1. SPECIAL LEADERSHIP REPORT FOR BUSINESS OWNERS AND BUSINESS LEADERS
““““IIII’’’’vvvveeee NNNNeeeevvvveeeerrrr
HHHHeeeeaaaarrrrdddd SSSSuuuucccchhhh
NNNNoooonnnnsssseeeennnnsssseeee!!!!””””
...this was the actual response I got from a business owner
who failed to understand one of the greatest secrets
Dear Reader
My wife Jane and I were
sitting outside on the terrace of
the Café de Paris in Monaco,
close to the Casino de Monte
Carlo.
If you‘d been sitting with us,
I’m sure you’d remember the
day just as well as we did!
Not just because of the con-stant
stream of rich and famous
leaving their Ferraris, Maseratis
and Bentleys for the casino val-ets
to park — but more impor-tantly
because of a conversation
that took place that day.
It was a conversation which
revealed the very essence of
why some business owners and
business leaders create hyper-successful
companies with
revenues, profits and valua-tions
which are the envy of
their peers, and why some busi-ness
leaders have an endless
struggle to match this success.
It was a conversation which
was full of valuable nuggets
which have the potential to
bring dramatic tangible in-creases
to your bottom line re-sults.
of business achievement
Let me tell you exactly
what happened that day...
It all started when I heard a
man at the next table grumble
under his breath – “these peo-ple
are so lucky!”
Normally, I wouldn’t say
anything. And I’m not sure
why I did on this occasion, but I
was compelled to say to him,
“it’s not luck.”
The ‘lucky view’ is one I
might have shared a few years
back, before I spent a year liv-ing
in Monaco and studying for
my MBA (I actually went to
Monaco after being fired from
my job and receiving a gener-ous
payoff!). It was at this time
that I was first introduced to
the wealth and success found in
the principality.
I have since spent many
years meeting with, interview-ing
and studying ultra-successful
business leaders to
understand how they think, act
and make decisions and what
they do differently that allows
them to enjoy the personal re-wards
which come with own-ing
or running a hyper-successful
business.
It’s this research which has
led me to write two best-selling
international business books
which explain exactly how
great business leaders think
and act.
More importantly, it’s led to
the creation of two highly ac-claimed
business mentoring
programmes: Enterprise Leader
Development Programme and
Foundation Series Plus+ in Enter-prise
Leadership’ – both of which
explain exactly how the great-est
business leaders achieve the
results they do, and how you
can repeat their success in your
own company too.
The man on the next table
seemed a little startled by my
‘it’s not luck’ comment.
He replied, “if it’s not luck,
what is it?”
“Ah ha!” I said smiling,
“they know something you
don’t.”
What they know practically
guarantees that they have a
constant stream of new innova-tive
ideas coming into their
business — almost daily —
with each idea worth thou-sands,
hundreds of thousands
or more in new revenues and
profits. What they know could
be worth the same — or more
— for your business too.
As I turned my chair around
to speak to the man, I could see
Jane’s eyes turning upwards in
that ‘here we go again’ gesture
and at the same time I could see
his wife’s eyes doing the same.
“So,” said Mike as he intro-duced
himself. “What is it?
Richard Parkes Cordock, Expert
in Enterprise Leadership’ explains
what the highly profitable and
super successful business leaders
who choose to live in Monaco
know – that just about every other
UK business leader doesn’t.
Monaco, the weekend residence of many UK
business leaders and business owners

2. Why isn’t that valet parking
my car and why don’t I have a
house here in Monaco?”
“You could,” I said confi-dently.
It turns out Mike had his
own business which he had
been running for many years,
but hadn’t quite made the leap
to take him up to the next
level. His company was doing
ok, but was missing out on the
quantum leaps and there was
clearly something holding the
growth of his company back.
“If it isn’t luck,” said Mike
again, “and the people who
live here know something I
don’t, then what is it?”
“Ok, – here it is!” I said
getting ready to share with
him some of the strategies
which are already being used
and applied by thousands of
business owners and business
leaders around the world in
the ‘executive quick-start’
Foundation Series Plus+ in
Enterprise Leadership.
“Most of the people you see
here are business owners. Not
all of them of course,” I said as
Formula 1 racing driver David
Coulthard coincidentally
strode past our table.
“…but most are. It’s what
they know as business owners
or business leaders that has
given them the rewards which
you can see they clearly enjoy.
They know that the way to
grow their business comes
down to three main areas:
“Making their customers
believe.
Making their teams be-lieve.
And making themselves
and fellow leaders believe.”
These are the three core
themes of Enterprise Leader-ship
and it’s the principles of I
BELIEVE (the leader), WE BE-LIEVE
(the team) and THEY
BELIEVE (the customer) which
are taught in both Enterprise
Leader Mentoring pro-grammes.
Ultimately, business is all
about belief and when you
align the belief of the leader-ship
of your company, with
the belief of your team, and the
belief of your customers, you
create an environment where
profit and growth can be maxi-mised.
“Belief?” said Mike. “I’ve
never heard such nonsense.
