Most people only take enough action to get by and when the marketplace contracts they start paying painfully in the forms of reduced production.

1. Extreme WithYour BusinessPart - I
Get Unreasonable And Extreme With Your Business
Now is the time to get UNREASONABLEand EXTREME withyour business!
You must get unreasonable withhow manycallsyou make, how manyclients youcontact andhow you insist ongetting
business in today's market.
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Management must get unreasonable, evenextreme, intheir expectations, inorder to keepproductionat levels necessaryto
keep those same people employed!
"YOU MUST GET UNREASONABLE, EVEN EXTREME AT TIMES LIKE THESE TO INSURE SURVIVAL."
Reasonable is defined as, having soundjudgement, fair andsensible, Unreasonable wouldthenbe definedas, NOT having
soundjudgement, NOT fair, NOT sensible.
• Now is the time to NOT have soundjudgement.
• Now is the time to NOT be, what you consider, fair.
• Now is the time to throw sensible out the window.
That is right I am tellingyou to not be sensible as sensible will not get the job done as the marketplace contracts!
You have to get unreasonable ineveryregards nowinorder to survive!
"You must get unreasonable inthe market place or the marketplace will punishyou."
Most people onlytake enough action to get byand when the marketplace contracts theystart paying painfullyin the forms of
reducedproduction.
• The marketplace punishes those that are reasonable intimes of contraction!
• The marketplace punishes those that onlytake enoughactionas theynever reachthe level of action necessaryto survive and
prosper.
• These people get punished because theyare still taking the same amount ofactionas whenthe marketplace was expanding
and are not compensating for the change inthe market!
There are three sets of people exerting different levels of action inthe workforce andeach groupwill suffer indifferent ways.
1) Weak employee's that has never exertedenough effort- the first to lose his job.
2) Good dependable trustworthyemployee's that onlyexert reasonable amounts ofeffort- (this represents most of the
workforce). Theyare at risk and willprobablylose current payplan unless theybecome unreasonable.
3) Those willing to dowhatever it takes. These people will not get cut, not be at riskandbecome even more valuable to the
company. Theywill actuallybe better off when contraction ends!
These three levelscanalsorelate to management and entire companies,the difference in these three levels comes downto
creating enoughactionto get the jobdone regardlessof the obstacles!

2. So what is enougheffort? Thisis the first thingNASA gets the answer to when figuring out what it takesto get a rocket to
launch, howmucheffort is necessary.
In business enougheffort is whenyou create new problems for yourself! Not enoughactionor effort yields familiar or the same
problems.
Example of familiar problems (not desirable)
• Not enoughproduction, results or income
• Appointments cancelled
• Customers satisfiedbut not enoughof them.
Examples of New Problems (desirable)
• Too much production and can't deliver it
• Too manyappointments showing upallat the same time.
• Customers angrybecause you called themtoo much.
You will have createdenoughaction through your efforts when youget newproblems.
Most people and businesses have the same problems over andover andnever seeknew problems.