? When you create a product or service for someone in particular, they give you their own specific bent on the problem they’re facing. Take for example a service on presentations There are hundreds of books on presentations and services that promise to show you how to be amazing on stage. Yet, when I spoke to this presenter, she felt competent, but not quite. She felt she needed that last 10% that would take her from good to great. And there you have it. That subset is what gives you the clue. Instead of writing a book, creating a course, inventing a service on “presentations”, you work on the subset of how the “last 10% can take you from a good to great speaker.” Fluke plays an incredibly important part in this game of finding the “who” We’re so hell-bent on finding the right person, the right target profile that we don’t dare venture far from our computer screens. When I ran into that chatty art director, I had no clue that she’d talk about Photoshop. When I spoke to that presenter, I had no idea that a cup of coffee would lead to an idea about “the last 10%”. It may appear that a lot of products or services are built around strategy, but they’re often built around a person. The mistake we make is we hope we run into the ideal “who” right away And more often than not, the “who” is a complete fluke. At first, almost every product or service is like Version 1.0. And the feedback you get from that person is going to be relatively limited. Even if you were to create a product or service for “last 10% presenter”, the product would need refinement to get to Version 1.1 and from there to 1.2 and so on. With every product or service that’s been profitable, we’ve had a Version 1.0 and then moved along refining as we go along. Every time you fix things, your product becomes better and more profitable and there’s always a “who” who’ll give you feedback and help you take the product to another level. But even if there’s a “who” in place, how do you deal with the “what?” The what depends on a simple concept: the idea of a superpower.   Why When Matters 1838 1840 1845 1849 1853 1859 For over 20 years Charles Darwin postponed the publishing of his theory Then, on 24 November, 1859, Darwin published his theory on, “Origin of Species”. Priced at fifteen shillings, 1250 copies were sold. Yet, Darwin wasn’t keen on the book being published until his death. In a letter to his religious wife, Darwin asked that 400 pound be set aside and enough promotion of his book be done after his death. Yet, Alfred Russel Wallace got in the way of these plans Alfred Wallace, a naturalist, spent eight years in Singapore and South East Asia between the years of 1854 and 1862 and is known to have discovered evolution by natural selection as well. He wrote an essay while in Indonesia (while living on the island of Ternate) and sent it to Darwin in 1858. When Darwin saw the contents of the letter, he knew the “Origin of Species” couldn’t wait any longer. It needed to be published right away or all of Darwin’s work would be attributed to another man. We are similar to Darwin in many ways Our work may seem insignificant when compared with the work of Darwin, but if your work changes a single person’s day, it’s significant. You know from your own experience how a single line in a book may have caused you to stop and reexamine what you were doing. Or a random comment that may have changed the way you went about your life or business. Our work seems insignificant only because we know it so well. For others it can be a major moment in their lives. Which is why you need to start now As you’ve probably heard or read elsewhere on the Psychotactics site, most of our work started out unpolished. At this very moment, as I’m writing this article, Renuka is laughing at one of my articles that I wrote several years ago. However the best example of the unpolished nature of our work must be attributed to The Brain Audit itself. As you’v probably heard before, the “book” started out as just 16 pages of notes. We made over $50,000 selling that book simply because we got pushed into selling it. And when we sold it offline we weren’t ready to sell it online. Again, someone pushed us and our online business got underway. If you think your work is crappy, there’s a good reason why Your work is crappy. The Brain Audit was crappy at the start. All our courses and workshops were crappy at the start. Not by choice, of course. We did the best we could but now I can’t even bear to go back and look at the early versions. You too will need to bolster up your confidence and get your work going whether it’s through text, audio, video or presentations. Because if you don’t do it, someone else will. Darwin had all the material he needed but was still reluctant to publish his work And here I am giving you this advice but I’m reluctant as well. I’ve been working on the concept of talent since 2008 or earlier. So many years have passed and while I’ve written the odd article here and there, there’s no program, no book, no webinar, no podcast. Let me ask you this question: Would you like to read about how to become talented in just about any field? Would you like to read about what holds us back?(and no it’s not genes). It’s not like I’m comparing my work to Darwin’s or any one else for that matter. But as a reader or listener, would the information be important to you? Your work is more important than ever It may appear raw to you, but you need to start and fix it later. You’re hoping for that one great idea but you need to start with a little idea. Will the little idea fail? It might, but from those failures you keep moving ahead and fixing things.  Even Darwin’s work was just the start of his journey. During Darwin’s lifetime the book went through six editions, with cumulative changes and revisions to deal with counter-arguments raised. In 1871 he examined human evolution and sexual selection in The Descent of Man, and Selection in Relation to Sex, followed by The Expression of the Emotions in Man and Animals. His research on plants was published in a series of books. His final book, The Formation of Vegetable Mould, through the Actions of Worms (published 1881), he examined earthworms and their effect on soil. When he died he was honoured by a burial in Westminster Abbey where only royals, generals, admirals, politicians, doctors and important scientists are buried. And to think Darwin almost never started on his journey. Do you still want to wait? Or are you going to start today?   Summary So how do you create a profitable idea for business? When you started reading this information, you may have thought there’d be a formula. And that’s the formula you’ve been missing. The formula is so simple that somehow you feel like there’s something wrong. Like as if you have to pay $2000 to some Internet guru to get the formula. But think about it for a second. Let’s say you’ve got a really good way to grow tomatoes. You can grow thousands of tomatoes in an extremely small space. Is that a superpower? Sure it is. So let’s start with the who: Who is going to be interested in your tomato idea? Then let’s get to what: The “what” is about growing thousands of tomatoes in a very small space. Then let’s get to the when: And this is where it all falls apart, isn’t it? You should start now, but there are reasons why you can’t start now. If Darwin could have reasons, so can you and I. We can all have our reasons. The biggest problem isn’t necessarily that you need a great idea for business You just need to start but there’s something holding you back. And we’ll explore what holds you back—yes we will. But understand that there isn’t going to be a moment when you’ll get a great idea. The Brain Audit was not a great idea, it was just a presentation. Every product or service you’ve experienced at Psychotactics wasn’t a great idea and even today is just work in progress. Most ideas are half-baked when they start and it’s in your interest to get started. Start now! Identify whom you think will buy the idea, then work on the what you’re going to sell. Make it a superpower, as far as possible. And start now. If you keep at it, the road will change along the way. You’ll make mistakes and you’ll get smarter too. And that’s when the profit will roll in. Teaching Photoshop wasn’t a new idea. It wasn’t even a great idea. Heck, you could even borrow the idea by learning Photoshop and finding art directors. And the best way to get started is to get started. You’re a member of 5000bc aren’t you? Well, get to the Taking Action forum where others just like you have decided to take their ideas and run with it. They’re on their way and so should you. Useful Resources: 1) How A 3-Step Pre-Sell Creates Product Irresistibilityhttp://www.psychotactics.com/presell-creates-irresistibility/   2) Three Unknown Secrets of Riveting Story Telling http://www.psychotactics.com/three-elements-storytelling/  3) The Brain Audit  http://www.psychotactics.com/products/the-brain-audit-32-marketing-strategy-and-structure/

We all want to create profitable products but aren't sure where to start. We hope for some amazing formula, when all you really need are three core questions. When you are clear about the answers to the three questions, you can take an amazingly pedestrian, everyday concept and make it hugely profitable. So what are the three questions you need to have in place and how can you get started today? ----------------------- How to Create a Profitable Idea for Business Around July 2000, I was made redundant from my job at a web design firm. Life wasn’t supposed to unfold this way. I’d just moved to Auckland, New Zealand from Mumbai, India a few months prior. And here I was, barely a few months later, without a job and with a mortgage that hovered around $200,000 (yes, we’d just bought a house). What do you do when you’re hurled into such a situation? I turned to Photoshop, but not quite. There’s a story behind the Photoshop story and it began back in India, in July. Back in Mumbai, I freelanced as a cartoonist and work was pretty steady through the year, except around July. For some inexplicable reason, the phones would stop ringing at that point in the year. At first, it drove me crazy and I’d do everything I could to drum up business. I’d rant and rave and complain about the fickle nature of July when my mother pointed out that things were always quiet for me in July. From that point on, we’d use July to learn how to use Photoshop One of the big games at the office (yes, I had staff) was to learn to use Photoshop in Tab, F mode. If you were to turn on Photoshop and hit the Tab key and press F (full screen) you’d find that all your toolbars disappear. The game at the office was to keep working in Photoshop without any toolbars. A bystander would look in awe as you were able to use the brush tool, increase opacity, decrease brush sizes etc. You could do almost anything in Photoshop without needing the tool bar. It looked like pure magic. It’s this magic that I had to use when I was made redundant The moment I was made redundant, I went back to trying to get work as a cartoonist. Since most cartoonists at the time were still using pen, ink and paint, my work in Photoshop stood out when I went to meet art directors at the advertising agencies. One particular art director got a bit chatty and as we talked she realised that she too could use the magic of Photoshop in her work. And so, while I started out trying to sell cartoons, I ended up charging $60 an hour, teaching art directors how to use the core tools of Photoshop without the tool bar. Notice something very interesting in the last sentence? I wasn’t teaching them Photoshop. I wasn’t going into the 2,459 rabbit holes that Photoshop presents to a beginner. Instead I was just teaching them a subset—the core tools of Photoshop without the need for a tool bar. And this is precisely the kind of advice I’d give to a client if they called me up and asked how they should start a profitable business. I’d say you need to ask yourself three questions: who, what and when. So why do these three questions matter? Why Who Matters I’ve been pretty good at drawing since a very young age. Like every other kid around me, I did the usual doodles and scribbling, and when the rest of the kids decided to give up drawing at the age of four or five, I kept at it. So you can say I’d be pretty good at drawing after all these years, wouldn’t you? And you’d be right because I’ve never really stopped drawing for a day. But drawing is a bit like cooking. Just because you’re good at cooking Italian food doesn’t mean you’re going to be any good at Japanese food Over the years I became exceptionally good at drawing cartoons, loved the structure of buildings and architecture, even dabbled in a bit of caricatures. But there’s one thing I avoided: drawing animals. I’d decided very early in my life that I wasn’t too good at drawing animals. Then, recently, I was saddled with about 400 amazing envelopes. There’s a story behind those envelopes, but for now let’s just say it was much too hard to throw away those envelopes. So I started drawing animals on them, tentatively at first, but then with a sense of a mission. The moment I started posting the photos of these envelopes online, there was a flurry of interest People from different parts of the globe started giving me advice on what I should do with them. You should print them, said one. You could create a collector’s item box set said another. And the advice kept pouring in, and did exactly what advice usually does: it confuses you beyond belief. The reason you’re hearing this story is to give you a framework of how a profitable idea doesn’t arise from an ability to do something well. A profitable idea arises from the first question you need to ask: Who. The envelope art I just started working on in early June 2016. So why is who so important? Without the “who” in mind, struggle is almost inevitable. Think about the boxed set of envelopes, for example. There’s no doubt that they make a great product, but well intended as the suggestions were, there’s no clue who would buy it. Or why they would buy it? Yet if we took the Photoshop example, we notice there’s an enormous amount of clarity. Sure, the clarity came about by a fluke discussion, but as we’ll find out a lot of profitable ideas are pure fluke. To get back to the art director, I now had a clear person (what we call in The Brain Audit as the target profile). That one job of teaching the art director not only went on for several months, but led to another job—with the daughter of another art director. I didn’t go down the path of teaching Photoshop to other art directors, but you could clearly see how the “who” helped. The “who” matters whether you’re writing an article or creating a product or service Let’s say you’re <a href="http://www.psychotactics.com/three-elements-storytelling/" rel="noopener nofollow" target="_blank">creating an online product on storytelling</a>. Before you start writing a word, you are peripherally aware of the volumes of story-related material in books, videos and audio. To write another series on storytelling would be nice, but how would it stand out. Now let’s be fair: there’s a lot of terribly average material online and offline that is very profitable regardless of uniqueness. All the same, when uniqueness is relatively easy, why would you want a me-too product when you can have one that’s clearly outstanding? When you create a product or service for someone in particular, they give you their own specific bent on the problem they’re facing. Take for example a service on presentations There are hundreds of books on presentations and services that promise to show you how to be amazing on stage. Yet, when I spoke to this presenter, she felt competent, but not quite. She felt she needed that last 10% that would take her from good to great. And there you have it. That subset is what gives you the clue. Instead of writing a book, creating a course, inventing a service on “presentations”, you work on the subset of how the “last 10% can take you from a good to great speaker.” Fluke plays an incredibly important part in this game of finding the “who” We’re so hell-bent on finding the right person, the right target profile that we don’t dare venture far from our computer screens. When I ran into that chatty art director, I had no clue that she’d talk about Photoshop. When I spoke to that presenter, I had no idea that a cup of coffee would lead to an idea about “the last 10%”. It may appear that a lot of products or services are built around strategy, but they’re often built around a person. The mistake we make is we hope we run into the ideal “who” right away And more often than not, the “who” is a complete fluke. At first, almost every product or service is like Version 1.0. And the feedback you get from that person is going to be relatively limited. Even if you were to <a href="http://www.psychotactics.com/presell-creates-irresistibility/" rel="noopener nofollow" target="_blank">create a product or service</a> for “last 10% presenter”, the product would need refinement to get to Version 1.1 and from there to 1.2 and so on. With every product or service that’s been profitable, we’ve had a Version 1.0 and then moved along refining as we go along. Every time you fix things, your product becomes better and more profitable and there’s always a “who” who’ll give you feedback and help you take the product to another level. But even if there’s a “who” in place, how do you deal with the “what?” The what depends on a simple concept: the idea of a superpower.   Why When Matters 1838 1840 1845 1849 1853 1859 For over 20 years Charles Darwin postponed the publishing of his theory Then, on 24 November, 1859, Darwin published his theory on, “Origin of Species”. Priced at fifteen shillings, 1250 copies were sold. Yet, Darwin wasn’t keen on the book being published until his death. In a letter to his religious wife, Darwin asked that 400 pound be set aside and enough promotion of his book be done after his death. Yet, Alfred Russel Wallace got in the way of these plans Alfred Wallace, a naturalist, spent eight years in Singapore and South East Asia between the years of 1854 and 1862 and is known to have discovered evolution by natural selection as well. He wrote an essay while in Indonesia (while living on the island of Ternate) and sent it to Darwin in 1858. When Darwin saw the contents of the letter, he knew the “Origin of Species” couldn’t wait any longer. It needed to be published right away or all of Darwin’s work would be attributed to another man. We are similar to Darwin in many ways Our work may seem insignificant when compared with the work of Darwin, but if your work changes a single person’s day, it’s significant. You know from your own experience how a single line in a book may have caused you to stop and reexamine what you were doing. Or a random comment that may have changed the way you went about your life or business. Our work seems insignificant only because we know it so well. For others it can be a major moment in their lives. Which is why you need to start now As you’ve probably heard or read elsewhere on the Psychotactics site, most of our work started out unpolished. At this very moment, as I’m writing this article, Renuka is laughing at one of my articles that I wrote several years ago. However the best example of the unpolished nature of our work must be attributed to The Brain Audit itself. As you’v probably heard before, the “book” started out as just 16 pages of notes. We made over $50,000 selling that book simply because we got pushed into selling it. And when we sold it offline we weren’t ready to sell it online. Again, someone pushed us and our online business got underway. If you think your work is crappy, there’s a good reason why Your work is crappy. <a href="http://www.psychotactics.com/products/the-brain-audit-32-marketing-strategy-and-structure/" rel="noopener nofollow" target="_blank">The Brain Audit</a> was crappy at the start. All our courses and workshops were crappy at the start. Not by choice, of course. We did the best we could but now I can’t even bear to go back and look at the early versions. You too will need to bolster up your confidence and get your work going whether it’s through text, audio, video or presentations. Because if you don’t do it, someone else will. Darwin had all the material he needed but was still reluctant to publish his work And here I am giving you this advice but I’m reluctant as well. I’ve been working on the concept of talent since 2008 or earlier. So many years have passed and while I’ve written the odd article here and there, there’s no program, no book, no webinar, no podcast. Let me ask you this question: Would you like to read about how to become talented in just about any field? Would you like to read about what holds us back?(and no it’s not genes). It’s not like I’m comparing my work to Darwin’s or any one else for that matter. But as a reader or listener, would the information be important to you? Your work is more important than ever It may appear raw to you, but you need to start and fix it later. You’re hoping for that one great idea but you need to start with a little idea. Will the little idea fail? It might, but from those failures you keep moving ahead and fixing things.  Even Darwin’s work was just the start of his journey. During Darwin’s lifetime the book went through six editions, with cumulative changes and revisions to deal with counter-arguments raised. In 1871 he examined human evolution and sexual selection in The Descent of Man, and Selection in Relation to Sex, followed by The Expression of the Emotions in Man and Animals. His research on plants was published in a series of books. His final book, The Formation of Vegetable Mould, through the Actions of Worms (published 1881), he examined earthworms and their effect on soil. When he died he was honoured by a burial in Westminster Abbey where only royals, generals, admirals, politicians, doctors and important scientists are buried. And to think Darwin almost never started on his journey. Do you still want to wait? Or are you going to start today?   Summary So how do you create a profitable idea for business? When you started reading this information, you may have thought there’d be a formula. And that’s the formula you’ve been missing. The formula is so simple that somehow you feel like there’s something wrong. Like as if you have to pay $2000 to some Internet guru to get the formula. But think about it for a second. Let’s say you’ve got a really good way to grow tomatoes. You can grow thousands of tomatoes in an extremely small space. Is that a superpower? Sure it is. So let’s start with the who: Who is going to be interested in your tomato idea? Then let’s get to what: The “what” is about growing thousands of tomatoes in a very small space. Then let’s get to the when: And this is where it all falls apart, isn’t it? You should start now, but there are reasons why you can’t start now. If Darwin could have reasons, so can you and I. We can all have our reasons. The biggest problem isn’t necessarily that you need a great idea for business You just need to start but there’s something holding you back. And we’ll explore what holds you back—yes we will. But understand that there isn’t going to be a moment when you’ll get a great idea. The Brain Audit was not a great idea, it was just a presentation. Every product or service you’ve experienced at Psychotactics wasn’t a great idea and even today is just work in progress. Most ideas are half-baked when they start and it’s in your interest to get started. Start now! Identify whom you think will buy the idea, then work on the what you’re going to sell. Make it a superpower, as far as possible. And start now. If you keep at it, the road will change along the way. You’ll make mistakes and you’ll get smarter too. And that’s when the profit will roll in. Teaching Photoshop wasn’t a new idea. It wasn’t even a great idea. Heck, you could even borrow the idea by learning Photoshop and finding art directors. And the best way to get started is to get started. You’re a member of 5000bc aren’t you? Well, get to the Taking Action forum where others just like you have decided to take their ideas and run with it. They’re on their way and so should you. Useful Resources: 1) <a href="http://www.psychotactics.com/presell-creates-irresistibility/" rel="noopener nofollow" target="_blank">How A 3-Step Pre-Sell Creates Product Irresistibility</a><a href="http://www.psychotactics.com/presell-creates-irresistibility/" rel="nofollow" target="_blank">http://www.psychotactics.com/presell-creates-irresistibility/</a> 2) <a href="http://www.psychotactics.com/three-elements-storytelling/" rel="noopener nofollow" target="_blank">Three Unknown Secrets of Riveting Story Telling http://www.psychotactics.com/three-elements-storytelling/</a> 3) <a href="http://www.psychotactics.com/products/the-brain-audit-32-marketing-strategy-and-structure/" rel="noopener nofollow" target="_blank">The Brain Audit</a> <a href="http://www.psychotactics.com/products/the-brain-audit-32-marketing-strategy-and-structure/" rel="nofollow" target="_blank"> http://www.psychotactics.com/products/the-brain-audit-32-marketing-strategy-and-structure/</a>

