Speaking of success

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Speaking of success

  1. 1. SPEAKING OF SUCCESS ABOUT THE AUTHORBILL TODD is a recognized expert insales, marketing, and individualmotivation. He has directed the sales and marketingdivisions for Fortune 500 companies and aggressive start-ups alike. Today Todd is a sought-after motivational speaker,sales trainer, and executive coach. He focuses on helpingbusinesses drive sales, generate record profits, andquickly shift market share. Prior to launching his speaking career Todd served asVice President of Sales and Marketing for Marriott’sCorporate Lodging division. He also served as VicePresident of Sales and Industry Marketing for ChoiceInternational, one of the world’s largest multi-brandfranchise organizations.
  2. 2. THE INTERVIEWDavid Wright (Wright) Today we’re talking to Bill Todd. Bill is a recognizedexpert in sales, marketing, and individual motivation. Hehas directed the sales and marketing divisions of Fortune500 companies and aggressive start-ups alike. Today he isa sought-after motivational speaker, sales trainer, andexecutive coach. He focuses on helping businesses drivesales, generate record profits, and quickly shift marketshare. Prior to launching his speaking career he served asVice President of Sales and Marketing for Marriott’sCorporate Lodging Division. He also served as VicePresident of Sales and Industry Marketing for ChoiceInternational, one of the world’s largest multi-brandfranchise organizations. Bill Todd, welcome to Speaking of Success.Bill Todd (Todd) Thank you.Wright So you’ve delivered hundreds of seminars, workshops,and keynote speeches on how to achieve unparalleledsuccess. In each one you focus like a laser on fiveundisputable foundations for businesses and personalsuccess. Will you tell our readers what they are?Todd For over a quarter of a century I have studied,interviewed, observed, and worked shoulder-to-shoulderwith the most successful sales, marketing, andmanagement professionals in the world. Each of the top
  3. 3. producers I’ve studied or worked with unquestionably out-performed their competitors and peers; they do itrelentlessly in good economic times and bad. These topproducers brilliantly leverage their time, creativity, andunbridled enthusiasm with their imagination to achievesuccess. As a result they consistently out-manage, out-sell, and out-market all their competitors. Every top producer I have known practices fivefundamental business foundations. This holds trueregardless of their industry, job title, or educationalbackground. In short, these basic practices frame thefoundation of their remarkable success. The most common trait—the one that applies to mosttop management and sales producers—is a focused,positive attitude about life in general and businessspecifically. The second foundation of success is the ability to beprofessionally persistent. The third is the single best kept secret in businesstoday—the ability to inject fun not only into your job, butin everything you do. The fourth is the practice of catching co-workers ordirect reports doing something right. The fifth is the unrelenting obsession with customerservice.Wright So do we have to embrace all five to experience animmediate difference?Todd The good news is that you can focus on just onefoundation at a time and you will experience remarkablepositive change in your career. This can occur in less thanthirty days.
  4. 4. Wright Is there one foundation that’s more important then theothers?Todd Absolutely, and this single dominant foundation alonewill propel managers and sales professionals alike intothat category, often referred to as “super high achievers.”It is a persistent, positive attitude about life in generaland business specifically. Attitude is the high octane fuelthat propels seemingly average business people to achieveremarkable results. A great attitude is a mixture of apositive outlook on life, genuine self-confidence, andstrong bias for action. George Bernard Shaw said, “Peopleare always blaming their circumstances for what they are. . . The people who succeed are the ones who get up, lookfor the circumstances they want, and if they can’t findthem, they make them.” The Cox Report on American Business did an in-depthstudy of Fortune 500 executives. The study concluded thatover 90 percent of the executives attribute their businesssuccess to attitude versus any other basic ingredient. Theresearch specifically asked recognized high achievers tocompare the role of aptitude with that of attitude. Theresult was 94 percent stated that their can-do positiveattitude was the single most important ingredientresponsible for their success in business. Best-selling author Brian Tracy says, “Fully 80 percentof your success as manager or as a salesperson will bedetermined by your attitude and only 20 percent by youraptitude.” Henry Ford would often tell his managers, “Ifyou believe you can or believe you can’t you’ll always be100 percent right.” The most common trait exhibited by people with anexceptional positive attitude is the recognition of failure