I’ve been at the sharp end of
business for over 20 years and
I know that belief has little to
do with success. It’s not belief
but getting on the phone and
pursuing customers, that’s
what drives my business. It is
tough and every day is a battle.
If I believe anything, it is that
it’s a war out there.”
Now you and I know that
business should not be a war.
No customer wants to be
part of a war zone. Your cus-tomers
want to feel loved, they
want to feel that your employ-ees
care about them, and they
want to do business in a
friendly environment; defi-nitely
not in a war zone or be
part of a battle!
Like Mike, your ultimate
challenge is to make your cus-tomers
believe in you. Because
when your customers believe
in you three things happen.
Firstly, they buy from you.
Have you ever bought any-thing
you didn’t believe in? I
suspect not.
Secondly, customers buy
from you time and time again
so you can maximise their life
time value. The true worth of
your customers doesn’t come
from just one-off transactions,
it comes from developing last-ing,
profitable relationships. It
comes from
creating a
brand and
making your
customers be-lieve
in you
and want to
keep coming
back to buy
from you.
In your
business, the
only way
you’ll ever
make your cus-tomers
want to
keep coming
back to you is
if you keep
innovating,
keep creating
and making
sure you are always relevant to
them – and they always be-lieve
in you.
Unless everybody in your
company fully understands the
true value of a customer to
you, it is all too easy to let your
standards slip, and loose your
customer’s belief.
When your customers loose
their belief in you, they loose
their desire to buy from you –
AND you loose out on a life-time
of further revenue and
profit from them.
This critical principle of
maximising the life-time value
of your customer is something
that every one of your employ-ees,
regardless of the position
they hold should understand
and apply in their work.
Maximising life-time value
is spelt out in detail in the En-terprise
leader Development Pro-gramme,
a programme which
has been created from the
ground up for your employees.
It is also explained in summary
in the Foundation Series Plus+, a
‘quick start’ introduction into
Enterprise Leadership which
has been designed for you, a
business owner or business
leader.
The third thing, that hap-pens
when your customers
believe in you is that they do
your marketing for you and
tell their friends, family and
business associates about you.
But for that to happen you
have to thrill them, you have
to WOW them, you have to
dazzle them. You have to be
outstanding in everything you
do.
It’s no different from seeing
a great movie and telling
somebody else about it.
There’s al-ways
some-thing
about a
great movie
that has
hooked you
in, and is easy
to rave about
and ‘pass on’
to your
friends.
In fact, I saw a
great movie
last week. It
was called
‘Shall We
Dansu’ and it
was the Japa-nese
original
of a movie
that was re-made
in Hol-lywood
called ‘Shall We
Dance’ starring Richard Gere.
But here’s the thing.
I’ve seen the Japanese origi-nal,
which is a wonderful film
and I’d recommend it to you
and to anybody else, but I
haven’t seen the Hollywood
remake, because I hear it’s not
so good.
You may be wondering
why I’m telling you about a
Japanese movie, as clearly
Mike was when I told him the
same story. But I’m telling you
this for a very deliberate rea-son
to demonstrate the power
of word of mouth marketing.
I’ve just told you about
something that I believe in (the
Japanese version) and I’ve also
told you about a movie that I
haven't even seen, but I have
little belief in because of the
negative customer reviews I’d
read and the poor write ups by
film buffs.
You should know your cus-tomers
are doing the very
same thing. If for any reason
they have a negative experi-ence
with your company, or
you do not provide excellence
in everything you do, it’s all
too easy for your customers to
spread negative
‘recommendations’ about you,
rather than ‘positive ones’.
Once a prospect picks up on
these negative recommenda-tions,
their belief and desire to
buy is very limited.
Now it’s all very well
knowing that business is all
about belief, and creating be-
Profit and growth are maxi-mised
when the belief of your
company’s leadership, team
and customers are aligned.
Your customers
want to feel
loved, they want
to feel that your
employees care
about them, and
they want to do
business in a
friendly environ-ment;
definitely
not in a war zone
or be part of a
battle!
Monaco: the playground of the world’s
most successful business leaders

3. lief in the eyes of your custom-ers.
But it’s a different thing to
physically create belief in the
eyes of your customers.
Great business leaders
know and understand that to
make their customers believe
in them, they have to turn
around the way they look at
themselves – and the way their
customers look at them.
In most companies, possi-bly
even yours, when you
draw your organisation chart it
is quite likely that you’d put
yourself at the top.
Underneath that, you’d
draw in your directors, and
managers and underneath
them, the rest of your team. By
definition, underneath these
people are your customers.
This is a traditional pyra-mid
structure of a company.
It’s also quite likely in your
company — as it is in just
about every other company in
the world — that the vision
you and your fellow leaders
hold is not understood or
shared by the rest of your
team, or by your customers.
I know from the business
leaders I speak to, this disjoint
is something they immediately
recognise in their companies.
But what the great leaders
I’ve met, interviewed and
studied do is to invert the
pyramid and recognise that
business is all about serving
their customer – and therefore
they turn their business upside
down and put their customers
at the top of the pyramid.
The simple saying ‘if you
haven’t got a customer, you
haven’t got a business’ will
always be true!
