Donnie Bryant is a direct response copywriter and marketing consultant. He specializes in improving businesses' sales and profitability by creating compelling marketing messages and strategies. Find out more about Donnie at http://donnie-bryant.com. You can also follow him on Twitter at @donniebryant and connect with him on Google Plus at +donniebryant.
“People don’t like to be sold but they love to buy.” That’s the marketer’s challenge. People want to buy things to satisfy their desires and remove unpleasant aspects of their lives. They just don’t want to feel like they’re being “sold.”
Apple didn’t invent music and stick it in an iPod. It just made it easier to access and carry around the tunes you love. Apple didn’t have to convince anybody that it’s better to carry one device than several.
Great teachers obtain the exact response they’re trying to elicit: changed, improved lives.
There are crucial areas to illustrate when telling a story about your business or personal brand.
The appeal of coaching as a profession is manifold. Coaches help others achieve new levels of success in life or business. They work on their own terms. That’s how it plays out in theory, anyway.
Getting feedback from managers is often one of the most effective ways to improve your work performance and improve your ability to deliver top-quality value. Feedback is how we learn.
Your job as a leader is to persuade people to do great things in uncertain contexts, using only one tool: your words.
This wave of entrepreneurship is building the foundations for the knowledge revolution in our continent and the next few years will herald the consolidation. Just as the industrial revolution was a quintessential period of innovation in transportation, production, energy and communication, the next quarter century will surely give Africa its turn. We can alter the human society, culturally and economically, as our abundant resources converge with technologically strong African knowledge base.
Younger people tend to be the quickest to adapt. Technology that more “mature” business people are just now learning has often been used by younger individuals for quite some time.
Enter entrepreneur and bestselling author Guy Kawasaki. Kawasaki is sort of a magician. His specialty is teaching individuals and businesses to become enchanting.
That’s true of social networking as well. If your interactions with your fans, followers, friends, etc., are primarily social, as opposed to professional, you could be hurting your chances of turning these connections into customers.
Are you an Enterprising Crocodile? A Strategic Lion? Discover surprising insights from this business parable. Learn to leverage your natural strengths to survive your professional “Serengeti.”
Ryan Blair is a fighter: that got him into trouble sometimes, including trips to the juvenile detention center. But as an entrepreneur, that fighting spirit is a major driving force behind his success.
Traditionally, charisma is viewed as an inherent quality; you either have it or you don’t. As a manager, you have to motivate people to take action: can you present your strategy in a compelling way in order to inspire others.
“Why have you been so successful in reaching some of your goals, but not others? It turns out that even very brilliant, highly accomplished people are pretty lousy when it comes to understanding why they succeed or fail.
What does success look like to you? Are you striving toward some self-defined destination? Are you taking a route of you own choosing to get there? True success comes from doing what you were created to do, what you’re passionate about.
Excellence is an unrelenting struggle, but it’s also the surest route to enduring satisfaction. There’s no shortcut to excellence. Getting there requires practicing deliberately, delaying gratification, and forever challenging your current comfort zone.
“I always tell people if you try to connect the dots of your career, if you mess it up you’re going to wind up on a very limited path. If I decided what I was going to do in college—when there was no Internet, no Google, no Facebook… I don’t want to make that mistake. The reason I don’t have a plan is because if I have a plan I’m limited to today’s options”
Schinkel covers some of his best advice about what to do and not to do as a manager in those situations. There’s a tightrope walk between inflating the employee’s ego and “knocking him down a notch.”