  5. 5. as a critical element of success. Every top producer I’veworked with eagerly welcomes failure. They expect andprepare for failure as part of their long-term strategicplans. In short, they’ve come to understand that withoutsome degree of failure they’re just not going to enjoyincreasing success. Reggie Jackson was the first player in Major LeagueBaseball to amass 100 or more homeruns for threedifferent clubs. His famous nickname, “Mr. October,”comes from his clutch-hitting in the World Series andplay-offs (he appeared in eleven). He hit 563 careerhomeruns and was named to fourteen baseball all-starteams. More importantly, he has the dubious distinctionof being the all-time strikeout leader with 2,597. For managers and sales professionals the message isnot to avoid projects, assignments, or opportunities thatmight result in failure. Apprehension over failure is thesingle most common obstacle preventing us from bothachieving and maintaining success. Ironically, recentstudies have confirmed that individuals are moremotivated to avoid failure than to pursue success. Putanother way, most people aren’t as motivated to finish infirst place as they are motivated not to finish in last. TomPeter says, “It’s always better to try a swan dive anddeliver a colossal belly flop than to step timidly off thediving board while holding your nose.”Wright Your second foundation is to practice professionalpersistence. Specifically, what is professional persistence?Todd Professional persistence is the art of applying polite“stick-to-itive- ness.” This is accomplished by combiningyour know-how and product knowledge with your drive
  6. 6. and determination. Professional persistence is simply therelentless pursuit of success. Committing to professionalpersistence is promising to yourself to out-think, out-sell,out-service, and out-communicate the competition. Practicing professional persistence is just like jogging—the first time you step out your front door, chances areyou won’t be able to jog five miles. However, if you arepersistent and continue to make small successful strideseach day, you’ll find yourself achieving previouslyunattainable goals in very short order. People who are professionally persistent frequentlythink outside of the box when it comes to overcoming theirobstacles. When the going gets rough they don’t acceptexcuses, they dive in and they come up with ingenioussolutions. They also stop and encourage their teammembers who have fallen behind or who have lost sight ofthe goal. Top producers always seem to know that no matterhow clearly thought-out their objectives are, or howcomprehensive their action plan is, long-term success willultimately depend on their commitment to beprofessionally persistent. It’s the ability to keep goingwhen others give up that marks us for long-term success. In his best-selling book, Successful Management,Arthur Cooper writes, “What separates top producersfrom everyone else is the ability to carry on when thingsget tough or start going wrong.” Richard Sentin, co-authorof a book entitled Go for No, advocates that the only wayto succeed in both sales and management is to go for asmany rejections as possible. In short, you’ve got to becomfortable increasing your failure rate in order toincrease your success rate.
  7. 7. Wright Your third foundation is both intriguing and on thecutting edge. What kind of reaction do you get when youtell your clients that they must be perceived as being funto do business with?Todd Imagine for one moment that tomorrow an articleappears in Fortune magazine stating that it’s been provenbeyond a shadow of a doubt that companies providingcarrot juice to their employees undergo an immediatejump in productivity plus a dramatic reduction inturnover. Better yet, these very employers startexperiencing a significant reduction in the spiraling costsassociated with health insurance claims. Just imaginethat this same story was simultaneously quoted in USAToday, The Wall Street Journal and Business Week.Envision that each story ended with the identicalconclusion—all companies executing the daily distributionof carrot juice report a 127 percent increase in bottom-linerevenue. In short, each company attributes their newfound success to the fact that their employees aredrinking carrot juice. I can assure you that the sale ofcarrot juice and carrot juicers would sky rocket! OfficeDepot, Staples, and Sam’s Club would be taking full pageads trumpeting the availability of canned carrot juice.Within days coffee machines the world over would beshoved into dusty corners to make room for the new carrotjuicer. Obviously that didn’t happen but what Fortunemagazine and all the other publications did report wasthat employees who report enjoying their jobs and havingfun at the office are 127 percent more productive thantheir average co-worker. A subsequent study conducted byRobert Half International reported that 84 percent of the