How To Create A Profitable Product (Three Core Questions)

Validating Your Idea: How To Beat Analysis-Paralysis

Would you choose between mastery or fluency? Many would opt for mastery, but it might just be the wrong choice to make. If, instead, you work with fluency, you can get incredibly talented while spending just five minutes a day. Is such a fabulous really possible? Let's find out.

Would you choose between mastery or fluency? Many would opt for mastery, but it might just be the wrong choice to make. If, instead, you work with fluency, you can get incredibly talented while spending just five minutes a day. Is such a fabulous really possible? Let's find out.

How to avoid mastery (and use 5-minute learning to get to fluency, instead)

How do you know whether your business idea is good or bad? Is there a system of validation for your info-products, courses and workshops, or do you just go with the wisdom of the crowds? This episode shows you exactly what causes one business idea to fail and the other one to succeed. This series is about the validation of your business ideas. We will explore what  is important when you’re about to embark on a new business idea. ------------- In this episode Sean talks about Part 1: How to distinguish between your own voice of fear, and voice of reason Part 2: Good ideas can't be left on the bench; they need to be consumed right away Part 3: The big picture is usually the biggest problem Click here to read online: https://www.psychotactics.com/validate-idea/ ------------- Imagine if you invented a set of tyres and they were ridiculed. That is precisely what happened to a vet from Belfast, Ireland. This vet, named John Boyd Dunlop, watched with a bit of angst as his son, Johnnie, as he bounced madly while riding on a bike on a cobblestone street. The solid rubber tyres were clearly not suitable and he set about inventing the first commercially viable pneumatic tyres. But then they made fun of him. They called the pneumatics, “pudding tyres”. What would you do if you were in Dunlop’s place? We know that Dunlop didn’t give up. He didn’t give into the ridicule, but partnered instead with Irish industrialist W. H. Du Cros to create the Dunlop tyre factory both in Ireland and across the world. But what if Dunlop backed away? What if he wasn’t so sure if his invention would be a success? This series is about the validation of ideas. And in three parts we explore three chunky bits that are important when you’re about to embark on a “pudding sort of idea”. And here’s what we’ll cover: -How to distinguish between your own voice of fear, and voice of reason -How to go about validating your idea to give yourself the best chance of success -Tips for getting over analysis paralysis Part 1: How do you distinguish between your own voice of fear, and voice of reason? If you buy really well-made bread, it goes through a cycle. At first, it's delicious. It's likely to be crusty on the outside, soft on the inside. But keep it on your kitchen bench for a few days, and it starts to get hard. In a week, it's likely to get rock-hard and possibly get mouldy. The question to ask yourself at this point is: Did you buy bad bread? And the answer is self-evident The bread wasn't bad, was it? But if you take the best loaf of bread, made by the most dedicated baker, and you keep it outside for days, you're going to get an almost identical result. This is true for good ideas as well. No matter how great your idea happens to be at the start, the hardness will set in and so will the fungi. Good ideas can't be left on the bench; they need to be consumed right away However, this is where things start to go horribly wrong; only we feel like it's going just right. The way things unfold is through testing, research and working out if the market needs our product. Once we've gone around the research block many times, we then wonder if we have anything new to bring to the table. And as we're doing all of this evaluation, the market marches on. The more we research, the more we get stuck in your own trap to the point where the only thing we can do, is to scout for yet another idea. Fear takes over, and we don't know what to do next. But why are we fearful in the first place? We're fearful because we can't see the big picture. When you look at most business owners, they don't look confused and composed. They seem to have all these projects going; they appear to be attending events, speaking, turning out courses and books. In short, they seem to have everything well under control. You, on the other hand, aren't able to see so far into the distance, let alone figure out a way to get there. And this lack of the ability to see way into that future, plus the ongoing intimidation from seemingly successful people, puts you in a position of great angst. The big picture is usually the biggest problem Entrepreneurs who succeed rarely see the big picture. They're not entirely clueless, either. They know where they want to go, but it's still, at best, a hazy view of the future. What they tend to look at closely is what's in front of them. To understand the analogy, think of yourself in a car. Let's say you have to drive from Auckland to Wellington, a route of almost 8 hours of hard driving. Do you know what Wellington looks like at this moment? It would hardly hassle you because you're focused on the road right in front of you. Your only piece of research is a sort of GPS system that will more or less ensure you don't get lost along the way. But wait, you already have your GPS system You did the research; you read the books, you know how to move forward, so why are you still stuck? If we were to go back to the road analogy, you wouldn't be stuck. And that's because you're not figuring out whether you'll have a puncture 24 km from now. You're not worried that there's other competition; other cars on the road. What you're entirely focused on is the road right in front of you. If you get tired or confused, you stop for a break. If you get hungry, a meal does the trick. All along the way, you're just looking at what's in front of you. Which is completely the opposite of what you expect when you're getting started with a project A project somehow needs to have all your ducks lined up in a row, or you simply drive around in circles. But what if there were a way to break up a project into smaller bits? When we think of a business or project let's drop the big, seven-silly-figure plan, shall we? Let's just focus on two core elements. The first point is where we're going to get our clients. The second is where we're going to get them to spend their time. So where do we get our clients? If you just build a website, no one will come. Despite being online and having a rock-solid reputation, almost no one comes to our website out of the blue. Instead, they come from somewhere else. When we first started our business, that somewhere else was a portal called “Marketingprofs.com”. We'd publish an article at the portal and clients would head to our website after reading the article. When we'd go to a local, tiny event, and speak for about 30 minutes, prospects would turn into clients and buy an e-book, and then a small percentage would sign up for consulting. In every instance, what you're doing isn't this big, long range planning. All you're doing is this tiny task. Successful entrepreneurs are like successful comedians You only get to see the final one or two-hour show, but you never get to see all the small parts along the way. Comedians painstakingly put forward their jokes, only to see many fall flat. Some make the cut, and they go into the final show. Entrepreneurs do something similar. They make a move here, a move there and they keep going forward. By the time you see that fancy course appearing on Facebook or on their websites, they've made dozens, possibly hundreds of little moves to get to that point. And then, if they're good, as in really good, they keep working on their plans and refining it to the sharpest possible degree. The road right in front of you isn't that scary When you consider the entire journey, the possibility of a breakdown, deteriorating weather, and crazy drivers, suddenly it seems like a pretty good idea to put some tea on the boil and stay home. But with every experience you have of staying home, you create a whole new layer of fear. After a while, it seems totally impossible to go ahead with any plan and research and further learning seems to be the only consolation prize. Let me tell you a personal story I've told many times before I know how to create an ePub file. How do I know this? Because I've been through many hours of practice. When ePub first came out many years ago, I was keen to learn it, and so I followed the tutorial and made an ePub file. But it was a dummy file because I didn't want it to be anything a client would hold. When InDesign started to dig deeper into ePub, I went through tutorial after tutorial, in version after version of ePub and InDesign. To this day, I haven't created a single Psychotactics document in ePub. You can see the problem, can't you? I'm trying to create this perfect book, this perfect product. Instead of simply planning out a simple ePub, I'm looking at the big picture, and it's stifling me. All the information and all the research isn't helping at all. The ePub project is many years old, and it's like a loaf of bread that's been sitting there the whole time. You can barely believe your eyes when you read this information, can you? You'd think, what's the problem with a measly epub file? Why can't you just give it a shot? Who cares if it turns out right or wrong? Same question is headed your way Who cares if the idea is right or wrong? How about taking on this tiny project and conquering the fear? And if it fails, you'll figure out a way to fix it. But if you don't start, you know that idea will get harder by the minute. Next Up: How do you go about validating your idea to give yourself the best chance of success?

