Monday, October 19, 2020

Fwd: "The CEO Should Feel Like Their Role Is To Set Up Their Staff For Success."​



---------- Forwarded message ---------
From: Adam Bryant via LinkedIn <newsletters-noreply@linkedin.com>
Date: Mon, Oct 19, 2020 at 4:53 AM
Subject: "The CEO Should Feel Like Their Role Is To Set Up Their Staff For Success."
To: Steve Scott <stevescott@techacq.com>


Sue Desmond-Hellmann, the former CEO of the Bill and Melinda Gates Foundation...
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Steve Scott

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The New Director's Chair
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"The CEO Should Feel Like Their Role Is To Set Up Their Staff For Success."

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Sue Desmond-Hellmann, the former CEO of the Bill and Melinda Gates Foundation who serves as a director at Pfizer, shared key lessons about board dynamics and leadership in this interview with me and my colleague, David Reimer, the CEO of Merryck & Co. Americas.

Reimer: You've been a director on various boards for two decades. What lessons have you learned that you would tell your younger self when she was just starting out?

Desmond-Hellmann: One thing I wish I knew with my first board assignment was to sit down with the CFO and the corporate counsel and make 100 percent certain that I knew how I was going to be asked to add value in the company and how I could work successfully with them.

You're going to interact with the CEO, of course, but legal and finance are such important business partners for the board, and the way you get to learn about the company is through some great interactions with those two executives. That is something I underestimated.

Another important insight about board karma is knowing who has done their homework — who has a long tenure on the board, who knows the sector and the particular issue under discussion — and who is the opposite, and is just sharing an opinion. The challenge is to make sure you know the difference.

It starts with asking yourself, "How am I contributing?"

It's okay if you don't know a lot about a topic and want to share an opinion, but you shouldn't register that opinion too aggressively. As a board member, you have to be able to really assess the wisdom of what's being said and to make sure that there isn't some tendency to either cut a discussion short or to push management without being thoughtful. As a board member, it's important to remember that you're not management. It starts with asking yourself, "How am I contributing?"

Bryant: What's your advice to a first-time CEO on setting the right tone with the board?

Desmond-Hellmann: One thing that CEOs can do, and it's such a sign of confidence and competency, is to make sure that the board gets to know their leadership team. The CEO should feel like their role is to set up their staff for success, like bringing in someone from business development to talk about an acquisition. The CEO shouldn't feel like they have to be master of everything.

A big watch-out is when you feel like the staff has been told to spin something or not talk about something. That makes you worry that something's being hidden from you or there's something embarrassing. The best CEOs interact with their board in ways that show, if they're struggling with something or they want advice, that they're unafraid to seem vulnerable with the board. And the board has to be receptive to that and honor that vulnerability.

Reimer: This has been a remarkable year, to say the least. How does all the uncertainty affect how directors deal with management?

Desmond-Hellmann: Beyond practical questions about things like compensation and benefits, there are broader questions that are raised at a time like this. What does it mean to work for this company? How do we think about the relationship between this company and its staff? Directors need to remind everyone, including other directors, that if something's extraordinary, you've got to be careful that it doesn't become business as usual.

Remote working is one example. It inevitably raises all sorts of questions. Will everyone be able to work from home? If they're able to work from home and the company is based in San Francisco, can people move to Montana? Will they get the same salary? And what if the company offered onsite haircuts and gyms and daycare? What do those benefits mean for the employees in Montana?

A good board reminds people about setting limits.

A big lesson I learned as a CEO is that if you want to test something, put a timeline on it and call it a test. Otherwise you start piling up the benefits for the staff and it can become a problem. A good board reminds people about setting limits and being really clear what it means to work for a company.

When we were growing up, my dad would always want us to stop going to school to get another graduate degree, and he would say, "When are you going to get a J-O-B?" Somehow spelling out the word carried more weight. A company may offer a lot of benefits, but it's good to remind everybody that it's still a J-O-B.