  8. 8. CEOs and Human Resource Directors declared employeeswho display an active sense of humor while in the officedo a much better job than their co-workers as a whole.Additional research conducted with 737 CEOs reportedthat given a choice they’d prefer to hire someone with avisible sense of humor as opposed to visible talent. Why?Fun is proven to be the most important ingredient thatincreases productivity and the efficiency of workers. Funenhances team-building and encourages creativity, ithelps make our minds stay clear and makes hard tasksseem easier. Fun eliminates the inevitable boredom thatarises from repetition and non-challenging tasks. A funwork environment keeps employees happy, healthy, andreduces absenteeism as well as decreasing employeeturnover. Norm Brinker, former CEO of Chile’sRestaurants, would regularly remind his executive teamthat fun was the single most powerful yet leastunderstood competitive edge they possess. Linda Naiman, author of Orchestrating Collaborationat Work, reports, “Play replenishes and revitalizes ourhuman spirit. It clears the mental cobwebs that keep usfrom thinking decisively.” The American PsychologicalAssociation states companies that report a majority oftheir employees confirm having fun on the job enjoysignificantly higher productivity and profits. The best-selling book Contented Cows Give Better Milk,by Bill Catlette and Richard Hadden, states that themajority of those organizations with fun workenvironments and positive cultures consistently makemore money. Their research states that each of the topfifteen companies on Fortune’s “Most Admired CompaniesList,” was also widely recognized as being a fun place towork. In fact, they systematically compared six of thesecompanies with their top competitors. The research
  9. 9. looked back over a ten-year period and found that the“fun” companies consistently delivered bigger financialgains. In addition, they outgrew their direct competitorsby a margin of roughly four to one. They also out-earnedtheir competitors by a combined $40 billion and enjoyedthree times the net income per employee. Thesecorporations generated an average of 79,000 new jobs percompany compared to competitors that collectively lost61,000 jobs. Research categorically verifies that fun makes us thinkand perform better on the job. In fact, fun liberates usfrom worry and stress, relaxing the brain and making iteasier to be more creative. Through fun and play wequickly tap into the power of our imagination, intuition,and daydreaming. Solutions at work that seem so evasiveappear effortlessly in the midst of play. Now let’s look at one resounding reason for us toseriously consider tapping into the power of fun and playat the office. According to Dr. Joanne Gavin of MaristCollege, American workers are spending far more time atthe office than their parents did. In fact, a recent surveyshowed that over twenty-five million Americans work onaverage fifty hours a week with an additional ten millionAmericans putting in sixty hours every week. Today theAmerican worker spends 153 hours or 4.075 weeks moretime at the office than their counterparts did in 1969.This doesn’t count the 100 hours—two and a half businessweeks—the U.S. Census Bureau reports that the averageAmerican spends driving to and from work each year. Americans are going to return $19.5 billion dollars inunused vacation time back to their employees this year.Prevention magazine sited a survey showing that theproportion of Americans who experience a high level ofstress on a weekly basis is now up to 75 percent, which is
  10. 10. up from 55 percent just a few years ago. Stress wreakshavoc with our employees’ productivity. According to Dr.Ed Seagal of California State University, between 75percent and 90 percent of all visits to primary carephysicians are for symptoms caused by stress. It’s important to understand that fun takes stresshead-on and when you eliminate stress, you remarkablyincrease productivity.Wright Will you give an example of one successful companythat embraces the foundation of being fun to do businesswith and encourages both play and celebration amongtheir employees?Todd During each sales training seminar I always ask thesame question. Which airline is known for being fun to flywith? One-hundred percent of the time the group shoutsout in unison “Southwest Airlines!” It’s hard to findanyone in North America who disagrees that Southwestowns the brand for fun when it comes to air travel. I then ask the same group, “Can you name whichairline is known for great inventory controls or the mostcomprehensive employee policy manuals?” Everyone juststarts shaking their heads from side to side as the roomgrows silent. Who cares? The irony is that Southwest isnot exactly an easy airline for businesspeople to travel on.They make their customers stand in one line afteranother, offer no aisle or window-seat assignments, andprovide no lounges with free food or drinks. TodaySouthwest still does not extend upgrades or preferredboarding status for their most frequent travelers. What makes Southwest so successful is that year afteryear it has a clear companywide commitment to being fun