How do you know whether your business idea is good or bad? Is there a system of validation for your info-products, courses and workshops, or do you just go with the wisdom of the crowds? This episode shows you exactly what causes one business idea to fail and the other one to succeed. This series is about the validation of your business ideas. We will explore what  is important when you’re about to embark on a new business idea. ------------- In this episode Sean talks about Part 1: How to distinguish between your own voice of fear, and voice of reason Part 2: Good ideas can't be left on the bench; they need to be consumed right away Part 3: The big picture is usually the biggest problem Click here to read online: <a href="https://www.psychotactics.com/validate-idea/" rel="nofollow" target="_blank">https://www.psychotactics.com/validate-idea/</a> ------------- Imagine if you invented a set of tyres and they were ridiculed. That is precisely what happened to a vet from Belfast, Ireland. This vet, named John Boyd Dunlop, watched with a bit of angst as his son, Johnnie, as he bounced madly while riding on a bike on a cobblestone street. The solid rubber tyres were clearly not suitable and he set about inventing the first commercially viable pneumatic tyres. But then they made fun of him. They called the pneumatics, “pudding tyres”. What would you do if you were in Dunlop’s place? We know that Dunlop didn’t give up. He didn’t give into the ridicule, but partnered instead with Irish industrialist W. H. Du Cros to create the Dunlop tyre factory both in Ireland and across the world. But what if Dunlop backed away? What if he wasn’t so sure if his invention would be a success? This series is about the validation of ideas. And in three parts we explore three chunky bits that are important when you’re about to embark on a “pudding sort of idea”. And here’s what we’ll cover: -How to distinguish between your own voice of fear, and voice of reason -How to go about validating your idea to give yourself the best chance of success -Tips for getting over analysis paralysis Part 1: How do you distinguish between your own voice of fear, and voice of reason? If you buy really well-made bread, it goes through a cycle. At first, it's delicious. It's likely to be crusty on the outside, soft on the inside. But keep it on your kitchen bench for a few days, and it starts to get hard. In a week, it's likely to get rock-hard and possibly get mouldy. The question to ask yourself at this point is: Did you buy bad bread? And the answer is self-evident The bread wasn't bad, was it? But if you take the best loaf of bread, made by the most dedicated baker, and you keep it outside for days, you're going to get an almost identical result. This is true for good ideas as well. No matter how great your idea happens to be at the start, the hardness will set in and so will the fungi. Good ideas can't be left on the bench; they need to be consumed right away However, this is where things start to go horribly wrong; only we feel like it's going just right. The way things unfold is through testing, research and working out if the market needs our product. Once we've gone around the research block many times, we then wonder if we have anything new to bring to the table. And as we're doing all of this evaluation, the market marches on. The more we research, the more we get stuck in your own trap to the point where the only thing we can do, is to scout for yet another idea. Fear takes over, and we don't know what to do next. But why are we fearful in the first place? We're fearful because we can't see the big picture. When you look at most business owners, they don't look confused and composed. They seem to have all these projects going; they appear to be attending events, speaking, turning out courses and books. In short, they seem to have everything well under control. You, on the other hand, aren't able to see so far into the distance, let alone figure out a way to get there. And this lack of the ability to see way into that future, plus the ongoing intimidation from seemingly successful people, puts you in a position of great angst. The big picture is usually the biggest problem Entrepreneurs who succeed rarely see the big picture. They're not entirely clueless, either. They know where they want to go, but it's still, at best, a hazy view of the future. What they tend to look at closely is what's in front of them. To understand the analogy, think of yourself in a car. Let's say you have to drive from Auckland to Wellington, a route of almost 8 hours of hard driving. Do you know what Wellington looks like at this moment? It would hardly hassle you because you're focused on the road right in front of you. Your only piece of research is a sort of GPS system that will more or less ensure you don't get lost along the way. But wait, you already have your GPS system You did the research; you read the books, you know how to move forward, so why are you still stuck? If we were to go back to the road analogy, you wouldn't be stuck. And that's because you're not figuring out whether you'll have a puncture 24 km from now. You're not worried that there's other competition; other cars on the road. What you're entirely focused on is the road right in front of you. If you get tired or confused, you stop for a break. If you get hungry, a meal does the trick. All along the way, you're just looking at what's in front of you. Which is completely the opposite of what you expect when you're getting started with a project A project somehow needs to have all your ducks lined up in a row, or you simply drive around in circles. But what if there were a way to break up a project into smaller bits? When we think of a business or project let's drop the big, seven-silly-figure plan, shall we? Let's just focus on two core elements. The first point is where we're going to get our clients. The second is where we're going to get them to spend their time. So where do we get our clients? If you just build a website, no one will come. Despite being online and having a rock-solid reputation, almost no one comes to our website out of the blue. Instead, they come from somewhere else. <a href="https://www.psychotactics.com/good-to-great/" rel="nofollow" target="_blank">When we first started our business</a>, that somewhere else was a portal called “<a href="http://Marketingprofs.com" rel="nofollow" target="_blank">Marketingprofs.com</a>”. We'd publish an article at the portal and clients would head to our website after reading the article. When we'd go to a local, tiny event, and speak for about 30 minutes, prospects would turn into clients and buy an e-book, and then a small percentage would sign up for consulting. In every instance, what you're doing isn't this big, long range planning. All you're doing is this tiny task. <a href="https://www.psychotactics.com/reality-business/" rel="nofollow" target="_blank">Successful entrepreneurs</a> are like successful comedians You only get to see the final one or two-hour show, but you never get to see all the small parts along the way. Comedians painstakingly put forward their jokes, only to see many fall flat. Some make the cut, and they go into the final show. Entrepreneurs do something similar. They make a move here, a move there and they keep going forward. By the time you see that fancy course appearing on Facebook or on their websites, they've made dozens, possibly hundreds of little moves to get to that point. And then, if they're good, as in really good, they keep working on their plans and refining it to the sharpest possible degree. The road right in front of you isn't that scary When you consider the entire journey, the possibility of a breakdown, deteriorating weather, and crazy drivers, suddenly it seems like a pretty good idea to put some tea on the boil and stay home. But with every experience you have of staying home, you create a whole new layer of fear. After a while, it seems totally impossible to go ahead with any plan and research and further learning seems to be the only consolation prize. Let me tell you a personal story I've told many times before I know how to create an ePub file. How do I know this? Because I've been through many hours of practice. When ePub first came out many years ago, I was keen to learn it, and so I followed the tutorial and made an ePub file. But it was a dummy file because I didn't want it to be anything a client would hold. When InDesign started to dig deeper into ePub, I went through tutorial after tutorial, in version after version of ePub and InDesign. To this day, I haven't created a single Psychotactics document in ePub. You can see the problem, can't you? I'm trying to create this perfect book, this perfect product. Instead of simply planning out a simple ePub, I'm looking at the big picture, and it's stifling me. All the information and all the research isn't helping at all. The ePub project is many years old, and it's like a loaf of bread that's been sitting there the whole time. You can barely believe your eyes when you read this information, can you? You'd think, what's the problem with a measly epub file? Why can't you just give it a shot? Who cares if it turns out right or wrong? Same question is headed your way Who cares if the idea is right or wrong? How about taking on this tiny project and conquering the fear? And if it fails, you'll figure out a way to fix it. But if you don't start, you know that idea will get harder by the minute. Next Up: <a href="https://www.psychotactics.com/validating-business-idea/" rel="nofollow" target="_blank">How do you go about validating your idea to give yourself the best chance of success?</a>

How To Validate Your Idea (And Overcome Self-Doubt) - Part One

Why do some books, courses or workshops end up becoming so addictive? Is it the teacher, the system, the information, or is it all of the above? In this podcast we look at why your business needs a bit of movement through three precise stages. Those stages are information, results and elegance. Elegance is hard to resist, but how do we get there and how long does it take? Is there any guaranteed way to get to elegance? Let's find out in this episode.

Why do some books, courses or workshops end up becoming so addictive? Is it the teacher, the system, the information, or is it all of the above? In this podcast we look at why your business needs a bit of movement through three precise stages. Those stages are information, results and elegance. Elegance is hard to resist, but how do we get there and how long does it take? Is there any guaranteed way to get to elegance? Let's find out in this episode.

Why "Elegance" not "Information" Creates an Addictive Business Model

Why are some sales pages so confusing? Is it because of the message or rather because there are way too many messages hitting you all at once? A sales page needs a powerful message to get the client not just interested, but to keep reading. And yet sales pages often miss that goal. But there's a way to start the sales page from getting off to a false start. And it's called “isolating the problem”. But how do we go about this isolation process?  Let's find out. shall we? Click here to read: Why The Top-Half Of The Sales Page Goes Wrong (And How To Fix It)

Why are some sales pages so confusing? Is it because of the message or rather because there are way too many messages hitting you all at once? A sales page needs a powerful message to get the client not just interested, but to keep reading. And yet sales pages often miss that goal. But there's a way to start the sales page from getting off to a false start. And it's called “isolating the problem”. But how do we go about this isolation process? Let's find out. shall we? Click here to read: <a href="https://www.psychotactics.com/guidelines-sales-pages/" rel="nofollow" target="_blank">Why The Top-Half Of The Sales Page Goes Wrong (And How To Fix It)</a>

Why The Top-Half of the Sales Page Goes Wrong (And How to Fix It)

We tend to learn in sequence. Chapter one, two and three. But what if we broke the sequence? Would that enhance our learning? In this rather sequential piece, you learn how I tend to break quite a few rules to get the results I want, and you'll find it works very well for you too. Tah, dah, time to jump the queue and learn in a whole different way.

We tend to learn in sequence. Chapter one, two and three. But what if we broke the sequence? Would that enhance our learning? In this rather sequential piece, you learn how I tend to break quite a few rules to get the results I want, and you'll find it works very well for you too. Tah, dah, time to jump the queue and learn in a whole different way.

Why Random Learning is Superior (And Other Weird Learning Methods)

How To Speed Up Client-Learning With The Incredible Power of Infotainment

How do you maintain a high productivity level when switching tasks? How do you get the brain and body to handle the transition? And how do you manage the transitions with a minimum amount of fuss? Read online: https://www.psychotactics.com/high-productivity/ =============== I was asked in e-mail: I am curious to know, since you do so many tasks in a day, how do you deal with context switching? I can do a task for 60 minutes, but doing something different immediately, requires some time for the brain and the body to handle the transition. How do you manage these transitions? The approximate formula is: High Intensity &gt; BREAK &gt; Low Intensity Notice how it goes? High, BREAK, Low. Then BREAK &gt; High &gt; BREAK &gt; Low. When you first see the switching formula, it seems like it's just a transition from high to low. But as you can tell from the emphasis above, the break is pretty critical. If you just go from high to low or even low to high, the brain doesn't get time to recover. And recovery is what's important when you want to keep your attention and focus. Without recovery you get a factor of tiredness, that may also spiral downwards to exhaustion But with recovery, your brain and body get a chance to relax and come back to take on the next battle. It's at this point that the high to low bit also matters. Taking on high-intensity tasks one after the other just wears you out and having the high to low allows your brain to make a decent transition—and relax even more after you've had the break. But how long are the breaks? The breaks depend on the time of day. During the day, while at work the breaks are short. However, at around lunch time, it might be about 30 minutes or more. At tea time I will take another 30 minutes. It seems like a lot of down-time, but that's the reason why you can achieve more. A simple alarm or timer that does a countdown enables you to take that break. But there are days when I'll ignore that timer (as we all do) and that's the day when I get more tired. Instead, at the point of the timer going off, I can give my brain and body a break. I lie on the floor (yes, on the floor) and have two books to rest my head in a semi-supine position. Look it up. It sounds totally bizarre that taking time off gets you to achieve more, but that's precisely the crux of higher productivity The more you work, the longer stretches you work for, the less productive you're likely to be. And of course, the more tired you'll get. If you're younger, you may brush this off, because you seem to have boundless energy, but in tests, young tennis players were matched against each other, and the top players were always the ones who recovered better. The recovery period forms the core—if that were not obvious by now already. And it helps in switching tasks as well. My day starts with high intensity. I will either be writing a book, or be answering questions on a course, or in 5000bc. A lot of these activities involve not just reading, but analysis and giving precise direction. It's mentally draining and after 90 minutes or so (with rest periods in between), I'll go for a walk. That's a longer break. When I get back, I will make breakfast and watch some comedy on YouTube (while cooking up some yummy dosas). Then it's time to paint for a while. That's all high to break, and now it's time to get back to low intensity, which would involve something like e-mail or something that doesn't require a tonne of resources. The day moves on from there to writing scripts for the podcast and answering 5000bc posts, before it's time for lunch and another break. The day is filled with breaks, high and low-intensity tasks, which enable me to write, draw, and do many other tasks like recording podcasts or doing interviews, etc. To be productive pay attention to the formula and do the semi-supine. If you don't have a great floor, get a yoga mat and relax on the ground. The more you fight your brain and body the harder it is to switch. It also doesn't allow you to reach your highest productivity level. And that, in a nutshell, is how to go about your day. Next Step: Read—How High and Low Tasks Apply To Projects (How To Be Productive And Not Burn Out)