These same leaders know
also that the only way they’ll
be able to make their custom-ers
believe and buy from them,
is if their own team believes in
the first instance, and the only
way they’ll be able to make
their team believe, is if they –
the leader — believes in the
first place.
This brings back the three
core principles of Enterprise
Leadership which is the align-ment
of I BELIEVE (the
leader), WE BELIEVE (the
team) and THEY BELIEVE (the
customer).
The truly great business
leaders, multi-millionaire and
billionaire entrepreneurs take
the principles of I, WE and
THEY BELIEVE a step further.
They know that to have the
greatest chance of making their
customers believe and want to
buy, every individual em-ployee
in their company must
step up and see themselves as
a leader.
They know that for their
company to reach its highest
level of revenue, profitability
and overall growth, every per-son
in their company must
think, act and make decisions
like them — a customer-focused
business owner/leader.
The same is true in your
company.
At your heart, you are a
business leader who is pas-sionate,
who is confident, who
is persistent and is prepared to
step outside your comfort zone
to conquer your fears, doubts
and limiting beliefs.
It’s because of your leader-ship
ability that your team be-lieves
in you – and it’s why
your customers believe you
when you talk to them.
It’s your mindset and atti-tude
of leadership and per-sonal
leadership that you need
to infuse into each and every
member of your team, because
ultimately it’s your people
who deal with your customers,
and it’s your people therefore
who are responsible for mak-ing
your customers believe in
your company.
We call people who think,
act and make decisions like
business owners ‘Enterprise
Leaders’, because they are the
natural extension of you, the
business owner, business
leader or entrepreneur.
Enterprise Leaders embody
your spirit. They share your
passion, belief and confidence
and they’re able to bring to
your company greater levels of
innovation and creativity.
They’re able to tap into new
areas of imagination and ideas.
They’re able to make decisions
with confidence by first asking
‘what would I do if I was the
owner of this company?’ and
‘what would I expect to be
done if I was a customer of this
business’?
When you train, develop
and mentor your people to
think, act and make decisions
like you – they go the extra
mile for your customers, be-cause
this is exactly what you
would do as a business leader.
Never again will your cus-tomers
feel frustrated when
dealing with you, never again
will they feel taken for
granted, and never again will
your company be accused by
your customers of being com-placent
or not caring, because
now every member of your
team has the urgency, commit-ment
and conviction that you
have as the business owner/
leader in your company.
You can be sure that only
positive recommendations are
being spread about you in the
market place, and not negative
ones.
Your route into developing
your people to think and act
this way is through the Founda-tion
Series Plus+ in Enterprise
Leadership.
In this short, but compre-hensive
introductory pro-gramme
you’ll hear how 23 of
the UK’s most profitable and
most highly regarded self-made
business leaders think,
act and make decisions, and
you’ll discover how to bring
their thinking to your com-pany
and turn your people
into Enterprise Leaders.
You’ll discover how to de-velop
your people so that they
have the ability to dramatically
grow and expand your com-pany,
so you too can enjoy the
rewards just like the entrepre-neurs
and business owners
who have their cars parked by
the valets outside the Casino
de Monte Carlo.
Mike’s wife was now get-ting
itchy feet and was keen to
go down to the shore and dip
her toe in the cool Mediterra-nean
waters.
“I can see it, I can see it!
said Mike as I finished sharing
the same story with him. “The
pyramid, my people, Enter-prise
Leaders, our customers,
the three levels of belief. I
think we’ve been focusing too
much on ourselves and trying
to win the battle, rather than
just focusing on doing what's
right for the only thing that
really matters, our customers.”
“It’s quite simple” I said,
“When customers believe, they
buy.”
“Well I believe in what
you’ve told me and I’m going
back to the hotel right now to
log-on and order the Founda-tion
Series Plus+ in Enterprise
Leadership”.
“It’s the best place to start”
I said. “It’ll be there waiting for
you when you get home.”
As he shook my hand his
wife mouthed, “Come on!”
and began making her way to
the steps down to the water-front.
I waved goodbye as they
weaved through the tables,
narrowly avoiding the clutter
of designer handbags and
mini- Chihuahua dogs that
were on the floor at the side of
almost every table.
I caught the eye of the
waiter as he was passing. “Un
pression et un juice de or-ange,”
I asked, just about ex-hausting
my full French vo-cabulary.
Settling back to enjoy the
crisp autumn sunshine, Jane
gave me a sharp prod and re-minded
me not to start any
more conversations with peo-ple
who think successful entre-preneurs
are just ‘plain old
lucky’.
Just stop me, I thought!
A traditional company struc-ture,
with the leadership at
the top, and often unaligned
with the rest of the company.
The inverted pyramid puts
your customer first and leads
to greater levels of belief,
revenue and profits.
Prove it to yourself—Try
Risk Free for 60 Days
Order the Foundation Series Plus+
in Enterprise Leadership today and
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guarantee. If for any reason you do
not feel the hundreds of business
growth and personal leadership
strategies included in the programme
will open the door to extraordinary
growth in your company, simply
return the entire programme to us for
a full and prompt refund. Please
however keep your copy of the book
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