I worry that I'm a little bit old-fashioned about this. But for me, the essential thing that we owe people is to let them know as clearly as we can what we need from them — "We hired you to do X, and here's what X looks like and let's talk about how long that's going to take, and here's the training, the resources, and the assets you need to accomplish X."

Bryant: Directors are increasingly aware of the fact that culture is part of their fiduciary responsibility, in part because there's reputational risk around it. As a director, how do you get a fingertip feel for the culture?

Desmond-Hellmann: One way is by having a really good head of human resources on the leadership team. Employee surveys are helpful and do give you insights into what's going on, especially if they're regular surveys where you ask questions that give you some insights into culture. It's important to have a head of human resources who is not afraid to point out where the company has challenges. 

Reimer: How else can the chief human resources officer really add value to the board experience?

Desmond-Hellmann: The best CHROs I've worked with at a board level are very business-savvy. They really get to know the board, especially the comp committee, and they participate in and help with the CEO performance review. This is not a role for the faint of heart. It's for somebody who's really strong, confident and experienced. More and more, human resources is a function that, just like finance or legal, has a lot of content and needs a lot of experience for people to succeed. These are hard jobs.

Bryant: What are the X factors that separate the very best CEOs from others?

Desmond-Hellmann: I don't think there's anything more important than whether the leader gets things done and brings out the best in people. You don't have a thousand things that you do when you're in these jobs. You're trying to hire people who are really good, and then allow them to do their best work. And the culture you put in place makes that possible.

Also, talk is cheap. What did they do in their last job? Did they execute? Was it successful? If I had three candidates who were all really great on paper, I'd want to know who executes and who's a great leader of people.

Reimer: What were early influences in your life that really shaped who you are today?

Desmond-Hellmann: From a very young age, I was going to be a physician. My dad was a pharmacist, so I understood what that looked like and what it meant to be a doctor. But in my roles early on at companies like Bristol Myers Squibb and Genentech, there was a sense that I was able to make a difference and help more people. 

It wasn't just about helping one patient at a time, but many patients could benefit from the medicines I worked on. I was just thrilled by that, and that never changed. Months ago, Nigeria declared victory against polio. I was so happy, just thinking that I could be a part of that effort during my years leading the Bill and Melinda Gates Foundation.

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Thursday, October 15, 2020

Fwd: The Definitive Online Resource List



---------- Forwarded message ---------
From: Ed Rush <Ed@edrush.com>
Date: Thu, Oct 15, 2020 at 3:04 PM
Subject: The Definitive Online Resource List
To: <stevescott@techacq.com>


Steve,

One of the biggest questions I get is what software resources I use to run my business.

I listed everything below including my go-to resources for websites, live streaming, social media and more.

image

This is also on my Medium page, which will be updated from time to time, so be sure to bookmark that.

Now, before we get started, some important points:

1. You don't need EVERYTHING on this list. Really…it's a lot. So don't go click and sign up for it all. What you really need are a handful of things including:

  • A good way to attract your audience. (e.g. automated social media posts)
  • A good way to engage your audience. (e.g. YouTube Live through StreamYard)
  • A good way to turn your audience into customers. (e.g. online courses in Kajabi or Zoom Webinars)

2. Whether you are new or experienced, your primary focus should be #1 above: Attracting an Audience. Use social media, speaking, and livestreaming to do that. Then turn your audience into email subscribers and the rest is easy.

Ok here goes…

image

Websites

The best hosting platform I know of is BlueHost. I have used them for 13 years with no issues.

If you want to build your own website (which I don't recommend), use SquareSpace or WebFlow.

If you consider yourself an adult (haha), then go and hire a real web team who can do the work for you. You'll spend a little bit more, but your website won't look like something you created in your basement.

Finding a good web team can be massively difficult. That's because most "webmasters" are just over-opinionated / over-privileged / under-experienced millennials, who live in their parent's basement, and who have never actually made any money online (or any where else for that matter).