How do you maintain a high productivity level when switching tasks? How do you get the brain and body to handle the transition? And how do you manage the transitions with a minimum amount of fuss? Read online: <a href="https://www.psychotactics.com/high-productivity/" rel="nofollow" target="_blank">https://www.psychotactics.com/high-productivity/</a> =============== I was asked in e-mail: I am curious to know, since you do so many tasks in a day, how do you deal with context switching? I can do a task for 60 minutes, but doing something different immediately, requires some time for the brain and the body to handle the transition. How do you manage these transitions? The approximate formula is: High Intensity &gt; BREAK &gt; Low Intensity Notice how it goes? High, BREAK, Low. Then BREAK &gt; High &gt; BREAK &gt; Low. When you first see the switching formula, it seems like it's just a transition from high to low. But as you can tell from the emphasis above, the break is pretty critical. If you just go from high to low or even low to high, the brain doesn't get time to recover. And recovery is what's important when you want to keep your attention and focus. Without recovery you get a factor of tiredness, that may also spiral downwards to exhaustion But with recovery, your brain and body get a chance to relax and come back to take on the next battle. It's at this point that the high to low bit also matters. Taking on high-intensity tasks one after the other just wears you out and having the high to low allows your brain to make a decent transition—and relax even more after you've had the break. But how long are the breaks? The breaks depend on the time of day. During the day, while at work the breaks are short. However, at around lunch time, it might be about 30 minutes or more. At tea time I will take another 30 minutes. It seems like a lot of down-time, but that's the reason why you can achieve more. A simple alarm or timer that does a countdown enables you to take that break. But there are days when I'll ignore that timer (as we all do) and that's the day when I get more tired. Instead, at the point of the timer going off, I can give my brain and body a break. I lie on the floor (yes, on the floor) and have two books to rest my head in a semi-supine position. Look it up. It sounds totally bizarre that taking time off gets you to achieve more, but that's precisely the crux of higher productivity The more you work, the longer stretches you work for, the less productive you're likely to be. And of course, the more tired you'll get. If you're younger, you may brush this off, because you seem to have boundless energy, but in tests, young tennis players were matched against each other, and the top players were always the ones who recovered better. The recovery period forms the core—if that were not obvious by now already. And it helps in switching tasks as well. My day starts with high intensity. I will either be writing a book, or be answering questions on a course, or in 5000bc. A lot of these activities involve not just reading, but analysis and giving precise direction. It's mentally draining and after 90 minutes or so (with rest periods in between), I'll go for a walk. That's a longer break. When I get back, I will make breakfast and watch some comedy on YouTube (while cooking up some yummy dosas). Then it's time to paint for a while. That's all high to break, and now it's time to get back to low intensity, which would involve something like e-mail or something that doesn't require a tonne of resources. The day moves on from there to writing scripts for the podcast and answering 5000bc posts, before it's time for lunch and another break. The day is filled with breaks, high and low-intensity tasks, which enable me to write, draw, and do many other tasks like recording podcasts or doing interviews, etc. To be productive pay attention to the formula and do the semi-supine. If you don't have a great floor, get a yoga mat and relax on the ground. The more you fight your brain and body the harder it is to switch. It also doesn't allow you to reach your highest productivity level. And that, in a nutshell, is how to go about your day. Next Step: Read—<a href="https://www.psychotactics.com/productive-not-burn/" rel="nofollow" target="_blank">How High and Low Tasks Apply To Projects (How To Be Productive And Not Burn Out)</a>

How To Achieve A Lot (Even As You Switch Tasks All Day)

When writing headlines, you often get stuck.  Can grammar come to the rescue when under pressure? Find out how grammar class helps you write outstanding headlines in a jiffy.

When writing headlines, you often get stuck.  Can grammar come to the rescue when under pressure? Find out how grammar class helps you write outstanding headlines in a jiffy.

Replay-How To Write Stunning Headlines With And, Even and Without

If you're struggling to get attention on your website or when you meet a client, it's because you're not using two core factors: novelty and consequences. When you use these two concepts back to back with each other, something magical happens?you get attention! http://www.psychotactics.com/dc (Finish Your Book Workshop in Washington DC) http://www.psychotactics.com/denver (Where I'm speaking at the Copyblogger conference). http://www.psychotactics.com/magic (for magic, of course) ===  Sean D'Souza:Hi. This is Sean D'Souza from Psychotactics.com, and you're listening to The Three-Month Vacation Podcast. This podcast isn't some magic trick about working less. Instead, it's about how to really enjoy your work and enjoy your vacation time.   On January 15, 2008, Steve Jobs stood in front of an audience and in his hand he had something that seemed quite boring. It was just an envelope, a yellow envelope, a manila envelope but, still, quite boring. Then he proceeded to take out a computer from that envelope, and that's when the audience gasped. What did Steve Jobs do that was so amazing? It's what you should do as a presenter no matter where you stand in front of an audience. It's what you should do when you're presenting something, a product or a service, and that's something that you should work on. It's called attention.   While we all seek attention, we don't seem to get as much of it as we'd expect. The reason why we don't get that attention is simply because we don't understand the elements of attention. Attention has two elements, novelty and consequences. We'll start off with the concept of novelty. What is novelty? Let's take the example of Sara Blakeley. She started this company called SPANX. SPANX is an undergarment that smoothes the contours of a woman's body, making clothes more flattering, making them more comfortable.   Sara was having a problem. She was having trouble making her first sale. That's because when you're presenting something, it's usually in a boardroom and some buyer is looking at your stuff and you're in a list of seventeen buyers or seven hundred buyers. For some reason, Sara decided to change the tactics. She decided to go with novelty. Instead of making the presentation in the boardroom, she decided to take the buyer to the Ladies' Room. There she was at a Neiman Marcus in Dallas and they go to the Ladies' Room.   To really make a point, Sara had worn some form-fitting white pants, and because it was form-fitting and white, well, you can tell it wasn't that flattering for a woman. Then she pulled out her product, which she had called SPANX, and she put it on and the buyer saw the before and after. Right there and then, there was a moment of conversion. There was this flashing bolt of light and suddenly she was able to sell this product that she was having so much trouble selling before. What she found or stumbled on or figured out was this factor of novelty. The whole scenario of the Ladies' Room, the white pants, it being form-fitting, all of that combined to form this moment where it was impossible for the buyer to ignore. That's really what you're doing. You're making it impossible for the buyer to ignore you.   In this episode we look at the methods that you can use to get novelty going. We'll look at the length of the novelty and finally, we'll look at the connection. Once you've done your novelty act, how do you connect? How do you stay relevant? Where do you go from there? Let's start off with the first one, which is the methods that you need to use to get to novelty.   When I make the Brain Audit presentation, I do something very odd. I'll step into the audience and pick up a chair that no one is sitting on. Then I will get the chair to the front of the room and I will say, "I'm going to sit on this chair, stand up." Sit on the chair, stand up. Sit on the chair and stand up. Then I turn to the audience and say, "Did any one of you expect this chair to break? Why didn't the chair break?" What you've seen there is a demonstration of novelty. It's breaking that cycle of whatever people are doing. The method that was used in this system of novelty was to use the demonstration.   You can use stories, analogies, and demonstrations. Those are the most common uses of novelty. Whether you're writing an article, you're doing a presentation, you're in front of a client and you're selling some product or service, one of these three methods, stories, analogies, or demonstrations, are extremely powerful. The reason why they're powerful is more important, and that is because it breaks the pattern. When an audience or a client is expecting something and you've come out from left field, they are forced to pay attention. You are forced to pay attention when someone walks onstage and pulls out a computer from an envelope. You are forced to pay attention when someone starts to pull up a chair and sit on the chair and stand on it.   In another example, when I was speaking in Chicago, there were about two hundred fifty people in the audience. I don't know about you, but it's very hard to get two hundred fifty people to pay attention to you. The topic that I was speaking about was pricing, about how to increase your prices without losing customers. How would you start such a presentation? I started the presentation with a video of New Zealand. That is novelty. It breaks that pattern in a matter of seconds. It doesn't matter what you are thinking or doing or thinking of doing. The pattern is broken. You have to pay attention.   When Tom Dickson wanted to sell his blenders, well, how can you break a pattern with blenders? When an iPhone comes out, it's extremely coveted. To destroy an iPhone is crazy. It almost flies in the face of reason, so that's what he did. He broke the pattern by going the opposite way. What he did was he took that iPhone and put it in a blender and crushed it to pieces. That got everyone's attention. He became a sensation on YouTube. The sales have soared since then. Whenever you look at this factor of how people have got attention, it's by going almost counterintuitive, that everyone expects you to go one way and you're going the other way.   When we go back to the sixties and we look at Bill Bernbach, he started up an advertising agency which is now called BBDO. He had a lot of these things. We had the Volkswagen, which is the Beetle. All of America was thinking big, big cars, big everything, Big Mac. His campaign was completely the opposite. it was think small. They started selling these Bugs, the Beetle Bugs, and they were about thinking small. In the car rental business, Avis and Hertz have been at each other's throats forever. It was such a delight, such an attention-getter when Avis said, "We're number 2. So why go with us?" Immediately, that gets your attention.   What we're looking at here is this attention-getter, which is this disruption in what people are expecting to get and what you give them. It's done through stories, analogies, demonstrations, and just plain counterintuitiveness, but at the very core of it, what gets attention is the novelty. If you're expecting me to say something and I say exactly that, you fall asleep. You have to find something that's going to wake me up. Yes, novelty wakes me up, but what about the length of that novelty? How long should I go before I stop?   When we read a novel, we tend to find a lot of description; the character is being built up. The same thing applies to movies; the character is being built up. When you're communicating, you don't have that build-up time. Let's say you're writing an article, you've got maybe a paragraph, maybe two paragraphs of telling a story or a demonstration or creating some kind of analogy. That's it. Then you have to go and connect. You have to continue. You have to go to the next section. You can't stay in the novelty for too long because the novelty wears itself out.   The same thing applies with presentations. When you're standing there in front of an audience, you don't have half the presentation to get the novelty across. In fact, it would be boring. When you sit on that chair, stand up, sit on the chair, stand up, that's quick. When Sara Blakeley went through the whole routine of changing into SPANX and showing how it made a difference, that was quick. The same thing applied to Blendtec where he spun those iPhones around in the blender. Again, it's quick. It doesn't have to be very quick; it just has to be quick enough. The novelty lasts for a few minutes, and this applies to reading or speaking or anything.   If you're standing in front of a person, making a presentation, you've probably got a few minutes, maybe three or four minutes. If it's an article or a sales page, you probably have less time; you have twenty seconds, thirty seconds. The novelty of a story, demonstration, or analogy doesn't last very long. It's best to get there, not to be too hurried about it, but to tell the story and get out of there. Pretty much like you've heard in the podcast here. There's a story, it shows up, you get the point, and then we move on to something else. That something else is the third part in today's episode, and that is the consequences.   When you look at a story like Little Red Riding Hood, yes, it's a story. It's a novelty, it's very interesting and kids love it. The little girl is headed to her grandma's place and she's taking some goodies for grandma. Then along the way, she meets the wolf and there are consequences, not just for the girl but for the grandma as well. There is a moral to that story, but before we get to any kind of moral, we are looking at two distinct phases. One is the whole novelty of the girl meeting the wolf and then the consequences.   Sometimes the consequences are not so apparent. When Sara Blakeley shows the before and after of SPANX, those consequences are apparent immediately. When Steve Jobs took the MacBook Air out of the envelope, there didn't seem to be many consequences. In the Steve Jobs presentation, the consequences are in the lightness. When you don't have that light MacBook Air, which was billed as the lightest notebook, well, you've got a heavy computer.   These messages are driven through the media and in the presentation. When you went with Avis instead of Hertz, it was to show you that Hertz is number one; they don't care. Number two, we have to care. In many cases the consequences are either stated or implied. When you're making a presentation, when you're speaking to a client, you cannot afford to let it be implied. You cannot afford to let the client figure out what the consequences are. You need to tell them.   When I'm making a presentation on pricing and I show them this video of New Zealand, the next thing I talk about is The Three-Month Vacation and how pricing affects your ability to go on vacation and how you have to work a lot harder and money is not easy to come by. What happens is a very unconnected topic like the video on New Zealand then connects nicely into pricing with consequences. When I do the Brain Audit presentation, sitting down, standing up, sitting down, standing up, what are the consequences there?   Again, the consequences are explained. It's how a chair is built on science and how marketing doesn't work on science, how it falls apart, how we raise thousands of dollars just buying some crazy system that's supposed to be working tomorrow instead of understanding the science behind it and why things work. Then the audience gets it. We've gone from a stage of novelty to a stage of consequences, and that's how you get and you keep that attention. You can do that very, very quickly. It does take some practice. All of the great stories and demonstrations and analogies, all of them have to have this little practice routine before they go live. Once it goes live, you'll see the results for yourself. You'll stand up and people will pay attention. Then you'll drive home the consequences, and they'll want to know how do I buy into whatever it is you're selling?   Yes, that brings us to the end of this episode. Let's do a quick summary. We started out with the methods of getting attention. We saw that the methods are usually a story, an analogy, or a demonstration, but at the very core it has to be almost counterintuitive. It has to be something that the audience or your client is not expecting to hear, and that gets the attention. It snaps the person to attention.   The second thing you want to do is you want to figure out the length. The length needs to be short enough. In an article, that means a paragraph, maybe two paragraphs. When you're meeting a client face-to-face, you'll get three, four minutes. Anything more and you're just pushing the boundaries. Novelty lasts only so long, and then you have to move to the next stage, which are the consequences. That was our last section, which was the consequences. Sure, you can have implied consequences, but it's very dangerous because the client needs to know specifically what are the consequences of not taking that action. You should bring that in your presentation, in your speech, in your article, in your sales letter.   There you go. Novelty and consequences, and you get attention. What one thing can you do today? We covered quite a lot. The important thing that you can do today is to look at whatever you're saying. Whatever you're saying is what you'd call intuitive. It's what you've trained yourself to say. How about going counterintuitive? Let me give you an example. I started writing a series on writer's block this week, and maybe I'll make it into a booklet, maybe a book, but I went counterintuitive. How would we do this intuitively? How would we come up with a title? We'd say, "How to avoid writer's block." Mine was counterintuitive. It said, "How to get writer's block." Notice how it gets your attention? That's what you want to do, that one thing.   This week, try and do one thing that is counterintuitive and you'll see how it just gets the attention of your audience. Then move to the consequences.   Yes, that's the end of this episode. If you haven't already rated this podcast, please do so at iTunes. If you have a list and would like to share this podcast with your list, please do so. I'm telling you because unless you tell, things don't happen. On another front, if you've been struggling to finish your book or your e-book, then there is a workshop and this is at Psychotactics.com/dc. It's three days. It's a lot of fun. More importantly, it helps you understand the structure of how to finish a book.   A book is very frustrating to write, and the reason why it's frustrating is not because of the whole factor of the content. You already have the content in your head. It's how you structure it. When you are able to structure it quickly, put the book together quickly, your client is able to do the same. They're able to read it, to consume it. As a result, they come back for more. They come back for more consulting, for more training, and for more books and products.     That's Psychotactics.com/dc. We'll see you there on May 5th, 6th, and 7th. That's it from The Three-Month Vacation and Psychotactics.com. If you haven't been to Psychotactics, go there today. Bye for now. 

