The Personal MBA Pt. 2 By Josh Kauffman (Extended)


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In this show you will learn how to iterate your way to success, what role advertising plays in your business, how to value your product, selling your product based on its value, how to harness your willpower, and much more!

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The Personal MBA Pt. 2 By Josh Kauffman (Extended)

  1. 1. MainTakeAway:The Personal MBA Pt. 2 By Josh Kaufman
  2. 2. You Will Learn How to Iterate Your Way to Success, WhatRole Advertising Play in Your Business, How to Value YourProduct, Selling Your Product Based on Its Value, How to Harness Your Willpower, and MORE
  3. 3. 6 Steps of Iteration1. Watch – What’s Happening? What’s Working and What’s Not?2. Ideate – What Could You Improve? Any Options?3. Guess – Based on What You’ve Learned So Far, Which of Your Ideas Do You Think Will Make the Biggest Impact?4. Which? – Decide Which Change to Make5. Act – Actually Make the Change6. Measure – What Happened? Was the Change Positive or Negative? Should You Keep the Change or Pivot?
  4. 4. Iteration Define What You’re Trying to Accomplish w/ Each Iteration “No Business Plan Survives First Contact w/ Customers.” – Steve Blank Getting Useful Feedback from Your PotentialCustomers is the Core of the Iteration Cycle. Ask Open-Ended Questions
  5. 5. Iterate Your Way to Success If You’re Not Embarrassed by the First Version of Your Product, You’ve Launched Too Late Pick 3 Key Features, Get Those Things Very, Very Right, and then Forget about Everything Else. By Focusing on Only a Few Core Features in the 1st Version, You AreForced to Find the True Essence and Value of the Product Incremental Augmentation is the Process of Using the Iteration Cycle to Add New Benefits to an Existing Offer. The Process is Simple: Keep Making & Testing Additionsto the Core Offer, Continue Doing What Works, and Stop Doing What Doesn’t
  6. 6. Advertising & Your Product Advertising is the Tax You Pay for Being UnremarkablePeople Don’t Buy Quarter-Inch Drills; They Buy Quarter-Inch HolesThe Product that will Not Sell w/o Advertising will Not Sell Profitably w/ Advertising
  7. 7. Getting CustomersTelling a Story About People Who Have Already Walked the Path Your Prospects are Considering is a Powerful Way to Make Them Interested in Proceeding. Testimonials, Case Studies, and Other Stories are Extremely Effective in Encouraging Your Prospects to Accept Your “Call to Adventure.”“If You Want an Audience, Start a Fight.” –Irish Proverb Controversy Provokes a Discussion. Discussion is Attention. Make Sure the Controversy has a Purpose
  8. 8. Valuing Your ProductIf You Expect People to Pay you Perfectly Good Money to Buy What You’re Offering, You Must Be Able to Provide a Reason WHY the Offered Price is Worth PayingThere are 4 Ways to Support a Price on Something of Value: 1. Replacement Cost 2. Market Comparison 3. Discounted Cash Flow/Net Present Value 4. Value Comparison These 4 Pricing Methods will Help You Estimate Just How Much Something is Potentially Worth to Your Customers
  9. 9. “Imagine that You Provide an Ongoing Service to aFortune 50 Corporation that Increases their AnnualRevenues by $100 million. Is Your Service worth $10 million a year? Sure – after all, what Company would Give up $90 million in Ongoing Revenue? Does it Matter if Providing This Valuable Service Doesn’t Cost You Much Money? Absolutely Not – Even if it Only Costs You $100/year to Provide the Service, You’re Providing a Huge Amount of Value,which Supports the Comparatively High Price. DoesIt Matter if Most Business-2-Business Services Cost $10,000 or less? Absolutely Not – You’re Providing Much More Value than Other Services in theMarket, which Completely Justifies a Higher Price.”
