As the scrawny kid in school, I all but gave up on the idea of putting on mass. One day, my friend and I were looking at t-shirts and I made a quip about buying a baggy one to hide my arms.

My friend said, “No, dude! You have funky forearms. You should show them off. And you should keep working them out as well. Next time you get up in the morning, just do a few push-ups.”

That conversation took place over 12 years ago. Since then, I've put on over 20kg’s of muscle and continue to follow a strict workout regimen. 

Whether knowingly or unknowingly, my friend did two very powerful things in that little speech. The first was that he gave me hope, by shrinking the change ("You're already on the right path and making progress"), and the second was that he pre-loaded a habit ("When this happens, just do that..."). This removes the burden of decision-making and provides an easy path forward.  

When perpetuating bright spots and teaching good behaviors, you will inevitably engender fear and resistance. All change does that. It seems difficult and scary to people. But you can get higher levels of performance out of the fearfully resistant by shrinking the change and pre-loading a behavioural habit. 

Brilliance needn't be a mountain. Shrink the change, and preload a specific behavioural habit. 

Aim energy in the right direction, and the results could make you the greatest in your game. 


 

 

When you log onto the internet, you will have one of a few options for your browser. If you use an Apple Mac, chances are you will have Safari. If you’re using a PC, it’s likely that you will have Internet Explorer.  

Is there a fundamental difference between people who use one browser or the other? If not, then why do employees who use FireFox or Google Chrome out-perform those who don’t?

In a study cited in ‘Originals – How Non-Conformist Move the World,’ this odd but repeatedly verifiable result got an analyst curious. The people in an organization who used Firefox or Google Chrome as their browser were achieving higher targets and staying with their company longer than those who didn’t. The analyst tested a number of parameters: Were these users able to surf quicker? Get things done more efficiently as a result of their browsers? The answer was no.

Eventually, the analyst discovered the one variable that actually mattered. It was that fact that these browsers were non-standard. They did not come with the computer. The people who used these browsers had made a conscious choice to update and change their browsers.

Why would this matter?

Because it indicated that they were the kind of people who did not accept the way things were. Instead, they were the kind of people who would change and alter a scenario to suit themselves.
The browser was incidental. The mindset: ‘Forget this! I’m changing the browser to what I want!’ was what mattered.

These people were typically more willing to break rules, use initiative, alter the game in order to get greater results, and in every way, represent themselves more effectively.

What about your daily working scenario doesn't suit you. Change it. But don't just change it. Become the kind of person who continually changes it. Alter the default setting to work in your favour, and you can become the greatest in your game. 


Imagine you're the owner of a high-end hotel. 

Wearing your managerial cap, you inspect one of the rooms.
Carpet vacuumed? Check.
Bed made? Check?
TV on standby? Check.
Finally, is the hair-drier in its drawer? Check.

According to this mindset, the room is perfect.But what if you preloaded your inspection with a different question? What if you asked, 'What, specifically, is wrong with this room?'

To find out, you might have to spend the night in it. You start by drawing the curtains and realise they don't quite meet. It's tricky to sleep with light streaming in, so you try to pull one curtain over the other, then pin them closed using a chair. Then you get into bed and realise the TV has a blinking standby light. Even through closed eyelids, the Rio Carnival is marching across your retinas. You throw a sock over the TV. Then you try to plug your phone in to charge. There's no plug-point beside your bed.

The next morning you find the hair-drier where it should be, but it's fixed to one side of the room, where there is no mirror. You have to perform an awkward operation gazing across the room in the opposite mirror.

When we view our businesses from our own managerial perspective, the mental framework yields little new information. But preload the inspection with a different question, such as, 'What's awful about the experience of dealing with us?,' and it throws new worlds of information into light. 

To find opportunities to innovate and improve, preload your inspection of your own business with a different question. A good starting point, if you truly want to become the greatest in your game, is to ask: 'What's awful about the experience of dealing with me?' 



'Imagine the government passes a law,' a fellow speaker said to me at the Professional Speakers Association convention this weekend, 'And you are no longer allowed to charge your current fee. You have to double it. Non-negotiable. What would you do differently? And which clients would you target instead of the ones you currently deal with?' 