So it took me 10 years to find someone who knows what they are doing.The best web team in the business is the team at WebVitality (led by Tom Adams who you can find at tom@flourishpress.com). Tom is U.S. based and his team understands what great marketing looks like. Both of those are rare qualities in web teams. Tell Tom I sent you and he'll give you a good deal.

Landing Pages / Lead Pages

Definition: a "landing page" or a "lead page" is a place you send traffic so they can get on your list. Here and here are examples of my best performing landing pages. Pages like this are a minimum requirement for a great online business.

The best services for this are ClickFunnels (which is what I use to build most of my landing pages), Kajabi (which is also my "go to" membership site software), and Instapage.

Email Marketing

Once someone is on your list, you're going to want to be able to send them both autoresponders (automated / timed emails) and broadcast emails (emails to your whole list like this email).

The best services in this league are Active Campaign and Drip.

Of note, email deliverability is a huge issue and it's not good for anyone or any service. Just know that going in.

Membership Sites and Overall Online Business Management

Kajabi is hands down the most versatile software to manage an online business from beginning to end. I personally use Kajabi to host my online courses, but it does way more than that including landing pages, websites, emails, CRM, payment processing, analytics, and more.

eCommerce Checkout Pages

Shopify is your choice if you're selling non-information products like shoes, t-shirts, or widgets.

Use Kajabi if you're selling information vs. physical products.

Survey Software

I use surveys to gather information from my list as well as for program applications (like my coaching application which you can see here).

The two "go to" platforms are SurveyMonkey and TypeForm. I use the latter almost exclusively because I think it looks more professional. Plus, TypeForm has a nice free trial which you may never need to upgrade.

Third Party Integrations

Sometimes you find yourself in a situation where you want to connect 2 or more pieces of software. For example, you may want to gather leads, but then have those leads populate into a Google Sheet. Or you may want to have the people who register for a Zoom meeting go onto your Kajabi mailing list.

For every integration imaginable, use Zapier. There is literally nothing like it and the integrations are endless.

I also use Pretty Links to make this https://app.kajabi.com/r/cddjH6zE/t/tarhqf9e look like this www.EdRush.com/Kajabi.

Plus This is another Treasure Trove of online tools.

Social Media Automation

The gold standard for automating your posts and tweets is HootSuite and Later. I use Later for 95% of my Instagram posts.

For automating LinkedIn, use ClickedIn. It's very smart AI-based software and the team at ClickedIn can help you get started.

For YouTube, I use TubeBuddy.

For online ads, the best tutorials can be found for Free at SurfSide PPC.

Live Streaming

For LiveStreaming to YouTube LIVE and Facebook LIVE there is nothing like StreamYard. I have used their platform for 93 LIVE 1-hour+ shows (and counting).

For team training, meetings, and product delivery, use Zoom. Important Note: Zoom's Facebook Live /YouTube Live integration is clunky which is why I use StreamYard to stream online and Zoom for meetings.

Appointment Scheduling

I love Calendly. It's cheap, easy to use, and integrates directly with Google Calendar.

Design Work

For Do-It-Yourself design work, use Canva or PicMonkey. I personally use Canva several times a week for YouTube thumbnail and social media posts. They have a massive image and video database, so you never run out of great ideas.

For Done-For-You design, contact Kristen at Spark The Brand or go to Design Pickle.

Every product graphic, banner, website, and video bumper I have ever used was created by Spark the Brand. They are not cheap, but they are the best in the business. If you want to look like a pro, then hire a pro.

Freelance Services

I have run out of fingers and toes to count the number of contractors I have found on Upwork and Fiverr.

Use Upwork for more serious or longer term jobs and Fiverr for cheap work like 3D book covers, fake celebrity voice overs, and anything else you can imagine like this guy who will record anything you want in a clown voice.

Podcast Hosting

Everyone in the podcast business hosts their audio on Libsyn.

Others

I use Google Docs for everything that Word, Excel, and PowerPoint used to do.

Dropbox. Take my advice and don't store any files on your computer. My computer crashed 3 years ago and it didn't slow me down because all my files were in the cloud.