  10. 10. Value-Based Selling The Process of Understanding and Reinforcing the Reasons WHY your Offer is Valuable to the PurchaserValue-Based Selling is Not about Talking – It’s About Listening In the Classic Book SPIN Selling, Neil Rackham Describes the Four Phases of Successful Selling:1. Understanding the Situation2. Defining the Problem3. Clarifying the Short-Term and Long-Term Implications of That Problem4. Quantifying the Need-Payoff, or the Financial & Emotional Benefits the Customer would Experience After the Resolution of the Problem
  11. 11. Negotiation In Every Negotiation, there are 3 Universal Currencies: Resources, Time, and Flexibility. AnyOne of These Currencies can be Traded for More or Less of the OthersReciprocation Makes it More Likely that the Buyer will “Pay Back” the Favor w/ a Much Larger Concession. The More Legitimate Value You Can Provide to Others Up Front, the More Receptive They’ll Be When It’s Time for Your Pitch
  12. 12. Value StreamThe Set of all Steps and All Processes from the Startof Your Value Creation Process all the Way Through the Delivery of the End Result to Your Customer.The Best Way to Understand Your Value Stream is to Diagram It. Tracing the Steps or TransformationsYour Offer Goes Through From the Beginning to the End is an Extremely Enlightening Process Make Your Value Stream as Small and Efficient as Possible
  13. 13. Finance “The Art and Science of Watching the Money Flow Into and Out of a Business, Then Deciding How to Allocate it and Determine Whether orNot What You’re Doing is Producing the ResultsYou Want. It’s Really Not Any More Complicated than that. Yes, there can be Fancy Models and Jargon, but Ultimately You’re Simply Using Numbers to Decide Whether or Not YourBusiness is Operation the Way You Intended and Whether or Not the Results are Enough.”
  14. 14. 4 Ways to Increase Your Business’s Revenue1. Increase the Number of Customers You Serve2. Increase the Average Size of each Transaction by Selling More3. Increase the Frequency of Transaction per Customer4. Raise Your Prices All Truth is Found in the Cash Account
  15. 15. Words of WisdomOne of the Best Things You Can Do to Get More Done is to Dissociate Yourself from the Voice In Your Head. Meditation is a Simple Practice that can Help you Separate “You” From the Voice In Your Head. There’s Nothing Mystical or Magical about Meditation – you Simply Breathe and Watch What Your “Monkey Mind” Does w/o Associating Yourself w/ It. After a While, The Voice Becomes Quieter, Improving Your Ability to Keep Yourself on the Course You ChooseAction Comes About If and Only If We Find a DiscrepancyBetween what We are Experiencing and What We Want to Experience
  16. 16. Your Reference LevelGood Books, Magazines, Blogs, Documentaries, and Even Competitors are Valuable if they Violate Your Expectations About What’s Possible When You Discover that Other People Are Actually Doing Something You Previously ConsideredUnrealistic or Impossible, It Changes Your ReferenceLevels in a Very Useful Way. All You Need to Know isthat Something You Want is Possible, and You’ll Find a Way to Get it
  17. 17. WillpowerWillpower can be Though of as Instinctual Override – it’sa Way to Interrupt Automatic Processing in Order to do Something ElseOur Ability to Successfully Use Willpower for Self-Control Tasks is Dependent on a Physiological Fuel: Blood Glucose. Acts of Willpower Deplete Relatively LargeAmounts of Glucose, and when those Stores run Low, We Have a Hard Time Using Willpower to Inhibit Behavior.The Best Way to Use Your Limited Reserves of Willpower is to use Guiding Structure to Change the Structure of Your Environment instead of Your Behavior