If you're struggling to get attention on your website or when you meet a client, it's because you're not using two core factors: novelty and consequences. When you use these two concepts back to back with each other, something magical happens?you get attention! <a href="http://www.psychotactics.com/dc" rel="nofollow" target="_blank">http://www.psychotactics.com/dc</a> (Finish Your Book Workshop in Washington DC) <a href="http://www.psychotactics.com/denver" rel="nofollow" target="_blank">http://www.psychotactics.com/denver</a> (Where I'm speaking at the Copyblogger conference). <a href="http://www.psychotactics.com/magic" rel="nofollow" target="_blank">http://www.psychotactics.com/magic</a> (for magic, of course) === Sean D'Souza:Hi. This is Sean D'Souza from <a href="http://Psychotactics.com" rel="nofollow" target="_blank">Psychotactics.com</a>, and you're listening to The Three-Month Vacation Podcast. This podcast isn't some magic trick about working less. Instead, it's about how to really enjoy your work and enjoy your vacation time.  On January 15, 2008, Steve Jobs stood in front of an audience and in his hand he had something that seemed quite boring. It was just an envelope, a yellow envelope, a manila envelope but, still, quite boring. Then he proceeded to take out a computer from that envelope, and that's when the audience gasped. What did Steve Jobs do that was so amazing? It's what you should do as a presenter no matter where you stand in front of an audience. It's what you should do when you're presenting something, a product or a service, and that's something that you should work on. It's called attention.  While we all seek attention, we don't seem to get as much of it as we'd expect. The reason why we don't get that attention is simply because we don't understand the elements of attention. Attention has two elements, novelty and consequences. We'll start off with the concept of novelty. What is novelty? Let's take the example of Sara Blakeley. She started this company called SPANX. SPANX is an undergarment that smoothes the contours of a woman's body, making clothes more flattering, making them more comfortable.  Sara was having a problem. She was having trouble making her first sale. That's because when you're presenting something, it's usually in a boardroom and some buyer is looking at your stuff and you're in a list of seventeen buyers or seven hundred buyers. For some reason, Sara decided to change the tactics. She decided to go with novelty. Instead of making the presentation in the boardroom, she decided to take the buyer to the Ladies' Room. There she was at a Neiman Marcus in Dallas and they go to the Ladies' Room.  To really make a point, Sara had worn some form-fitting white pants, and because it was form-fitting and white, well, you can tell it wasn't that flattering for a woman. Then she pulled out her product, which she had called SPANX, and she put it on and the buyer saw the before and after. Right there and then, there was a moment of conversion. There was this flashing bolt of light and suddenly she was able to sell this product that she was having so much trouble selling before. What she found or stumbled on or figured out was this factor of novelty. The whole scenario of the Ladies' Room, the white pants, it being form-fitting, all of that combined to form this moment where it was impossible for the buyer to ignore. That's really what you're doing. You're making it impossible for the buyer to ignore you.  In this episode we look at the methods that you can use to get novelty going. We'll look at the length of the novelty and finally, we'll look at the connection. Once you've done your novelty act, how do you connect? How do you stay relevant? Where do you go from there? Let's start off with the first one, which is the methods that you need to use to get to novelty.  When I make the Brain Audit presentation, I do something very odd. I'll step into the audience and pick up a chair that no one is sitting on. Then I will get the chair to the front of the room and I will say, "I'm going to sit on this chair, stand up." Sit on the chair, stand up. Sit on the chair and stand up. Then I turn to the audience and say, "Did any one of you expect this chair to break? Why didn't the chair break?" What you've seen there is a demonstration of novelty. It's breaking that cycle of whatever people are doing. The method that was used in this system of novelty was to use the demonstration.  You can use stories, analogies, and demonstrations. Those are the most common uses of novelty. Whether you're writing an article, you're doing a presentation, you're in front of a client and you're selling some product or service, one of these three methods, stories, analogies, or demonstrations, are extremely powerful. The reason why they're powerful is more important, and that is because it breaks the pattern. When an audience or a client is expecting something and you've come out from left field, they are forced to pay attention. You are forced to pay attention when someone walks onstage and pulls out a computer from an envelope. You are forced to pay attention when someone starts to pull up a chair and sit on the chair and stand on it.  In another example, when I was speaking in Chicago, there were about two hundred fifty people in the audience. I don't know about you, but it's very hard to get two hundred fifty people to pay attention to you. The topic that I was speaking about was pricing, about how to increase your prices without losing customers. How would you start such a presentation? I started the presentation with a video of New Zealand. That is novelty. It breaks that pattern in a matter of seconds. It doesn't matter what you are thinking or doing or thinking of doing. The pattern is broken. You have to pay attention.  When Tom Dickson wanted to sell his blenders, well, how can you break a pattern with blenders? When an iPhone comes out, it's extremely coveted. To destroy an iPhone is crazy. It almost flies in the face of reason, so that's what he did. He broke the pattern by going the opposite way. What he did was he took that iPhone and put it in a blender and crushed it to pieces. That got everyone's attention. He became a sensation on YouTube. The sales have soared since then. Whenever you look at this factor of how people have got attention, it's by going almost counterintuitive, that everyone expects you to go one way and you're going the other way.  When we go back to the sixties and we look at Bill Bernbach, he started up an advertising agency which is now called BBDO. He had a lot of these things. We had the Volkswagen, which is the Beetle. All of America was thinking big, big cars, big everything, Big Mac. His campaign was completely the opposite. it was think small. They started selling these Bugs, the Beetle Bugs, and they were about thinking small. In the car rental business, Avis and Hertz have been at each other's throats forever. It was such a delight, such an attention-getter when Avis said, "We're number 2. So why go with us?" Immediately, that gets your attention.  What we're looking at here is this attention-getter, which is this disruption in what people are expecting to get and what you give them. It's done through stories, analogies, demonstrations, and just plain counterintuitiveness, but at the very core of it, what gets attention is the novelty. If you're expecting me to say something and I say exactly that, you fall asleep. You have to find something that's going to wake me up. Yes, novelty wakes me up, but what about the length of that novelty? How long should I go before I stop?  When we read a novel, we tend to find a lot of description; the character is being built up. The same thing applies to movies; the character is being built up. When you're communicating, you don't have that build-up time. Let's say you're writing an article, you've got maybe a paragraph, maybe two paragraphs of telling a story or a demonstration or creating some kind of analogy. That's it. Then you have to go and connect. You have to continue. You have to go to the next section. You can't stay in the novelty for too long because the novelty wears itself out.  The same thing applies with presentations. When you're standing there in front of an audience, you don't have half the presentation to get the novelty across. In fact, it would be boring. When you sit on that chair, stand up, sit on the chair, stand up, that's quick. When Sara Blakeley went through the whole routine of changing into SPANX and showing how it made a difference, that was quick. The same thing applied to Blendtec where he spun those iPhones around in the blender. Again, it's quick. It doesn't have to be very quick; it just has to be quick enough. The novelty lasts for a few minutes, and this applies to reading or speaking or anything.  If you're standing in front of a person, making a presentation, you've probably got a few minutes, maybe three or four minutes. If it's an article or a sales page, you probably have less time; you have twenty seconds, thirty seconds. The novelty of a story, demonstration, or analogy doesn't last very long. It's best to get there, not to be too hurried about it, but to tell the story and get out of there. Pretty much like you've heard in the podcast here. There's a story, it shows up, you get the point, and then we move on to something else. That something else is the third part in today's episode, and that is the consequences.  When you look at a story like Little Red Riding Hood, yes, it's a story. It's a novelty, it's very interesting and kids love it. The little girl is headed to her grandma's place and she's taking some goodies for grandma. Then along the way, she meets the wolf and there are consequences, not just for the girl but for the grandma as well. There is a moral to that story, but before we get to any kind of moral, we are looking at two distinct phases. One is the whole novelty of the girl meeting the wolf and then the consequences.  Sometimes the consequences are not so apparent. When Sara Blakeley shows the before and after of SPANX, those consequences are apparent immediately. When Steve Jobs took the MacBook Air out of the envelope, there didn't seem to be many consequences. In the Steve Jobs presentation, the consequences are in the lightness. When you don't have that light MacBook Air, which was billed as the lightest notebook, well, you've got a heavy computer.  These messages are driven through the media and in the presentation. When you went with Avis instead of Hertz, it was to show you that Hertz is number one; they don't care. Number two, we have to care. In many cases the consequences are either stated or implied. When you're making a presentation, when you're speaking to a client, you cannot afford to let it be implied. You cannot afford to let the client figure out what the consequences are. You need to tell them.  When I'm making a presentation on pricing and I show them this video of New Zealand, the next thing I talk about is The Three-Month Vacation and how pricing affects your ability to go on vacation and how you have to work a lot harder and money is not easy to come by. What happens is a very unconnected topic like the video on New Zealand then connects nicely into pricing with consequences. When I do the Brain Audit presentation, sitting down, standing up, sitting down, standing up, what are the consequences there?  Again, the consequences are explained. It's how a chair is built on science and how marketing doesn't work on science, how it falls apart, how we raise thousands of dollars just buying some crazy system that's supposed to be working tomorrow instead of understanding the science behind it and why things work. Then the audience gets it. We've gone from a stage of novelty to a stage of consequences, and that's how you get and you keep that attention. You can do that very, very quickly. It does take some practice. All of the great stories and demonstrations and analogies, all of them have to have this little practice routine before they go live. Once it goes live, you'll see the results for yourself. You'll stand up and people will pay attention. Then you'll drive home the consequences, and they'll want to know how do I buy into whatever it is you're selling?  Yes, that brings us to the end of this episode. Let's do a quick summary. We started out with the methods of getting attention. We saw that the methods are usually a story, an analogy, or a demonstration, but at the very core it has to be almost counterintuitive. It has to be something that the audience or your client is not expecting to hear, and that gets the attention. It snaps the person to attention.  The second thing you want to do is you want to figure out the length. The length needs to be short enough. In an article, that means a paragraph, maybe two paragraphs. When you're meeting a client face-to-face, you'll get three, four minutes. Anything more and you're just pushing the boundaries. Novelty lasts only so long, and then you have to move to the next stage, which are the consequences. That was our last section, which was the consequences. Sure, you can have implied consequences, but it's very dangerous because the client needs to know specifically what are the consequences of not taking that action. You should bring that in your presentation, in your speech, in your article, in your sales letter.  There you go. Novelty and consequences, and you get attention. What one thing can you do today? We covered quite a lot. The important thing that you can do today is to look at whatever you're saying. Whatever you're saying is what you'd call intuitive. It's what you've trained yourself to say. How about going counterintuitive? Let me give you an example. I started writing a series on writer's block this week, and maybe I'll make it into a booklet, maybe a book, but I went counterintuitive. How would we do this intuitively? How would we come up with a title? We'd say, "How to avoid writer's block." Mine was counterintuitive. It said, "How to get writer's block." Notice how it gets your attention? That's what you want to do, that one thing.  This week, try and do one thing that is counterintuitive and you'll see how it just gets the attention of your audience. Then move to the consequences.  Yes, that's the end of this episode. If you haven't already rated this podcast, please do so at iTunes. If you have a list and would like to share this podcast with your list, please do so. I'm telling you because unless you tell, things don't happen. On another front, if you've been struggling to finish your book or your e-book, then there is a workshop and this is at <a href="http://Psychotactics.com/dc" rel="nofollow" target="_blank">Psychotactics.com/dc</a>. It's three days. It's a lot of fun. More importantly, it helps you understand the structure of how to finish a book.  A book is very frustrating to write, and the reason why it's frustrating is not because of the whole factor of the content. You already have the content in your head. It's how you structure it. When you are able to structure it quickly, put the book together quickly, your client is able to do the same. They're able to read it, to consume it. As a result, they come back for more. They come back for more consulting, for more training, and for more books and products.  That's <a href="http://Psychotactics.com/dc" rel="nofollow" target="_blank">Psychotactics.com/dc</a>. We'll see you there on May 5th, 6th, and 7th. That's it from The Three-Month Vacation and <a href="http://Psychotactics.com" rel="nofollow" target="_blank">Psychotactics.com</a>. If you haven't been to Psychotactics, go there today. Bye for now.