I took the question seriously, as it came from one of South Africa's highest level experts and most booked international speakers, Dr Graeme Codrington. 

And it's a good one. What would you do if forced to take your business up, not just a notch, but a couple of tiers, in one fell swoop? Grapple with the answers to the this question (and there are answers to them, in every industry) and you can position yourself as the greatest in your game. If forced to face that test, what would you do? 

In the book 'Originals,' Fred Sanders cites an interesting study. When experts in a field judge their own abilities, they will consistently over-estimate themselves. When launching a new idea, campaign or initiative, they will tend to do the same.

Focus groups made up of laymen, on the other hand, will tend to underestimate the effectiveness of an expert's new idea. So will potential investors, who tend to operate out of a framework of desire to avoid risk. 

So if you are an entrepreneur/expert, and you want high-quality feedback on how you are doing, or on how good one of your ideas might be, to whom should you turn? 

The study finds that your peers are by far the best judges. They can discern your level of excellence, and the quality of your new ideas, with greater accuracy than any other demographic. 

To own your industry, don't rely too heavily on your own judgement, and don't be too easily deterred by the judgement of laymen and investors. Your most accurate judge is another person who does what you do. 

I'm reading a superb book called 'Mindset,' by Dr Carol Dweck. The book really just focuses on one simple finding, but it's an idea that can change everything for our performance ability. 

Dweck says that at an early stage in our development, we make a choice, and we're generally unaware of it (It's a choice that can be 'unmade' too). The choice is whether to believe in a set mindset, or in a growth mindset. 

A set mindset believes that all talent, all intelligence, all ability is a 'set' thing. You are either naturally good, or you are naturally a loser. 

The growth mindset trashes this idea with the argument that absolutely everything is learned (a finding backed by mountains of research). No baby is ever mocked for learning to walk, learning to talk, or making mistakes. But as adults, if we aren't perfect at something immediately, we tend to declare ourselves untalented in this area and stop pursuing it. 

A set mindset renders the thought of flaws and deficiencies intolerable, and in so doing, makes learning, correction, growth or development impossible. To believe 'You either have it or you don't' precludes the possibility of learning it. It's the difference between viewing failures as valuable feedback - as fodder for growth - or seeing failures as full-stops. 

One easy-to-implement idea based on the finding is this: To praise someone's 'set status' (i.e. you are clever) tends to render them much more fearful of trying, because they don't want to disprove a positive judgement. To praise someone's effort and willingness to try is infinitely more useful, because it inspires them to tackle ever more daunting challenges. They feel they have nothing to lose. Besides, they're the 'kind of people' who take on incredible challenges. 

I highly recommend the book to you; both as an aspiring practitioner of any craft, and as a business owner growing talent around you. I recommend it even more strongly for parents.

Buy into the idea that all ability is gifted from above and set in stone, and you paralyse your own advancement. Buy into the notion of continual willingness to learn and struggle, and the world opens up to you. With the growth mindset, you can become the greatest in your game.  

As I complete writing of my new book, 'Is Your Thinking Keeping You Poor?', I'd like to share some of the mindsets typical to self-made millionaires, and billionaires.

Here's what research shows was typical of the mindsets of the wealthiest people in history:

They were hard-driving personalities who didn’t believe that obstacles represented full-stops

They found ways to alter or change scenarios that didn’t suit them. If infrastructure was lacking, they built it. If laws were prohibitive, they had the laws changed. They were willing to alter the rules of the game to work in their own favour

A surprising number of them played Poker, and loved games of strategy

They were capable of keeping their own master-plans to themselves, even as they carried out deals and strategies in the public arena, deals which helped them to achieve those master-plans

They viewed life as a sort of game. Numbers were a scorecard, which merely reflected how they were doing. They were fascinating by increasing their own numbers, be it amount of wealth, number of sales, number of businesses bought, etc. Many did not love money itself, but derived great satisfaction from increasing their numbers

They benefited from a combination of luck and industriousness. The luck came from being involved in the right industries at the right time. But the luck wasn’t sufficient on its own. They also had to spot the opportunities and work extraordinarily hard to do something about them. In other words, they didn’t become lucky while sitting on their couches eating Pringles. They became lucky whilst deeply immersed in their work

They were risk-takers, who were willing to bet on themselves, and on the success of their own ventures

They were deal-makers, who saw a bigger picture, and negotiated their way to success, always fighting for their own interests

They were not sentimental about the past, but rather, optimistic about the future. In other words, they didn’t yearn for ‘the way things used to be.’ Instead, they genuinely believed that their own stories were on the way up. They were, in other words, creators of their own fate.