  18. 18. Monoidealism “To think is Easy. To Act is Difficult. To Act as One Thinks is Most Difficult.” – Goethe P.J. Eby, a former Computer Programmer who Specializes in Helping People Use Their Minds More Productively, DefinesMonoidealism this way: The State in which You Have ExactlyOne thought on Your Mind, with No Conflicts. It’s a Conditionthat Results in One Naturally Taking Action in Relation to the ThoughtIt’ll Take 10-30 Minutes Before Your Mind Becomes Absorbed in what You’re Doing. Phone Calls, Coworkers, and Other Unanticipated Demands on Your Attention will Break your Monoideal State, So Priority Number 1 is Ensuring that You Don’t Get Distracted
  19. 19. Your Most Important Tasks“What are the 2 or 3 Most Important Things That I Need to doToday? What are the Things that – if I got them Done Today – would make a Huge Difference?” Write Only Those Tasks on Your MIT List, then Try to Get them Done 1st Thing in the MorningSetting an Artificial Deadline is Extremely Effective. If You Set aGoal to Have All of your MITs done by 10am, You’ll Be Amazed at How Quickly You Can Complete the Day’s Most Important Tasks Setting a Vague Goal is Like Walking into a Restaurant and Saying, “I’m Hungry. I Want Some Food.” You’ll Stay Hungry Until You Order Something
  20. 20. The 5-Fold Why A Technique to Help you Discover What You Actually Want. Instead of Taking Your Desires at Face Value, Examining the Root Cause of What You Want Can Help You Define Your Core Desires More Accurately. Applying the 5-Fold Why is Easy: Whenever You Set a Goal or Objective, Ask Yourself Why You Want it. If you Want toBecome a Millionaire, Ask Yourself Why You Want to Have a Million Dollars The Purpose of the 5-Fold How is to Create a CompleteChain of Actions from Your Big Idea All the Way Down to Things That You Can Do Right Now
  21. 21. From the Founder of IKEAIngvar Kamprad once said, “If You Split Your Day into 10-minute Increments, and You Try toWaste As Few of Those 10-minute Increments asPossible, You’ll Be Amazed at What You Can Get Done.” Ingvar’s Rule – Assume Each Task Will Take NoMore than 10 Minutes to Complete, Then Begin.
  22. 22. Consciously Incompetent Once You Learn About a New Subject, You Become “Consciously Incompetent” – You Know You Don’t Know What You’re Doing. As a Result, Most Individuals Become Less Confident in Their Abilities Shortly After Learning More About a Topic. Developing “Conscious Competence” – the State of Knowing What You’re Doing – Takes Experience, Knowledge, and Practice. WhenYou’re Consciously Competent, You Regain Your Confidence: You Know the Limits of Your Knowledge & Can Accurately Assess Your Abilities. Paradoxically, One of the Best Ways to Figure Out Whether or Not You’re Right is to Actively Look for Information That Proves You’re Wrong
  23. 23. Discover Things Worth Testing• How Much Sleep Do YOU Need to Feel Rested and Alert?• Which Foods Make You Feel Energetic After Eating? Which Foods Make You Feel Ill or Lethargic?• When Do You Do Your Most Productive Work? Are there any Patterns in Your Productivity?• When Do you Get Your Best Ideas? What are You Doing When They Occur to You?• What is your Biggest Source of Stress or Concern? When Do You Start Worrying, and Why?
  24. 24. Power Power Represents Your Ability to Get Things Done Through Other People – the More Power You Have, the More Things You Can DoIf You Don’t Have a Plan, Your Actions Will Be Determinedby Someone Else. By Refusing to Make the Effort to Movein the Direction You Think is Best, You’re Ceding Power to Those Who Do Have PlansThe Best Ways to Increase Your Power is to Do Things thatIncrease Your Influence and Reputation. The More People Know Your Capabilities and Respect the Reputation You’ve Build, the More Power You Will Have.