[Re-Edit]: Two Precise Steps To Getting Attention

Some days you just feel fed up of your work. You know you shouldn't. You love what you do, but you can't shake the feeling. You almost have to drag yourself to work and you don't know how to turn the day around.  That day can quickly turn into a second day. Before you know it, the week is a puddle of frustration. But there's a way out of this mess and it's incredibly simple. You can turn your day around in 30 minutes. Let's find out how. You can read the transcript on the website: #164: How To Transform A Miserable Day Into A Happy One, In Under 30 Minutes ---------------------------- How to turn a miserable day around in 30 minutes: Episode 166     Some days you just feel fed up of your work You know you shouldn't. You love what you do, but you can't shake the feeling. You almost have to drag yourself to work and you don't know how to turn the day around. That day can quickly turn into a second day. Before you know it, the week is a puddle of frustration. But there's a way out of this mess and it's incredibly simple. You can turn your day around in 30 minutes. Let's find out how.  Right click here and ‘save as' to download this episode to your computer.         Sean D'Souza:Three Month Vacation            How to turn a miserable day around in 30 minutes           How to turn a miserable day around in 30 minutes                    Fed up. Fed up. Fed up. I said it thrice on my walk this morning. And then Renuka pointed out that I was saying it yet again, as I reached the cafe. If you know me well, you probably know I'm always darting around at a squillion miles an hour. As a friend, Kimberley Carroll once said to me: “Sean you're a mad person. You're always busy doing things”. Even so, at some point all of us hit a wall It's not the kind of wall you're thinking of. This isn't a spiral into sadness, frustration and depression. It's just a feeling I tend to get into, when I sense I need a break. And instead of paying attention to what my brain and body is telling me, I dig my heels in and go to work. I turn on my phone and listen to another podcast or audio book. I turn that moment into a learning episode. Except today, my phone decided to have a mind of its own. I turned on the phone on my walk back, expecting to continue listening to an audio book. Instead, the phone started playing my favourite music. Admittedly my music tastes are pretty eclectic. They go from quawwali, to African drums, some Turkish music. Buried in the middle of it all is tango, Taylor Swift and Zhu. However, today my phone decided to play Randy Travis. Yup, country music. That's the twangy stuff that comes out of Nashville, Tennessee. The stuff that most people like to turn their noses up at.  But for me, country music isn't weird at all. I pretty much grew up with a generous dose of country music. Think about that; a kid growing up in Mumbai, India, listening to country music. But I didn't just listen to the Randy Travises, George Straits and Ricky Skaggs. I record whole country radio shows and listen to it repeatedly on the sound system As you can tell, the music floods my brain with subtle waves of joy and growing up. Anyway, my earphones were plugged in, and there I was on my “horse”, listening to country music on my way back home. But something had changed. I was no longer disgusted. I had a big smile on my face, and Renuka was struggling to keep up with my pace and stride. By the time I was back home, a mere half an hour later, I was a changed person. The body and brain has a wall We all run into that wall from time to time. Instead of paying attention to that obstruction, we try to bludgeon our way through it. What the brain is telling us, is that it seeks a bit of distraction; a good dose of downtime. For most of us, music is an instant mood lifter. Yes, it's an obvious choice to turn our mood around, but strangely we seem to ignore it when we're in a foul mood. But why stop at music? What else makes you happy? I know a visit to the library makes me happy. So does a visit to the cafe, but not with any books or learning to do. Just to sit there and watch the world go by—that's a big fun-trip. Most days my to-do list is fine, even important, but on some days I need to block my ears. Instead of listening to my to-do list, I need to pay attention to your brain and body. Bowing to the demands of a to-do list is bound to make me even more miserable. Instead today, instead of wallowing in frustration, I decided to have some fun on a Thursday. I blasted the music, cooked some food, went for a haircut and wandered through the public library. I even thought of driving down to the ferry and jumping on it and going around to the city, for no particular reason. A miserable day is a miserable day only because we choose to make it miserable It's not something that can be solved with a tub of ice-cream or half a dozen cookies. Work is a lot of fun for a lot of us, but we often fail to realise that work is a series of projects. Take for instance, the work I've been doing this week. I had to write an entire sales page, draw cartoons, put in videos and organise the layout for a sales page. We're having a sales page/landing page workshop in Singapore and Brussels next April and clients have been asking for details so they can sign up. Having finished that sales page, I had another chunky assignment. I needed to finish my presentation for a speech I'm giving in Australia in early November. These are big, mind-taxing projects. What would you do right after you finished this volume of work? I'll tell you what I did. I ploughed right into another project, because just like you I have another twenty thousand things to complete. Yet that was completely the wrong thing to do and it's no wonder that I was feeling rotten And that's when my phone decided to take over my life. It played music, instead of yet another audiobook. It's something that we all need to understand if we're to make our work more fun and with greater meaning. What's really cool is that it doesn't take a lot of effort. Blast the music. Do something you really like doing. In half an hour you'll feel so good, you'll almost feel like going to work. I feel so energised that I came to work, but only to write this article. I'm off to library-land and to drink a coffee with no other agenda in mind for today. I'll be back tomorrow, re-energised It's been four days. Am I still fed up? Or energised? P.S. It's Monday morning and I forgot that I was irritated four days ago. The weekend helped as well. I watched a TV series for five, maybe six hours straight on Netflix. I slept at 1 am, woke up at 7. I did a lot of drawings, played with my nieces on the weekend. I suppose that storm has passed for more than one reason. But the primary reason is that I was jumping from one project to the other. I wasn't rewarding myself mentally, by taking the time off. And that's when it all feels like too much work. That mental refreshment is underrated these days. We're all supposed to be on the go, go, go, all the time. Instead, just filling in my mind with fun activities and a great deal of no activity, I woke up to a bright Monday with no recollection of Thursday. I'm still singing country songs. I must be happy. If you're keen on turning your day around, this is definitely the way to go Stop doing work, because work will always be around. Even if you're employed and can't just take the day off, like I could, you can still take a short break, turn on the music and go for a walk. If you're like me, and have your own business, take the rest of the day off. In all the years I've been in business, I've never ever seen the to-do list go down. No matter how much you do, there's always a lot to be done. Take the day off, refresh your brain, sleep—sleep a lot, because that's what your brain is craving. And that creates a turnaround. Suddenly work is fun again. Next up: How To Stop Your Left Brain From Thinking

Some days you just feel fed up of your work. You know you shouldn't. You love what you do, but you can't shake the feeling. You almost have to drag yourself to work and you don't know how to turn the day around. That day can quickly turn into a second day. Before you know it, the week is a puddle of frustration. But there's a way out of this mess and it's incredibly simple. You can turn your day around in 30 minutes. Let's find out how. You can read the transcript on the website: <a href="https://www.psychotactics.com/miserable-day/" rel="nofollow" target="_blank">#164: How To Transform A Miserable Day Into A Happy One, In Under 30 Minutes</a> ---------------------------- How to turn a miserable day around in 30 minutes: Episode 166 Some days you just feel fed up of your work You know you shouldn't. You love what you do, but you can't shake the feeling. You almost have to drag yourself to work and you don't know how to turn the day around. That day can quickly turn into a second day. Before you know it, the week is a puddle of frustration. But there's a way out of this mess and it's incredibly simple. You can turn your day around in 30 minutes. Let's find out how. <a href="http://traffic.libsyn.com/psychotactics/164_-_How_to_Turn_a_Miserable_Day_Around_in_30_Min.mp3" rel="nofollow" target="_blank"> Right click here and ‘save as' to download this episode to your computer.</a><a href="http://traffic.libsyn.com/psychotactics/164_-_How_to_Turn_a_Miserable_Day_Around_in_30_Min.mp3" rel="nofollow" target="_blank"> </a>   Sean D'Souza:Three Month Vacation          How to turn a miserable day around in 30 minutes           How to turn a miserable day around in 30 minutes               Fed up. Fed up. Fed up. I said it thrice on my walk this morning. And then Renuka pointed out that I was saying it yet again, as I reached the cafe. If you know me well, you probably know I'm always darting around at a squillion miles an hour. As a friend, Kimberley Carroll once said to me: “Sean you're a mad person. You're always busy doing things”. Even so, at some point all of us hit a wall It's not the kind of wall you're thinking of. This isn't a spiral into sadness, frustration and depression. It's just a feeling I tend to get into, when I sense I need a break. And instead of paying attention to what my brain and body is telling me, I dig my heels in and go to work. I turn on my phone and listen to another podcast or audio book. I turn that moment into a learning episode. Except today, my phone decided to have a mind of its own. I turned on the phone on my walk back, expecting to continue listening to an audio book. Instead, the phone started playing my favourite music. Admittedly my music tastes are pretty eclectic. They go from quawwali, to African drums, some Turkish music. Buried in the middle of it all is tango, Taylor Swift and Zhu. However, today my phone decided to play Randy Travis. Yup, country music. That's the twangy stuff that comes out of Nashville, Tennessee. The stuff that most people like to turn their noses up at.  But for me, country music isn't weird at all. I pretty much grew up with a generous dose of country music. Think about that; a kid growing up in Mumbai, India, listening to country music. But I didn't just listen to the Randy Travises, George Straits and Ricky Skaggs. I record whole country radio shows and listen to it repeatedly on the sound system As you can tell, the music floods my brain with subtle waves of joy and growing up. Anyway, my earphones were plugged in, and there I was on my “horse”, listening to country music on my way back home. But something had changed. I was no longer disgusted. I had a big smile on my face, and Renuka was struggling to keep up with my pace and stride. By the time I was back home, a mere half an hour later, I was a changed person. The body and brain has a wall We all run into that wall from time to time. Instead of paying attention to that obstruction, we try to bludgeon our way through it. What the brain is telling us, is that it seeks a bit of distraction; a good dose of downtime. For most of us, music is an instant mood lifter. Yes, it's an obvious choice to turn our mood around, but strangely we seem to ignore it when we're in a foul mood. But why stop at music? What else makes you happy? I know a visit to the library makes me happy. So does a visit to the cafe, but not with any books or learning to do. Just to sit there and watch the world go by—that's a big fun-trip. Most days my to-do list is fine, even important, but on some days I need to block my ears. Instead of listening to my to-do list, I need to pay attention to your brain and body. Bowing to the demands of a to-do list is bound to make me even more miserable. Instead today, instead of wallowing in frustration, I decided to have some fun on a Thursday. I blasted the music, cooked some food, went for a haircut and wandered through the public library. I even thought of driving down to the ferry and jumping on it and going around to the city, for no particular reason. A miserable day is a miserable day only because we choose to make it miserable It's not something that can be solved with a tub of ice-cream or half a dozen cookies. Work is a lot of fun for a lot of us, but we often fail to realise that work is a series of projects. Take for instance, the work I've been doing this week. I had to write an entire sales page, draw cartoons, put in videos and organise the layout for a sales page. We're having a sales page/landing page workshop in Singapore and Brussels next April and clients have been asking for details so they can sign up. Having finished that sales page, I had another chunky assignment. I needed to finish my presentation for a speech I'm giving in Australia in early November. These are big, mind-taxing projects. What would you do right after you finished this volume of work? I'll tell you what I did. I ploughed right into another project, because just like you I have another twenty thousand things to complete. Yet that was completely the wrong thing to do and it's no wonder that I was feeling rotten And that's when my phone decided to take over my life. It played music, instead of yet another audiobook. It's something that we all need to understand if we're to make our work more fun and with greater meaning. What's really cool is that it doesn't take a lot of effort. Blast the music. Do something you really like doing. In half an hour you'll feel so good, you'll almost feel like going to work. I feel so energised that I came to work, but only to write this article. I'm off to library-land and to drink a coffee with no other agenda in mind for today. I'll be back tomorrow, re-energised It's been four days. Am I still fed up? Or energised? P.S. It's Monday morning and I forgot that I was irritated four days ago. The weekend helped as well. I watched a TV series for five, maybe six hours straight on Netflix. I slept at 1 am, woke up at 7. I did a lot of drawings, played with my nieces on the weekend. I suppose that storm has passed for more than one reason. But the primary reason is that I was jumping from one project to the other. I wasn't rewarding myself mentally, by taking the time off. And that's when it all feels like too much work. That mental refreshment is underrated these days. We're all supposed to be on the go, go, go, all the time. Instead, just filling in my mind with fun activities and a great deal of no activity, I woke up to a bright Monday with no recollection of Thursday. I'm still singing country songs. I must be happy. If you're keen on turning your day around, this is definitely the way to go Stop doing work, because work will always be around. Even if you're employed and can't just take the day off, like I could, you can still take a short break, turn on the music and go for a walk. If you're like me, and have your own business, take the rest of the day off. In all the years I've been in business, I've never ever seen the to-do list go down. No matter how much you do, there's always a lot to be done. Take the day off, refresh your brain, sleep—sleep a lot, because that's what your brain is craving. And that creates a turnaround. Suddenly work is fun again. Next up: <a href="https://www.psychotactics.com/left-brain-thinking/" rel="nofollow" target="_blank">How To Stop Your Left Brain From Thinking</a>

How To Transform A Miserable Day Into A Happy One, In Under 30 Minutes

How do you find the most authentic food in a foreign city, minutes after you've landed? How do you find seats on a plane where people won't bump into you while you're sleeping? These and some other nifty tricks are what you're about to learn about in this episode.