By contrast, the mindsets of the poor, with degrees of variance, tend to reflect diametrically opposed philosophies:

“They are responsible for my situation” (with ‘they’ being anyone from government to employers to parents to teachers to spouses)

“The government should improve my situation”

“I need a better job so that my boss will take care of me”

“One day the lottery will make me rich”

“It’s too dangerous to be your own boss”

“The harder I work at my job, the better my chances of getting rich”

“Being careful with my money is the key to wealth.”

“Going broke is the worst thing that can possibly happen to me.”

“You have to start off rich to make real money.”

“I long for the good old days, when everything was wonderful. Everything is much worse today.” 

There's certainly a great deal more to the picture, but these mindsets are a very good starting point. To become the greatest in your game, you may need to ditch some of the outlooks of the perpetually poor, and adopt some of the mindsets of the people who ultimately became the greatest in their game. 

 

This week, more details emerged about the degree of influence the increasingly infamous Gupta family has held over the government of South Africa. The story will no doubt unfold in increasingly messy ways. But what's their goal? 

In a book called 'Wealth Secrets of the One Per Cent,' Sam Wilkin enumerates the principles that created the uber-wealthy throughout the ages. The Guptas, it would seem, are trying to to tap into the idea of using government influence to win contracts and shut down competition. Eliminating competition through political deals, Wilkin points out, is one of the primary secrets of the top ten wealthiest people in all of human history. (Operating in emerging economies is another). 

For most of us, the idea of becoming Robber Barons, and manipulating an entire nation for our personal prosperity, is repugnant. Yet there are a few morally acceptable principles we can usefully take away from the wealth-tsars. 

The first one, this week, is the idea that politics is a major lever for growth. No, you don't have to become a local ward-councillor, and forget the shady business of bribing corrupt officials; simply understanding the vast system of interests that governs your industry is already a major competitive advantage. 

At the most cursory level, if you know and are known by all the key players in an industry, you will already be better off than those who don't. That is a political advantage. 

At the intermediate level, if you grasp the subtle interplay of rules, laws and movements, you will see more opportunities than those who do not. That's a political advantage too. 

At the highest levels, if you are a voice which, in part, guides the direction of an industry, you will naturally be a more prosperous part of it. You will see further and be able to make more out of opportunities.  

The ugliest interpretation of the political idea is: 'Buy off government officials and get your way.' The more honest version is: 'Understand the system, and see where all the levers and opportunities exist.' 

Next week, we will look at more wealth secrets of the top 1%, and consider honest and ethical ways to implement them to your advantage. For this week, the lesson is simple: Don't just learn the technical proficiency of your craft. Understand the entire system in which you operate. Know the environment, the interests and agendas, and you will see more. That changes a great many things. 

Discover the secrets, and you can own your industry. 

 

"Yes, but those people have spent years doing that!" 

Imagine if you were so passionate a force, so relentless an innovator, so continuous a producer, so theatrical and memorable a practitioner, and you had been doing it with such sustained excellence for so long, that there really was no alternative to you. You became indelibly etched in the public consciousness as the face of your game. 

Instead of aiming to compete in your industry, imagine if you aimed to become so significant a force as to be synonymous with it. A discussion about your world is inevitably a discussion about you. 

To spur your thinking, this week, take a few minutes to create a short, bullet-point list: What would it take to become 'the face' of your industry? Can you start doing any of these things now?

Try to think long-term with this list: The people who 'own' an industry have spent years- (fill in the blank for your own set of answers). Can you start laying the foundations to become the greatest in your game? 

 

In no scenario does the phrase 'winning the battle, but losing the war' apply more poignantly than when a professional interacts with a bureau that represents them. 