  25. 25. 8 Symptoms of Bureaucratic Breakdown1. The Invisible Decision – No One Knows How or Where Decisions Are Made, and There is No Transparency in the Decision-Making Process2. Unfinished Business – Too Many Tasks are Started But Very Few Are Carried Through to the End3. Coordination Paralysis – Nothing Can Be Done Without Checking w/ a Host of Interconnected Units4. Nothing New – There are No Radical Ideas, Inventions, or Lateral Thinking - a General Lack of Initiative
  26. 26. 8 Symptoms of Bureaucratic Breakdown5. Pseudo-Problems – Minor Issues Become MagnifiedOut of All Proportion6. Embattled Center – the Center Battles for Consistencyand Control Against Local/Regional Units7. Negative Deadlines – The Deadlines for Work BecomeMore Important than the Quality of the Work Being Done8. Input Domination – Individuals React to Inputs (i.e.Whatever Get Put in Their in-tray – as Opposed to UsingTheir Own Initiative If You Are Suffering From Any of These, Your Team is Probably Suffering from aCase of Communication Overhead. The Solution to Communication Overhead is Simple but Not Easy: Make Your Team as Small as Possible
  27. 27. The Modal BiasWe Find Comfort Among Those Who Agree w/ Us, and Growth Among Those Who Don’t. Modal Bias is the Automatic Assumption that OurIdea or Approach is Best. Most of Us Like to Assume We Have Everything Together – That We Know What We’re Talking About, We Know What We’re Doing, and That Our Way of Doing Things is Best.Very Often, We are Quite Mistaken. There is Always More than One Way to Get Something Done
  28. 28. 6 Simple Principles of Effective Real-World Management1. Recruit the Smallest Group of People Who Can Accomplish What Must Be Done Quickly and w/ High Quality. Comparative Advantage Means that Some People Will be Better Than Others at Accomplishing Certain Tasks, So It pays to Invest Time and Resources in Recruiting the Best Team for the Job.2. Clearly Communicate the Desired End Result, Who is Responsible for What, and the Current Status. Everyone on the Team Must Know the Commander’s Intent of the Project, the Reason Why It’s Important, and Clearly Know the Specific Parts of the Project They’re Individually Responsible for Completing3. Treat People w/ Respect. Consistently Using the Golden Trifecta – Appreciation, Courtesy, Respect – is the Best Way to Make the Individuals on Your Team Feel Important and is Also the Best Way to Ensure that They Respect You as a Leader and Manager
  29. 29. 6 Simple Principles of Effective Real-World Management4. Create an Environment Where Everyone Can Be As Productive AsPossible, Then Let People Do Their Work. The Best WorkingEnvironment Takes Full Advantage of Guiding Structure – Provide theBest Equipment and Tools Possible and Ensure that the EnvironmentReinforces the Work the Team is Doing5. Refrain from having Unrealistic Expectations Regarding Certaintyand Prediction. Create an Aggressive Plan to Complete the Project, butbe Aware in Advance that Uncertainty and the Planning Fallacy MeansYour Initial Plan Will Almost Certainly Be Incomplete or Inaccurate in aFew Important Aspects.6. Measure to See if What You’re Doing is Working – If Not, TryAnother Approach. One of the Primary Fallacies of EffectiveManagement is that it Makes Learning Unnecessary. This Mind-SetAssumes Your Initial Plan Should be 100% Perfect. The Exact Oppositeis True: Effective Management Means Planning for Learning, WhichRequires Constant Adjustment Along the Way.
  30. 30. 5 Focusing Steps For Improving the Throughput of Any System:1. Identification: Examining the System to Find the Limiting Factor2. Exploitation: Ensuring that the Resources Related to the Constraint Aren’t Wasted3. Subordination: Redesigning the Entire System to Support the Constraint4. Elevation: Permanently Increasing the Capacity of the Constraint5. Reevaluation: After Making a Change, Reevaluating the System to See where the Constraint is Located
  31. 31. Selection Test A Selection Test is an Environmental Constraint that Determines Which Systems Continue to Self-Perpetuate and Which Ones “Die.” Businesses Also Have Selection Tests: Enough Value Provided To Customers, Enough Revenue to Cover Expenses, Enough Profit to Stay Financially Sufficient Many People Think of Selection Tests as “Survival of the Fittest,” but “Death of the Unfit” is a More AccurateDescription. If a Self-Perpetuating System Fails to Satisfy a Selection Test, It Will Cease to Exist. If You Can’t Get Enough Air, You’ll Die. If Your Business Can’t Bring in Enough Revenue To maintain Sufficiency, It’ll Die
  32. 32. Examining Complex SystemsDeconstruction is the Process of Separating Complex Systemsinto the Smallest Possible Subsystems in Order to UnderstandHow Things Work. Instead of Trying to Understand the SystemAll at One, You Break Up the System into Parts, then Work onUnderstanding the Subsystems and How They Interact w/ OneAnother. Deconstruction is the Reverse-Engineering Aspect ofGall’s Law. Remember: Complex Systems that Work Inevitably Evolve from Simpler Systems that Also Worked To Improve the System You’re Examining, You Don’t have to Pay Attention to Everything – Just a Few Key Measurements that Actually Matter “Profit is Sanity. Turnover is Vanity.”