Password Protection is key which is why I recommend 1Password or LastPass to keep track of everything.

Summary

If I could only pick 3 things from the list above, what would they be?

  1. Kajabi since you can create landing pages, host websites, membership sites, and send email.
  2. StreamYard to stream online.
  3. Dropbox to store everything.

If I could only pick one, it would be Kajabi.

Ok, that's all for now.

Pretty great list, right? Just pick a few and go change the world.

Out.

Ed

P.S. Most of the links above are affiliate links which means I may (read: will) get a commission if you sign up for it. You should know I only recommend resources that we actually use and many of the links provide a better deal (since you are going through me).

P.P.S. For more detail on Kajabi (which I mentioned a bunch), watch my interview with Kajabi's President Jonathan Cronstedt.









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Tuesday, October 13, 2020

Fwd: 3 Lessons from Selling over $7 Million in Online Courses



On Oct 12, 2020, at 5:52 PM, Jon Morrow <support@smartblogger.com> wrote:

Listen up.

If you're thinking about creating an online course, this email could save you years of frustration, not to mention put quite a bit of dough in your pocket.

First, you need this:

Click here to get a blueprint for building a million-dollar course.

Go get it. It's amazing. I'll explain in a minute.

In the meantime, here are some lessons I've learned from selling online courses over the past decade.

(I don't actually know if it's $7 million in sales. Probably quite a bit more, but I figured that's a safe guess.)

The biggest lesson:

You can't sell people what they don't want.

I can't tell you how many times I've had a student come to me and ask for feedback on their sales letter because their course just isn't selling.

But the sales letter is never the problem.

The problem is people don't want what they are selling, and no amount of marketing can convince them to want it.

You see, this is the fundamental misunderstanding people have about marketing.

People think emails and sales letters and ads make people want things. If the marketing is good enough, everybody will want it.

This is totally WRONG.

Here's what actually happens: people want a particular outcome BEFORE they see any marketing at all, but then the marketing comes along and pitches a product or service as a way to achieve that outcome.

In other words, somebody wants to get skinny. Marketing convinces them an exercise bike is a get skinny. So they buy the exercise bike.

In other words, marketing connects products to outcomes. Nothing more.

If you create a course around an outcome nobody wants OR it's not clear what outcome they are going to get, then it will not sell. Not even the most brilliant marketer in the world can change that.

On the other hand, you can have a very simple sales letter explaining the outcome your course will achieve, and if people want that outcome, plus believe your course can help them achieve it, they will buy it. No fancy marketing required.

This lesson trumps all others. Do not ignore it.

If they aren't spending money on it already, they don't want it.

Years ago, we did a survey asking our audience about their biggest challenge.

Something like 45% of respondents said "getting traffic." Needless to say, I was delighted, because I'm one of the foremost traffic experts in the world.

So, I created a course about how to get traffic. It was a work of genius. I was certain it was going to become a blockbuster.

But it flopped. Worst selling product I've ever released, by a mile.

In the moment, I was stunned and heartbroken, but this eventually taught me the second most valuable lesson of creating courses:

People lack self-awareness. They have no idea what their biggest challenge is.

On the other hand, they love to complain, so if you ask them for their biggest challenge, they are going to complain about the first thing that comes to mind.

But here's the magic follow-up question:

"What products and services have you bought to overcome that challenge?"

The vast majority of survey respondents will answer NONE.

That's because they don't really want to solve it. They just want to complain about it.

Once I figured this out, I became obsessed with learning what products and services our audience was already buying. I then did research to discover what outcomes people wanted when they purchased those products.

And then I created our own products around those outcomes, but I focused on doing a better job.

The result?

Millions and millions of dollars in sales.

Lesson #3: The success rate of your course REALLY matters

Here are some shocking stats for you:

About 30% of people who purchase an online course will ask for a refund within 30 days because they get overwhelmed and want to quit 20% of students won't even login to watch the first lesson, because they get distracted with other stuff Less than 1 out of 10 students will ever do a single homework assignment and less than 1 out of 100 will get the promised outcome, even if your course is good.