Last week, I witnessed a professional get caught out. 

After a bureau introduced this professional to a client, the professional was asked by the client to come back for a second booking.

Behind the scenes, the professional said, 'Don't worry about going through the agency again. Just book me direct and I'll give you a better price.' Word immediately got back to the agency and the professional was left looking unethical - a few extra grand on a single booking, at the cost of a full and potentially lucrative future relationship.

Short-cuts aren't worth it. True pros simply do the right thing.Not only is it morally correct, but on a purely pragmatic level, it's worth it.

Treat your enablers with respect and you'll get more out of the relationship. Deal honestly and ethically, and over time, you will be seen as worthwhile. Do the right thing and you can become the greatest in your game.  

Awkwardly, Adolf Hitler remains an excellent example of a highly accomplished orator. When citing him, one must dance through all manner of linguistic hoops, dishing out softeners like, 'Overlooking, for just a moment, his towering and almost unparalleled legacy of evil and genocide...'

I've long contended that excellent public speaking skills can account for more than half of your total impact in becoming a leading force. It matters greatly that you can stand in front of an audience, camera, or boardroom, and move hearts and minds. 

To that end, I have a recommendation for you, but the recommendation is a tad Hitlerian. I'd like you to watch 'The Wolf of Wall Street.' However, I must now hedge that recommendation with a squadron of cautionary clauses: 'Please ignore the language; please ignore the hardcore sex and nudity; please ignore the utter and unrelenting moral depravity liberally served from start to finish,' and so forth. 

I'd like you to watch the public speaking scenes. Specifically, look out for the one in which DiCaprio's character (based on a real person) 'sells' the trendy shoemaker to his own staff. It is phenomenal. 

Public speaking is so much more than the delivery of facts to a crowd. It is leadership. It is branding. It is perception and persuasion. Done well, it is an event to be remembered. As the Hitlers and Churchills of the world demonstrated, you can use it to attempt to conquer the world, or equally, to save it. 

This week, suspend your morals and watch the movie. There's a reason DiCaprio was up for his Oscar for that particular one, and the insights into human persuasion through public speaking are fascinating.

Can you rally a crowd if called upon? Are you able to tap into the psyche of an audience and change their thinking? If you can go beyond merely disseminating facts, and master moving hearts and minds, you can own your industry (albeit preferably without serving jail-time). 

Appearing in the media is a significant part of your total expert-positioning strategy. You must offer your input and ideas on a regular basis and be featured broadly in order to be seen as an industry thought-leader.

Here is one simple tip for maximising your success-rate when offering to appear on a show or be featured in a publication: Speak to that producer. Appeal to the needs of that specific editor. 

It's like dating advice. If you only talk about yourself, you're unlikely to get far. But pay specific attention to the proclivities, likes and dislikes of the particular person you're with and your connection will be greatly enhanced. 

Say, for instance, that you are an expert on bridge-climbing (I use this example, having actually met a few while doing the bridge-climb in Sydney).

Offer a generic thought-leadership article, and you may be successful in a small selection of media. But target each editor or producer with a specific angle, and you will greatly enhance your hit-rate. Like this: 

- For a women's magazine: 'Five Fascinating Insider Stories About Women who have Climbed the Bridge.' 
- For a mother's magazine: 'Taking your Children on their First Bridge-Climb? Here's what you need to Know.' 
- For a Photographic Journal: '5 Things a Professional Bridge-Climber can Teach you about Getting the Perfect Sunset Shot.'
- For a tabloid: '5 Celebs I've Hosted on Bridge Climbs, and Their Take on What they saw.' 

The more specifically you appeal to the needs of a media outlet, the greater your chances of being featured.

As an additional tip, when you get the go-ahead, make a point of mentioning what your next contribution might be: 'I'm glad you liked my article on what it takes to become a professional bridge-climber. May I provide you with another? This time looking at a day in the life of someone in our profession?' 

Date the media outlets on their terms, and you'll find the relationship growing steadily. When they finally fall in love with you and can't get enough, you can own your industry. 