  33. 33. Identifying Business KPIsValue Creation:• How Quickly is the System Creating Value?• What is the Current Level of Inflows?Marketing:• How Many People are Paying Attention to Your Offer?• How Many Prospects are Giving You Permission to Provide More Information?Sales:• How Many Prospects Are Becoming Paying Customers?• What is the Average Customer’s Lifetime Value?• What is Your Current Returns/Complaints Rate?Finance:• What is Your Profit Margin?• How Much Purchasing Power Do You Have?
  34. 34. Checklisting Checklisting Will Help You Define a System for a Process that Hasn’t Yet Been Formalized – Oncethe Checklist Has Been Created, It’s Easier to See How to Improve or Automate the SystemCreate Explicit Checklists for the 5 Parts of Your Business, Then Make Sure They’re Followed Every Single Time.
  35. 35. Experimentation Constant Experimentation is the Only Way You Can Identify what will Actually Produce the Result You Desire. Often, the Best Way to LearnThings is to Jump in and Try. At the Beginning, You May Be In Over Your Head, But There’s No Faster Way to Learn What Works. Once You’reCommitted to Exploring Something You’ll Learn Far More Quickly Than if You’d Cowered on the Sidelines. You Learn the Most From What Doesn’t Do Well As Long as Your Mistakes Don’t Kill You, Paying Attention to What Doesn’t Work Can Give You Useful Information YouCan use to Discover What Does. All Failures are Temporary – What You Learn in the Process Always Helps You Move Forward Experimentation is the Essence of Living a Satisfying, Productive,Fulfilling Life. the More You Experiment, the More You Learn, and the More You’ll Achieve
  36. 36. Questions to Improve Yourself• Do I use My Body Optimally? – What is the Quality of my Current Diet? – Do I get Enough Sleep – Am I Managing My Energy Well Each Day – Do I Have Good Posture and Poise?• Do I Know What I Want? – What Achievements Would Make Me Really Excited? – Are My Priorities and Values Clearly Defined? – Am I Capable of Making Decisions Quickly and Confidently?• What Am I Afraid Of? – Have I Created an Honest and Complete List of the Fears I’m Holding onto? – Have I Confronted Each Fear to Imagine How I Would Handle It If It Came to Pass? – Am I Capable of Recognizing and Correcting Self-Limitation
  37. 37. Questions to Improve Yourself• Am I Confident, Relaxed, and Productive? – Have I Found a Planning Method that Works for Me? – Do I have an Up-to-Date List of My Projects and Active Tasks? – Do I review all of my Commitments on a Regular Basis? – Am I Consciously Creating Positive Habits?• What Do I Really Need to Be Happy & Fulfilled? – How Am I Currently Defining “Success”? – How Often do I Compare Myself w/ My Perceptions of Other People? – Am I Currently Living Below My Means? – Am I Capable of Separating Necessity and Luxury? – What Do I Feel Grateful for In my Life and Work?
  38. 38. 2nd Part of The Personal MBAClick On the Link Below to Get It on AmazonShare This Info w/ Someone Who Needs It Tweet @MainTakeAway Share a Comment Below