How do you find the most authentic food in a foreign city, minutes after you've landed? How do you find seats on a plane where people won't bump into you while you're sleeping? These and some other nifty tricks are what you're about to learn about in this episode.

3 ½ Nifty Tips We've Learned On Our Travels

Is it hard to get a client? Sure it is, but how many of us “lose” the client within minutes or days? We may not realise it, but without a very clear on-boarding system, clients simply get confused and leave. Or they feel unsafe and don't consume your product or service. The question is: how do you get an on-boarding system in place and what does it entail? Let's take a sneak peek into what's possible. Click here to read online: Onboarding is Crucial -------------- There are three distinct stages before we order a meal in a restaurant. The first stage is when you're standing outside the restaurant, deciding whether to go in. The second stage is when you get welcomed into the new space. Finally, it's when you first get acknowledged after sitting down; you get a glass of water, and a menu. All of this happens so quickly that we don't realise that every stage is essential. More so, the very same steps have to play out when you're getting a client into a new space, like a membership site, course, or even an offline store. The first stage is before they enter your site or course. The second is how you greet them and the third and equally crucial stage is how you make them feel within “minutes” of entering that new space. These three sequential steps are what you'd call “on-boarding”. Every stage of on-boarding is vital because if we were to go back to the restaurant, would you be happy if no one received you once you entered? And having been assigned a table, how long would you wait before stalking off when you got no service? All of these ideas and this very sequence seems particularly vivid when we think of restaurants, yet we fail to roll out these systems when clients sign up. The importance of onboarding can be boiled down to a single term: safe zone Standing outside the membership site, course or workshop, you are trying to gauge if you're making the right decision. Once you do get in the door, it's equally important to feel as if you're in a safe space. You need someone real to step up to you and take care of you. Instead, what you get is an automatic e-mail that confirms you're in the membership site and then it's just a bunch of weekly e-mails that don't have the slightest personal touch in place. Now wait a sec, no one is saying you shouldn't use automation What's about to follow is how automation doesn't become a crutch but is a handy companion that allows a small business to keep in touch with clients and prompt them to consume what they've purchased. However, depending on automation alone is a mistake. At some point very early after the client has shown up to your “restaurant”, a real person (that's you) has to make yourself available. If you're surprised at where this article is going, it's only because of how a large part of the internet works. They take a hands-off method and wonder why there's constant churn. Which is why they then have to do constant advertising (which in itself takes time), joint ventures etc. to make sure their membership site doesn't look barren. At 5000bc, we like to see ourselves as a restaurant. And here are some of the things that we do within less than a month of a client joining the site. • Tiny increment autoresponders • Cave Guides • Taking Action • Contact individually • Chocolate • Buddy • Country welcome • Video conference • Tags In this episode, we will look at three things. 1. Tiny increment autoresponders 2. Cave Guides 3. Taking Action  1: Tiny increment autoresponders Have you noticed how there's a lag when you're talking to customer support on chat? Let's say you get to a site. On the right-hand side, you see a little button that signals you can talk to someone. You click on the chat button and almost immediately you get a response. It may say something like, “Hi, I'm Maria”, how can I help? You automatically assume Maria is around and start to type your question. It then seems to stall you for a while, asking for your name and possibly a phone number, just in case you're disconnected. Then, there's a lag after you type in your details. So what just happened? I'll tell you what. You were talking to a machine. All that “Maria bit” of chatter was an automatic back and forth and once you got past a certain point, it handed you over to a real person. And for the most part, no one is wiser, or unhappy, but it allows the transaction to go ahead pretty flawlessly. This is what automation can do well, if used intelligently. Which is why we use autoresponders. It makes sure a client gets into 5000bc and then continues to gain from it. Some clients jump right in, introduce themselves and are off the mark right away. Others may not enter right away, and things go on the back burner. It's easy to buy something these days, fully expecting to use it, but then other distractions take over. Hence the autoresponders. There are seven that show up in the client's inbox, over a period.  The welcome Meet others Next step Cave Guide Handy tools Two questions What you expected  Every one of these autoresponders is meant to do something similar to what you'd experience in a chat. They're designed to engage with the client. It means that in the early stages, you're giving a sense of what's where (it's mostly information). But as you go down the line, you're called to participate and given many options to do so. At every single stage, Renuka or I respond back to the client. If you've ever gotten an e-mail from us, and replied, we write again and keep conducting a conversation, asking questions, etc. It's not just a “here you go, it's automation, and you're in a funnel”. Instead, the emails are designed to help us help the clients to consume what they've bought; to get use of the resources; to find others just like them. Without the automation, it would be too much for a small business (or any size of business to handle). It's a nightmare keeping track of who's been contacted, what they've been told, etc. The automation allows us to give the pertinent information to the client and then to work with them on an ongoing basis. That's the starting point, and there are a lot more elements in place. The second primary factor is the Cave Guides. Why are Cave Guides essential? Let's find out.  2: Cave Guides When I first visited Paris, I got lost for several hours. I thought I knew my way around, so one morning before Renuka was up, I stepped out for a walk. I must have taken a wrong turn somewhere, because I couldn't find my way back. What made it worse was I knew Renuka would be up and getting ready to go out for some croissant and coffee, but she wouldn't know where I was, or how to reach me because we never have any data on our phones. Worse still, though I can read French reasonably well, I can't speak much, if at all. It was nearing 9 am, when I had an idea. I walked into an Internet cafe, and typed in the destination. It worked out where I was, and where I needed to go. With a printed map I was able to make my way back in half an hour or less. Google Maps had calmed me down and helped me get back when lost in a new city. Cave Guides perform a similar function in 5000bc When you get to 5000bc, it's a whole new city, possibly a whole new world. At this point, there are hundreds of articles, vanishing reports, and over 322,000 posts of extremely valuable discussions. When a client signs up to 5000bc, they have a heightened sense of anticipation. However, it's very possible, despite their excitement, that they find themselves on an unexpected road, and get lost. Which is where the Cave Guides come in. The Cave Guides are 5000bc members who volunteer to help those who are new in the membership site. A guide doesn't necessarily give any business advice, but instead merely gives you the chance to familiarise yourself with the city. However, it's the feeling of safety that's more important than just familiarisation When you and I get to a new place, we are apt to be uncertain and tend to make mistakes. Some clients will push through, but others may feel silly when they make a mistake. Others still, may not even attempt to make a move as they think they are guaranteed to make an error and be publicly called out. And this fear could be justified as there have been numerous instances where people are made to feel small and insignificant, in the full glare of a large group. Having to deal with one person, and a person that's specially dedicated to being a guide, brings a tremendous amount of safety to the entire exercise. Even seemingly “trivial” questions are asked—and they seem “trivial” to the person asking the questions, but in fact they're huge barriers to getting comfortable in that new space. It's an integral part of the onboarding process Just like in a restaurant where someone is usually around to receive you, you need to have some guide to help you along. If you walk into an Apple Store, for instance, you'll see this level of guidance occurring as well. When I walked into the Apple store for the first time in 2008, I had been a Windows user for years. Everything about the Mac was weird and unknown, if enticing in some way. However, because I could make a quick appointment with someone at the Genius Bar within the store, enabled me to get my questions out quickly and safely. In a course, we have onboarding of a different kind With the cartooning course, there's a fair bit of posting cartoons and linking to be done, which is why the entire first week is about slowing down the progress. The clients get assignments that enable them to get familiar with the forum and how to get their cartoons to display. With headline course, or any other online course, clients are given extremely tiny instructions so they can get through the first week familiarising themselves with their environment and with each other. At a live, onsite workshop in a city, we have a meet and greet the evening before. The clients are often told what to expect the next day, and wherever possible we take them to the room itself so they're comfortable and can show up having gone through a rehearsal of sorts. Being a guide or having a guide is essential for a company When you're selling a product or service, it might seem like a big bother to take so much trouble to get a guide system in place. It might seem that a guide might be betters suited for a workshop or course instead. However, every entry point is fraught with the chance that the client may get lost, sometimes for a short while, but often for hours, just like I did in Paris. That one mistaken turn might put them off getting back and they've lost the chance to be part of your wonderful enterprise and you've lost a potentially fantastic client. Which is why you need guides or at least a guided system that everyone follows. But that guide is still just one step. What's needed is a sense of comfort. How do you achieve this sense of happiness? We find someone who's familiar. Let's find out how it all works and why it's so imperative.  3. Taking Action Way back in 2009, Mackay Rippey (a founding member of 5000bc) made a suggestion. “How about a Taking Action forum?” he asked. That was the start of a journey that's had a ton of ups and downs, but today is the core of creating a quicker onboarding. Why? Because getting into a new community is always scary. There are far more people than you want to deal with. The Taking Action section forms a tiny little capsule where you (and just one other member) can create a bond and move ahead in tiny steps. You'd think a taking action post would be easy for clients, right? It's not. As Nobel Laureate, Richard Thaler says: It's not that people are dumb. It's that life is hard. And taking action is one of the hardest things that a person can do, but also one of the most critical steps for onboarding. Let's take the example of 5000bc first and experience the journey of a client, before heading out to see how it may work in other cases both online and offline. In 5000bc, a client signs up to become a member They do so for reasons of their own, but primarily are interested in relevant information, access to me, priority for courses—but also to be part of a community. The moment they join, they wander in, may add their details and photograph, look around and leave. Will they come back? Sure they will, but to get value out of their membership, they have to come back more often. They have to not only absorb the information but implement it. This is precisely the point where things start to go off course. The client is often too unsure to ask for advice, and they lurk. The key is to get them out of lurk mode, which is where the Taking Action forum comes in At first, the Taking Action forum was just a place where you went and posted your goals. In time, the instructions got refined because it was easy enough to get started, but then lose track because of a lack of planning. When we look at the Taking Action Forum today, it has seven steps. They read like this: Here are the easy steps to play. Step 1: Name your goal. Step 2: List what you'll do. Keep it restricted to 2-3 things. Step 3: List how you intend to do it. Step 4: List how much time you'll spend on it daily x 21 days (this is very important) Step 5: What resources you have/ What help or information you need. Step 6: Start date/finish date. Let's keep it for 21 days. Step 7: Don't miss this step: Get a buddy: It is always good to have someone nudging you along in case you start slacking off. Sean me an email me, and I will assign you a buddy: renuka@psychotactics.com All of the steps are important, but there's one that surpasses them all Naming the goal, the list, all of that organisation—that's all crucial to the success of the plan, but the most critical element of all is Step 7: getting a buddy. It's obvious when you think of it, right? What does a buddy do for you? You're in an unknown forum, a new membership site and are bound to get lost. You can't depend on the power of the group, but another person—your buddy—is easy to lean on and learn from. Plus, it's easy enough to lose steam when you're trying to motivate yourself. When you have a buddy to keep you going, the very act of knowing someone is waiting nudges you on. The Taking Action Forum works incredibly well in many cases And the reason why it works so well is because it gives the newcomer a tiny space and a friend. That's usually all we need when we enter a website—or at least a membership site. However, the dynamics may change depending on the business itself. In the courses, like the Article Writing Course or cartooning course, the group size is larger at about 5-7 people. The same applies to the group size in live, on-site workshops. And there's a reason why this is the case. When working on an individual goal, the input, often just the nudge from another person is enough. When it comes to learning a skill like writing or drawing, the higher the contribution, the better. Also when the client is part of a group, they're able to see what the others are doing, and most importantly the mistakes they're making. This in turn, reduces their error rate, and it keeps the group going. However, the moment you start to go beyond 7 people in a group, you're asking for trouble. About 7 is just right to create activity and keep the momentum going. Beyond 7 you merely have anonymity and it's not hard for clients to slip away. No matter whether you have a membership site or something offline, you want to get them involved with a human We get so gung-ho about technology that we forget that we're humans first. And that humans seek humans. But once they're done finding the other person, they also want to contribute. And this contribution needs to be towards their cause (their action plan) but also help the other person. The combination of settling in and getting moving is probably the more natural way for a new client to get going, without being too much in the spotlight. The final question is: does it work? For the most part, it does, but it doesn't work automatically. In our case at 5000bc, we make sure that we pair up clients. In the workshops and courses, it's the same. All of this requires a bit of groundwork on your part. When one of the pairs goes missing—and it happens—there needs to be a mechanism in place so that the client can get in touch with you and you can assign another partner. It's easy enough to dismiss this activity as too much work, but it gets clients in and keeps them coming back. Which in turn means you don't have to spend all that time and money—and energy, I might add—trying to get new clients all the time. Onboarding is crucial, and a big part of this onboarding is getting people to know each other and start working on a project. When we started out the forum back in 2009, based on Mackay's request, we had no idea how useful it would be. However, it's been one of the main areas for us and I suspect it will be for you as well. Start up a Taking Action Post to take action on your membership site. Oh and before I go If you haven't yet subscribed: Here are the links to get all the Psychotactics articles, goodies and podcasts automatically. iTunes | Android | E-mail (and get special goodies) | RSS