Pretty depressing, right?

But those are the average numbers for most courses. It's TERRIBLE.

If you want to succeed online, you have to change these numbers, and here's why:

The success rate of your students directly affects how much money you will make over the long term.

Eventually, people want to see case studies. They want to see other students your course has worked for.

If you can't deliver, your sales will tank. Everybody stops believing you can help them achieve the outcome, and they move onto one of your competitors.

So, the question is… how do you create a course that gets people results?

And that's why I linked to Marisa at the beginning of this email.

She's better at getting results for students than anybody I've ever seen. She has over 800 (not a typo) case studies and testimonials!

And I've personally consulted with her to improve the results our courses get.

The results have been stunning. We cut our refund rate in half, more than doubled engagement, and we crushed our goal for how many students we want to graduate like five months early.

And I was already really good at this stuff! Marisa and her team just made us a lot better.

So, go take a look at her blueprint. Pay attention to her models. Everything she is going to teach you is solid gold.

I'll be back soon with more info.

Jon

PS: I'm going to be talking a lot about online courses for the next few days. If you already know you DON'T want to create one, go ahead and click this link to skip them until we return to our "regularly scheduled programming."











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Thursday, October 8, 2020

Fwd: The spectrum of crises that could come after Election Day



---------- Forwarded message ---------
From: The D.C. Brief <TIME@newsletters.time.com>
Date: Thu, Oct 8, 2020 at 1:04 PM
Subject: The spectrum of crises that could come after Election Day
To: <stevescott@techacq.com>


Make sense of what matters most in Washington. |

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The D.C. Brief
By Philip Elliott
Washington Correspondent, TIME

If Election Day Doesn't Yield a Quick Answer, The Chaos To Come Could Be On a Spectrum

We've used this newsletter this week to sketch out a handful of likely outcomes of the election. We considered a scenario in which Joe Biden has built an insurmountable lead and is coasting to a clear victory and another in which Donald Trump pulls a rabbit out of a hat and prevails. Today we offer a third scenario: the winner isn't immediately clear and the country is plunged into weeks or months of uncertainty.

Given everything we've gone through this year, is there any reason to expect that 2020 will give us anything tidy? A warning to those battling anxiety: what follows is a doomscroll of the first order.

We should be prepared for the prospect of electoral snafus, recounts and pitched court battles. How severe the fallout from these problems are will likely land on a spectrum, from annoying delays to full-blown civilian insurrection. Those are poles of extremes for sure, but they aren't unimaginable in a country that's facing an ongoing pandemic and economic crisis , a reckoning on race and an incumbent President and Vice President who repeatedly refuse to pledge fealty to a peaceful transition of power.

The turnout for the election is projected to be a once-a-century event, the U.S. Postal Service is now an accidental elections administrator and COVID-19 hasn't exactly made balloting easier. The load of early returns is already massive: almost 6 million returned ballots and counting, according to Democratic firm TargetSmart. The unexpected could escalate quickly, so we're going to take this in orders of intensity and hope for off-ramps to be built in the next three-plus weeks.

Every American should be prepared not to know the results of the election on Election Night. Or the day after. Or the week after that. This is nothing to panic about. Reporting and counting delays are regular occurrences. I landed one of my first bylines in The Washington Post back in 2006 with a piece about all of the House races in that midterm election that remained uncalled days later. Often, these delays are the result of an abundance of caution. Although errors do occasionally happen, it's worth remembering that my former bosses at The Associated Press were finalists for a Pulitzer Prize, in part, for their refusal in 2000 to declare a winner in that year's presidential race. During five November election nights in the AP's newsroom — and hundreds of primary nights in the field — I witnessed over and over that a hunch was never the substitute for a data-driven decision. If race calls are delayed, that's a sign of responsibility.