  11. 11. to fly with. Southwest has been profitable for 124consecutive quarters. As a result, it has predictably issued124 consecutive dividend checks to its investors. Somemay argue that Southwest owes its success to low prices.Yet dozens of discount airlines that have offeredcomparably lower prices have since come and gone. Fromday one Southwest’s passengers have enthusiasticallybragged about the airline after each trip. As a result,Southwest consistently cashes in on lucrative word-of-mouth advertising. Does this type of viral marketing produce results?While the entire airline industry recorded dreadfulfinancial results after 9/11, Southwest has been the onlyairline to report a profit for every quarter, every year,ever since. Southwest knows too well that airline travel isoften perceived as something that must be endured. Moreimportantly, they know that if you can weave fun andentertainment into the customer’s experience,competitors’ clients will soon hear about it. As a result,market share will start shifting almost immediately. Southwest enjoys a customer recommendation ratingdouble the industry average and nearly seven timeshigher than United Airlines. So how do they do it?Southwest has a philosophy of first employing fun,talented people. They aim their recruiting ads to thewhimsical, unconventional, and even the zany to attractpotential employees. For example, a group of eightperspective pilots were brought in for interviews atSouthwest’s corporate headquarters in Texas. Predictablyall arrived dressed in dark suits. They were then offeredthe opportunity to change into a more comfortableSouthwest standard issue pair of Bermuda shorts plus abeach shirt. Six of the applicants talked amongstthemselves and agreed to change. The final two declined
  12. 12. and kept on the traditional interview attire. It could be acoincidence but the six who changed into the shorts andbeach shirts were hired that day. Having a corporate culture that encourages fun andplay will also provide an opportunity to tap into lucrativefree advertising and marketing. In the early ’80sSouthwest launched an advertising slogan titled “JustPain Smart.” Within days South Carolina-based StevensAviation, a small company, sent a cease-and-desist orderclaiming that it had actually owned that slogan for quitesome time. Rather than pay lawyers tens of thousands ofdollars in fees to hash out this argument, SouthwestPresident and CEO, Herb Keller, challenged Steven’sAviation CEO to a one-on-one arm wrestling contest. Thecontest took place in Dallas at a cavernous sportsauditorium. As the first round began Herb Keller called inan obvious ringer who was hiding behind the stage. Infact, it was the Texas state arm wrestling champion, JohnJones, who immediately thrashed the CEO of StevensAviation. When Keller returned to the ring he discoveredthat the Steven’s CEO had brought in his own ringer—apetite customer service rep who came in and clobberedHerb Keller. Round three was the decisive rubber match.Both CEOs returned and in less then ten seconds HerbKeller was soundly defeated. Keller claimed he wasexhausted from a combination of athlete’s foot and beingover-trained. Specifically, he’d been asked to walk up twoflights of steps the day before. Keller understood the power of having fun. Within daysthey both received an unprecedented amount of freepublicity. In fact, a hand—written note from PresidentGeorge Bush arrived on Keller’s desk saying, “Just plainterrific, congratulations on your loss!”
  13. 13. Jay Conrad Levinson, author of Guerrilla MarketingFor Free says, “Southwest’s marketing doesn’t workbecause it sells flights and destinations. It works becauseit helps people realize the fun of flying Southwest.”Fifteen years later Southwest employees and customersare still bragging about this story.Wright Your fourth foundation for success is to catch someonedoing something right. That seems to be in directopposition to the most commonly accepted perceptions ofmanagement’s role. Will you tell us how this radicallydifferent concept works?Todd According to the best-selling book, How Full Is YourBucket? by Tom Rath and Donald O. Clifton, anastounding 65 percent of Americans report receiving norecognition for their good work in the past year. Nowonder the U.S. Department of Labor reports that thenumber one reason Americans leave their job is becausethey do not feel appreciated. For generations we’ve instilled in our young managersthat they need to ensure that direct reports always followthe rules, get to work on time, meet their targets, anddon’t spend one penny over the assigned budget. As aresult, managers often transform themselves intocorporate hall monitors. Dr. Gerald Graham, professor of management atWichita State University, did a comprehensive study of1,500 employees across a multitude of businesses. Hereported that the single most powerful employeemotivator was personalized instant recognition delivereddirectly by a manager.