Is it hard to get a client? Sure it is, but how many of us “lose” the client within minutes or days? We may not realise it, but without a very clear on-boarding system, clients simply get confused and leave. Or they feel unsafe and don't consume your product or service. The question is: how do you get an on-boarding system in place and what does it entail? Let's take a sneak peek into what's possible. Click here to read online: <a href="https://www.psychotactics.com/why-onboarding-crucial/" rel="nofollow" target="_blank">Onboarding is Crucial</a> -------------- There are three distinct stages before we order a meal in a restaurant. The first stage is when you're standing outside the restaurant, deciding whether to go in. The second stage is when you get welcomed into the new space. Finally, it's when you first get acknowledged after sitting down; you get a glass of water, and a menu. All of this happens so quickly that we don't realise that every stage is essential. More so, the very same steps have to play out when you're getting a client into a new space, like a membership site, course, or even an offline store. The first stage is before they enter your site or course. The second is how you greet them and the third and equally crucial stage is how you make them feel within “minutes” of entering that new space. These three sequential steps are what you'd call “on-boarding”. Every stage of on-boarding is vital because if we were to go back to the restaurant, would you be happy if no one received you once you entered? And having been assigned a table, how long would you wait before stalking off when you got no service? All of these ideas and this very sequence seems particularly vivid when we think of restaurants, yet we fail to roll out these systems when clients sign up. The importance of onboarding can be boiled down to a single term: safe zone Standing outside the membership site, course or workshop, you are trying to gauge if you're making the right decision. Once you do get in the door, it's equally important to feel as if you're in a safe space. You need someone real to step up to you and take care of you. Instead, what you get is an automatic e-mail that confirms you're in the membership site and then it's just a bunch of weekly e-mails that don't have the slightest personal touch in place. Now wait a sec, no one is saying you shouldn't use automation What's about to follow is how automation doesn't become a crutch but is a handy companion that allows a small business to keep in touch with clients and prompt them to consume what they've purchased. However, depending on automation alone is a mistake. At some point very early after the client has shown up to your “restaurant”, a real person (that's you) has to make yourself available. If you're surprised at where this article is going, it's only because of how a large part of the internet works. They take a hands-off method and wonder why there's constant churn. Which is why they then have to do constant advertising (which in itself takes time), joint ventures etc. to make sure their membership site doesn't look barren. At 5000bc, we like to see ourselves as a restaurant. And here are some of the things that we do within less than a month of a client joining the site. • Tiny increment autoresponders • Cave Guides • Taking Action • Contact individually • Chocolate • Buddy • Country welcome • Video conference • Tags In this episode, we will look at three things. 1. Tiny increment autoresponders 2. Cave Guides 3. Taking Action 1: Tiny increment autoresponders Have you noticed how there's a lag when you're talking to customer support on chat? Let's say you get to a site. On the right-hand side, you see a little button that signals you can talk to someone. You click on the chat button and almost immediately you get a response. It may say something like, “Hi, I'm Maria”, how can I help? You automatically assume Maria is around and start to type your question. It then seems to stall you for a while, asking for your name and possibly a phone number, just in case you're disconnected. Then, there's a lag after you type in your details. So what just happened? I'll tell you what. You were talking to a machine. All that “Maria bit” of chatter was an automatic back and forth and once you got past a certain point, it handed you over to a real person. And for the most part, no one is wiser, or unhappy, but it allows the transaction to go ahead pretty flawlessly. This is what automation can do well, if used intelligently. Which is why we use autoresponders. It makes sure a client gets into 5000bc and then continues to gain from it. Some clients jump right in, introduce themselves and are off the mark right away. Others may not enter right away, and things go on the back burner. It's easy to buy something these days, fully expecting to use it, but then other distractions take over. Hence the autoresponders. There are seven that show up in the client's inbox, over a period. <ul> <li>The welcome</li> <li>Meet others</li> <li>Next step</li> <li>Cave Guide</li> <li>Handy tools</li> <li>Two questions</li> <li>What you expected</li> </ul> Every one of these autoresponders is meant to do something similar to what you'd experience in a chat. They're designed to engage with the client. It means that in the early stages, you're giving a sense of what's where (it's mostly information). But as you go down the line, you're called to participate and given many options to do so. At every single stage, Renuka or I respond back to the client. If you've ever gotten an e-mail from us, and replied, we write again and keep conducting a conversation, asking questions, etc. It's not just a “here you go, it's automation, and you're in a funnel”. Instead, the emails are designed to help us help the clients to consume what they've bought; to get use of the resources; to find others just like them. Without the automation, it would be too much for a small business (or any size of business to handle). It's a nightmare keeping track of who's been contacted, what they've been told, etc. The automation allows us to give the pertinent information to the client and then to work with them on an ongoing basis. That's the starting point, and there are a lot more elements in place. The second primary factor is the Cave Guides. Why are Cave Guides essential? Let's find out. 2: Cave Guides When I first visited Paris, I got lost for several hours. I thought I knew my way around, so one morning before Renuka was up, I stepped out for a walk. I must have taken a wrong turn somewhere, because I couldn't find my way back. What made it worse was I knew Renuka would be up and getting ready to go out for some croissant and coffee, but she wouldn't know where I was, or how to reach me because we never have any data on our phones. Worse still, though I can read French reasonably well, I can't speak much, if at all. It was nearing 9 am, when I had an idea. I walked into an Internet cafe, and typed in the destination. It worked out where I was, and where I needed to go. With a printed map I was able to make my way back in half an hour or less. Google Maps had calmed me down and helped me get back when lost in a new city. Cave Guides perform a similar function in 5000bc When you get to 5000bc, it's a whole new city, possibly a whole new world. At this point, there are hundreds of articles, vanishing reports, and over 322,000 posts of extremely valuable discussions. When a client signs up to 5000bc, they have a heightened sense of anticipation. However, it's very possible, despite their excitement, that they find themselves on an unexpected road, and get lost. Which is where the Cave Guides come in. The Cave Guides are 5000bc members who volunteer to help those who are new in the membership site. A guide doesn't necessarily give any business advice, but instead merely gives you the chance to familiarise yourself with the city. However, it's the feeling of safety that's more important than just familiarisation When you and I get to a new place, we are apt to be uncertain and tend to make mistakes. Some clients will push through, but others may feel silly when they make a mistake. Others still, may not even attempt to make a move as they think they are guaranteed to make an error and be publicly called out. And this fear could be justified as there have been numerous instances where people are made to feel small and insignificant, in the full glare of a large group. Having to deal with one person, and a person that's specially dedicated to being a <a href="https://www.psychotactics.com/consumption-guides-increase-consumption/" rel="nofollow" target="_blank">guide, brings a tremendous amount of safety to the entire exercise. </a>Even seemingly “trivial” questions are asked—and they seem “trivial” to the person asking the questions, but in fact they're huge barriers to getting comfortable in that new space. It's an integral part of the onboarding process Just like in a restaurant where someone is usually around to receive you, you need to have some guide to help you along. If you walk into an Apple Store, for instance, you'll see this level of guidance occurring as well. When I walked into the Apple store for the first time in 2008, I had been a Windows user for years. Everything about the Mac was weird and unknown, if enticing in some way. However, because I could make a quick appointment with someone at the Genius Bar within the store, enabled me to get my questions out quickly and safely. In a course, we have onboarding of a different kind With the cartooning course, there's a fair bit of posting cartoons and linking to be done, which is why the entire first week is about slowing down the progress. The clients get assignments that enable them to get familiar with the forum and how to get their cartoons to display. With headline course, or any other online course, clients are given extremely tiny instructions so they can get through the first week familiarising themselves with their environment and with each other. At a live, onsite workshop in a city, we have a meet and greet the evening before. The clients are often told what to expect the next day, and wherever possible we take them to the room itself so they're comfortable and can show up having gone through a rehearsal of sorts. Being a guide or having a guide is essential for a company When you're selling a product or service, it might seem like a big bother to take so much trouble to get a guide system in place. It might seem that a guide might be betters suited for a workshop or course instead. However, every entry point is fraught with the chance that the client may get lost, sometimes for a short while, but often for hours, just like I did in Paris. That one mistaken turn might put them off getting back and they've lost the chance to be part of your wonderful enterprise and you've lost a potentially fantastic client. Which is why you need guides or at least a guided system that everyone follows. But that guide is still just one step. What's needed is a sense of comfort. How do you achieve this sense of happiness? We find someone who's familiar. Let's find out how it all works and why it's so imperative. 3. Taking Action Way back in 2009, Mackay Rippey (a founding member of 5000bc) made a suggestion. “How about a Taking Action forum?” he asked. That was the start of a journey that's had a ton of ups and downs, but today is the core of creating a quicker onboarding. Why? Because getting into a new community is always scary. There are far more people than you want to deal with. The Taking Action section forms a tiny little capsule where you (and just one other member) can create a bond and move ahead in tiny steps. You'd think a taking action post would be easy for clients, right? It's not. As Nobel Laureate, Richard Thaler says: It's not that people are dumb. It's that life is hard. And taking action is one of the hardest things that a person can do, but also one of the most critical steps for onboarding. Let's take the example of 5000bc first and experience the journey of a client, before heading out to see how it may work in other cases both online and offline. In 5000bc, a client signs up to become a member They do so for reasons of their own, but primarily are interested in relevant information, access to me, priority for courses—but also to be part of a community. The moment they join, they wander in, may add their details and photograph, look around and leave. Will they come back? Sure they will, but to get value out of their membership, they have to come back more often. They have to not only absorb the information but implement it. This is precisely the point where things start to go off course. The client is often too unsure to ask for advice, and they lurk. The key is to get them out of lurk mode, which is where the Taking Action forum comes in At first, the Taking Action forum was just a place where you went and posted your goals. In time, the instructions got refined because it was easy enough to get started, but then lose track because of a lack of planning. When we look at the Taking Action Forum today, it has seven steps. They read like this: Here are the easy steps to play. Step 1: Name your goal. Step 2: List what you'll do. Keep it restricted to 2-3 things. Step 3: List how you intend to do it. Step 4: List how much time you'll spend on it daily x 21 days (this is very important) Step 5: What resources you have/ What help or information you need. Step 6: Start date/finish date. Let's keep it for 21 days. Step 7: Don't miss this step: Get a buddy: It is always good to have someone nudging you along in case you start slacking off. Sean me an email me, and I will assign you a buddy: renuka@psychotactics.com All of the steps are important, but there's one that surpasses them all Naming the goal, the list, all of that organisation—that's all crucial to the success of the plan, but the most critical element of all is Step 7: getting a buddy. It's obvious when you think of it, right? What does a buddy do for you? You're in an unknown forum, a new membership site and are bound to get lost. You can't depend on the power of the group, but another person—your buddy—is easy to lean on and learn from. Plus, it's easy enough to lose steam when you're trying to motivate yourself. When you have a buddy to keep you going, the very act of knowing someone is waiting nudges you on. The Taking Action Forum works incredibly well in many cases And the reason why it works so well is because it gives the newcomer a tiny space and a friend. That's usually all we need when we enter a website—or at least a membership site. However, the dynamics may change depending on the business itself. In the courses, like the Article Writing Course or cartooning course, the group size is larger at about 5-7 people. The same applies to the group size in live, on-site workshops. And there's a reason why this is the case. When working on an individual goal, the input, often just the nudge from another person is enough. When it comes to learning a skill like writing or drawing, the higher the contribution, the better. Also when the client is part of a group, they're able to see what the others are doing, and most importantly the mistakes they're making. This in turn, reduces their error rate, and it keeps the group going. However, the moment you start to go beyond 7 people in a group, you're asking for trouble. About 7 is just right to create activity and keep the momentum going. Beyond 7 you merely have anonymity and it's not hard for clients to slip away. No matter whether you have a membership site or something offline, you want to get them involved with a human We get so gung-ho about technology that we forget that we're humans first. And that humans seek humans. But once they're done finding the other person, they also want to contribute. And this contribution needs to be towards their cause (their action plan) but also help the other person. The combination of settling in and getting moving is probably the more natural way for a new client to get going, without being too much in the spotlight. The final question is: does it work? For the most part, it does, but it doesn't work automatically. In our case at 5000bc, we make sure that we pair up clients. In the workshops and courses, it's the same. All of this requires a bit of groundwork on your part. When one of the pairs goes missing—and it happens—there needs to be a mechanism in place so that the client can get in touch with you and you can assign another partner. It's easy enough to dismiss this activity as too much work, but it gets clients in and keeps them coming back. Which in turn means you don't have to spend all that time and money—and energy, I might add—trying to get new clients all the time. Onboarding is crucial, and a big part of this onboarding is getting people to know each other and start working on a project. When we started out the forum back in 2009, based on Mackay's request, we had no idea how useful it would be. However, it's been one of the main areas for us and I suspect it will be for you as well. Start up a Taking Action Post to take action on your membership site. Oh and before I go If you haven't yet subscribed: Here are the links to get all the Psychotactics articles, goodies and podcasts automatically. <a href="https://www.psychotactics.com/itunes" rel="noopener noreferrer nofollow" target="_blank">iTunes</a> | <a href="https://www.psychotactics.com/stitcher" rel="noopener noreferrer nofollow" target="_blank">Android</a> | <a href="https://www.psychotactics.com/small-business-ideas-newsletter-subscribe/" rel="noopener noreferrer nofollow" target="_blank">E-mail</a> (and get special goodies) | <a href="http://psychotactics.libsyn.com/rss" rel="noopener noreferrer nofollow" target="_blank">RSS</a>

Why Onboarding is Crucial (And Most Companies Ignore It)

Finding or creating a uniqueness is hard enough all by itself. But how can your small business create a stunning uniqueness as well as defend it mightily from your competition? Tah, dah, you bring on the power of difficulty, both for you and for them. What's the power of difficulty? Find out in this episode that will immediately give you the chance to get ahead of your competition, especially in a noisy marketplace.

Finding or creating a uniqueness is hard enough all by itself. But how can your small business create a stunning uniqueness as well as defend it mightily from your competition? Tah, dah, you bring on the power of difficulty, both for you and for them. What's the power of difficulty? Find out in this episode that will immediately give you the chance to get ahead of your competition, especially in a noisy marketplace.

How To Create A Uniqueness That's Difficult For Competition To Replicate

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