Those slow decisions, though, can be compounded if the data that's coming out of precincts are flawed. It's worth remembering that the United States doesn't actually have a national election. Instead, there are hundreds of elections, each contained within the borders of cities, counties, states, territories and the odd creation that is the District of Columbia. It's possible that garbage results can start in one, local precinct, then be fed up to county election offices, loaded into state systems, and advanced as state tallies. The temporary contractors hired by news organizations in key precincts can get things wrong. Exit polls, similarly, can bring problematic results suggesting the correct numbers are being called into question and misrepresent what voters actually did inside those schools, churches and libraries. The clearest example, as my TIME colleague Molly Ball unpacked, is the disconnect between how women voted in 2016 based on exit polls and how they actually voted.

And of course, we can't dismiss the possibility that domestic or foreign adversaries might physically hack election results. Russia targeted election systems in all 50 states in 2016. They got through the door in several states and tried to change data. Swing states were of particular interest . This cycle, foreign meddling has gotten less attention, but our enemies' interest hasn't waned. Top intel officials have repeatedly warned about this threat and, on Wednesday, FBI Director Christopher Wray published a video seeking to calm fears of a hijacked election. (For the view from Moscow, check out my colleague Simon Schuster's reporting in the links below.)

Perhaps more potent than hacking is the psychological hijack. America's enemies have long been busy sowing doubts about the merits of our imperfect democracy, and bad actors in Russia, China and Iran are online everyday seeding social media with disinformation and conspiracy theories. The President's diagnosis of COVID-19 illustrates this perfectly, as Russian, Chinese and Iranian platforms amplified doubts about Trump's health and future, as my TIME colleagues W.J. Hennigen and Vera Bergengruen illustrate . Democracy hinges on a faith in the system. If you want to destroy the system, all you have to do is hobble that faith.

And this brings us to the threat from inside the house. Trump has for months been planting doubts about the validity of the election. Social media has given him safe harbor, as Bergengruen reported back in September. There is a very real scenario in which everything has gone wrong: votes are missing, counts are inconsistent, hackers are behind the firewalls and fact-checkers prove no match to troll farms. At this point, we don't yet know who won. And yet, by harnessing the megaphone of his office — fueled by his Twitter platform — Trump declares himself the victor. That declaration won't make it true, but it does run the risk of discrediting legitimate challenges. When the Gore-Lieberman campaign fought for a recount in 2000, Republicans dubbed it " Sore Loserman." Even if Trump were to lose in the courts, he's already planted the seeds of doubt. The "Not My President" posture has potency on both sides.

We can expect at least some of these disputes to be litigated in the courts. Yes, plural: dozens of courts — including lower state courts, state supreme courts, federal courts, appellate courts, and the U.S. Supreme Court — could be in on the action. This process may be be politicized. In states where judges are elected, there's a political element to deciding if that smudge is a vote and in federal courts, the question of who nominated the judges will be paramount. In the last three and half years, Trump has appointed, and he Republican-led Senate has confirmed, nearly a quarter of all active federal judges in the country. If the Senate confirms Trump nominee and conservative star Amy Coney Barrett to fill the seat of liberal icon Ruth Bader Ginsburg, a contest heading to the High Court could only create more chaos.

Finally, before we get to this ultimate nightmare scenario, a warning: the following is not something that is likely to happen. It probably won't. But it might. It could. And it's only responsible to tell you that it could become a reality. I've given you enough time to bail on this next paragraph. Read at your own peril.

This is a big one: the U.S.devolves into crisis. The election results are discounted, and the matter moves from the courts and into the streets, where there's mass rioting and violence. The demonstrations that played out in 1965 and 1968, 1992 and 2014? They are nothing. This is when the finale of Christopher Nolan's Dark Knight series becomes prophecy: streets packed with an uprising and violence. It's a dark idea that could become reality. Instinct tells me America's ideals guard against this dystopia, that voters will respect the will of their neighbors, and that our democratic institutions, however weakened, remain strong enough to prevail. Pink hats and MAGA caps are one thing but insurrection is another. This dismal year has given us few facts to argue this posture. Only optimism and instinct can help here.

 
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