  14. 14. A recent survey of American workers stated that thenumber one performance motivator was a simple pat onthe back by anyone. Catherine Meek is president of Meek& Associates, which is one of America’s leadingcompensation and consulting firms. She states, “The onelesson that stands out loud and clear, across all industriesis that businesses do a lousy job of recognizing employees’achievements. Today the most frequent time formanagement feedback is when somebody screws up.” Best-selling management author Tom Wrath says,“Traditionally, when a manager sits down with anemployee for a performance review, it only takes aboutfive or ten minutes to appraise the employee’s successes.Unfortunately, the majority of the time is spentdiscussing which areas are right for improvement.” Wrathinsists that focusing on someone’s weaknesses canundermine the very purpose of a performance review andcan sap the energy needed to perform at optimal levels inthe workplace. Super achievers understand the power of frequentlycatching someone doing something right. As Zig Ziglersays, “If it’s to be, it’s up to me.” Single-handedly, topproducers become evangelists for celebration within theirorganizations; they just don’t wait for senior managementto “get religion.” The best-selling book, First Break All theRules by Marcus Buckingham and Curt Coffman,recommends we do everything we can to celebrate theaccomplishments of our employees. Why? The Tom PetersGroup reports, “The number one reason a customer stopsdoing business with a company is the indifference of oneunmotivated employee. It’s amazing how employees havesuch little awareness of their own strengths. All it takesis someone to hold up a mirror and show them whatthey’re doing right. Amazingly this simple act possesses
  15. 15. the ability to motivate employees to achieve far more thanthey have ever accomplished in the past.”Wright Will you share one example of how a single personmade an immediate impact to both a personal carrier andthe success of their company?Todd A few years ago I was working for one the world’slargest franchise organizations. Morale at our corporateheadquarters was at an all-time low. We noticed peoplewere working prolonged hours and on weekends but theyweren’t accomplishing what they had in the past. Itbecame apparent that when people worked hard and putin long hours, no one seemed to notice anymore. Without consulting senior management, we createdwhat was called “the Celebration Committee.”Clandestinely we set aside one central voice-mailbox onour corporate system for the use of every employeeallowing everyone to call in and positively nominate acoworker. In particular we wanted to know aboutemployees who had gone the extra mile, put in long hours,or just came in on the weekends. Once a week a stealth group of about twenty coworkerswould suddenly surround each of the nominatedemployee’s desk to applaud, blow whistles, and brandishloud noisemakers. In short, we would give the nowshocked and dazed employee a homegrown standingovation. We always presented the honoree with abeautiful framed certificate of appreciation from gratefulco-workers. Within one month we had created a growingarmy of recognized and appreciated employees. Thisoccurred at absolutely no additional cost to management.We didn’t wait for the memo, we did not wait for senior
  16. 16. management to get religion, we took action—and we gotimmediate change.Wright Your final foundation for success is to develop anobsession for outstanding customer service. You state thatthis alone will provide us with a powerful competitiveadvantage that will literally catapult us to success. Willyou explain to our readers why this foundation isinstantaneously effective?Todd Delivering a high level of customer service is no longerwhat differentiates you from your competitors. Deliveringa consistent level of solid customer service is only theticket that allows you to compete for your predictableshare of the marketplace. In his book, Beyond Customer Service, Richard Gearsonwrites, “Your customer service must be better than yourcompetitors’ if you are to attract and retain clients. Today,maximum profits margins result from customer retention,from loyalty and re-purchasers rather than just goingafter new customers. Much of customer service comesdown to common sense. Give customers what they wantand make sure they’re happy. Exceptional customerservice always pays off and it always pays off in long-termcustomer retention. High quality service motivatescustomers to tell others about you. These referrals willtransfer themselves into a customer driven sales force.” Managers and sales professionals who foster anobsession with delivering a dependable level of greatcustomer service will inevitably grasp a bigger slice of themarket and will do so without having to play the discountgame. For example, next time you’re at the airport, lookat the number of business travelers who board those big
  17. 17. yellow and black Hertz shuttle buses. Each of thosepeople just walked by at least a half dozen well-knownnational car rental desks that advertise very deep,discounted rates. They knowingly do this to go rent fromHertz. Each of these lower priced competitors hasinvested millions upon millions of advertising dollars tomake sure that the Hertz customers walking by theirdesks understand that they rent the same cars for lessmoney. Yet each day the Hertz customers just keepwalking by. How does Hertz do it? Simply put, they take suchextremely good care of their corporate clients that thoseclients would not think for a moment about switching. Inalmost every airport, Hertz charges between five andtwenty-five dollars more per day, per car than the lowestpriced competitor. With persistently higher rates theystill win the market share award year after year, cityafter city, and airport after airport. People will pay and pay handsomely when youconsistently deliver better service and make their lifeeasier. Even eBay sellers with an established reputation fordelivering fast, reliable service and quicklycommunicating to their clients can expect to receive about10 percent more revenue per transaction than the sellerswho’ve just arrived on the system. According to RogerDow, President of the Travel Industry Association ofAmerica, “When a company truly commits to deliveringexceptional customer service, from senior managementright down to front line employees, customers see animmediate difference. These organizations seem tooperate at a higher level than others. People in thesecompanies are inspired, they’re passionate, and alive;their customers buzz about their latest buying experience,
  18. 18. profits soar, and clients brag about these companies usingwords like on fire, exciting, passionate, and electrified.”Dow calls these super charged organizations “turned-oncompanies.” According to the 2006 Return On InvestmentReport, 50 percent of the clients who are dissatisfied willnot complain but will merely take their businesselsewhere. In fact, they will do this on the very nextpurchase. Robert C. Hazard Jr., former Chairman of the Board ofChoice Hotels International, would refer to this action as,“the deadly silent complaint.” He would go out of his wayto profusely thank customers who complained. He knewhow incredibly valuable this information was to the long-term financial success of his over 3,500 franchisesworldwide. Hazard’s commitment to deliveringunsurpassed customer service was legendary. In fact,during his very first speech to franchise owners, he askedthem to look at the person on their left and the person ontheir right and then promised the group that if customerservice and brand standards did not immediatelyimprove, one of those people would not be back for nextyear’s convention. Don Landry, former President and CEO of SunburstHospitality, would often arrive at one of his hotels with alarge strip of adhesive tape plastered across his forehead.On the tape he had printed in big, black, bold lettersPMMFI. He would then visit each of the hotels’ primaryworking departments, from the bell stand to the frontdesk to housekeeping to maintenance, and all therestaurants. As you can imagine, each employee stared athis piece of inscribed masking tape, but politely saidnothing. At the end of the day he would call his employeesinto a meeting room and explain that the initials PMMFIstood for “please make me feel important.” If each person
  19. 19. could accomplish this with every paying customer he orshe came in contact with, everything else would fall intoplace. Tom Craven, author of the best-selling book, The Worldis Flat, confirmed that the one thing you cannot outsourceis the personal touch of customer service. “If you intend tosurvive in the new economy you must pay attention to thefact that your customer service is where your power lies.The power to influence clients’ attention and the power toincrease your client base is in your hands. In thecompetitive years ahead, delivering good customer servicewill not be a noteworthy accomplishment but the onething that may keep you from going bankrupt.”Wright Each of your foundations of success is based on solidcommon sense and can be immediately implemented.Better yet, each one can be put into practice withouthaving to invest one additional penny. Why are the vastmajority of all business professionals not practicing thesefoundations today?Todd Over the last ten years we have become obsessed withover-complicating our businesses. Sales, service, and basicproduct quality have been replaced by obsessing overExcel spreadsheets, P&L statements, and revenuemanagement reports. This compulsion with over-complicating our businesses has allowed us to dismiss thebasic fundamental foundations of success. We too oftenlabel these basic foundations as being too easy or toosimple or too insignificant to make a difference. An alarming number of business leaders view realcustomers as interruptions—interruptions that keep themfrom attending meetings or slogging through an endless
  20. 20. abyss of e-mails. Today’s top producers don’t walk aroundwith a death grip on their Blackberry; they get out andtalk to customers. Today’s best managers do not outsourcecustomer service but they get out to where the rubber hitsthe road—the customer’s office. Today’s top producersunderstand that it is more important to be fun, customerfocused, and easy to do business with than it is to analyzeendless revenue reports and cost analysis statements.Today’s leaders are bold, decisive, and eagerly take risks;they celebrate both success and failure as the buildingblocks of their future success. They have an infectiousattitude that spreads through their organization andmotivates their co-workers to out-sell, out-market, out-promote, and out-achieve any competitor at any time.Wright Well, what a great conversation Bill. I can’t tell youhow much I appreciate your spending all this time withme this afternoon answering these questions. I know Ihave learned a lot and I am sure that our readers will.Todd Thank you very much; it was a real thrill for me.Wright Today we’ve been talking with Bill Todd who is arecognized expert in sales, marketing, and individualmotivation. He is a sought-after speaker, sales trainer,and executive coach. He focuses now on helpingbusinesses drive sales, generate record profits, andquickly shift market share. If you’re reading this book orif you’re listening to this on CD, you’ll come to the sameconclusion that I did—he knows what he’s talking about. Thank you so much Bill, for being with us today onSpeaking of Success.
  21. 21. Bill Todd 9216 Villa Drive Bethesda MD 20817-3310 Phone: 301.633.5856 E-Fax: 253.484.5856E-mail: BTodd@BTodd.com

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