A few days ago, I received a moving phone call. The gentlemen on the other side told me about the rough year he'd had in 2015, and, to my surprise, added that one of the things he looked forward to, as a small point of hope, was following my unfolding story on social media. "I enjoy seeing where you are and what you're doing. There's always something new." 

That was a humbling reminder: The stories we tell can have phenomenal impact on those around us. As industry experts, we are not merely disseminators of information. We are spinners of cracking good yarns, folk-singers and fireside soothsayers. It is our job to draw people into an unfolding narrative, every bit as much as it is to give useful info. 

So, let's talk about your use of social media. Are you multiplying the effect of each idea, by telling it in story form?

Say, for instance, that you are one of the nation's top professional photographers. Are you merely posting the results of your work on social media? Or are you telling the story behind it? 

As you set out to a remote destination in search of that ultimate shot, begin to tell us the tale. When difficulties arise, post something humorous or moving about them. Use show and tell at every stage, and turn it into a narrative for your fans to follow. One great shot can be ten interesting posts. 

It's easy to miss such opportunities. A friend of mine recently launched a business. It's an extremely sexy business, selling high-end underwear online. In order to launch the endeavour, he had two professional models come to his house, where a full camera crew took photos of them stripping down and posing. The photos are going to appear on his new website, but I dot think that's enough. The entire photoshoot should have appeared all over social media, as an interesting, unfolding story. If models stripping at your house doesn't provide juicy story material, then nothing can! And if you're doing it right, you'll also be taking photos of the photos being taken of them. 

Remember, don't just publish the end result. Tell us the story. Give us a fascinating, constantly unfolding narrative of your life adventure. The good, bad and ugly. Once upon a time there was an industry expert: You. Now send that character out into the world, and let us watch what he does...!

Tell fascinating stories, and you will create tribes of followers. Armed with tribes of followers, you can become the greatest in your game. 

Apropos nothing, I've decided to learn Spanish. 

The last few weeks have been an exercise in insecurity, as my pride pushes up against my current inability. As an adult, it's hard to persevere in anything you're not already good it. We start to struggle, realise it's uncomfortable, and instantly want to quit. 

Here are a few tricks I've used to keep myself motivated. If you are venturing into new waters - which we should always be doing, as growing, perpetually improving experts - I recommend keeping them in mind:

1. Switch off your pride. Accept your current status as a rank amateur, and be childlike in your willingness to make mistakes in order to learn;

2. It doesn't matter if you're struggling, just let the new information wash over you. In time, it will make sense;

3. Struggle builds myelinated pathways in the brain. When something doesn't make sense, slow down and engage with it. The more you struggle, the more myelin you'll grow. No struggle - no myelin. The struggle itself matters;

4. Don't wait until you 'feel like it.' Immerse yourself completely and relentlessly. 

If we can switch off our all-too-human ego and suspend our frustration, we can learn anything.

Keep it up long enough, and un dias, usted puede poseer su industria. 

 

(December 2015): 

Are you wrapping up yet? 

Many industries are slowing for year-end. Perhaps you’re among the frazzled few who actually speed up in the approach to Christmas (events planners spring to mind). Either way, there’s free time on the horizon, and that’s an excellent opportunity to ensure that you’re just that much higher up the industry notch-board as 2016 dawns. 

Here are 6 suggestions for increasing your value, while you have time to zoom back and think strategically. They are arranged in ascending order of complexity. Pick the level of commitment that suits you best: 

1. Take a sheet of paper and do a simple SWOT analysis on your career. What are your current Strengths, Weaknesses, Threats. Do the same for your company. Get some perspective so that you know what to work on next year.

2. Read two books on your greatest problem. Is your profile too low? Two books on increasing your visibility. Are your staff operating in silos? Two books on improving innovative culture. 

3. Hire a coach to work on that one thing you could personally improve upon. A month’s worth of personal coaching could significantly improve your ability to: speak in public; write more persuasively; design like a pro; negotiate better deals. 

4. Start that career-shifting project that you haven’t had time to work on; the piece of design that isn’t urgent, but will help to set you apart, or the book you’ve been meaning to write. 

5. Shop your entire industry. Go undercover as a customer and experience your brand. Then try out the competing brands. Learn who’s best and surmise how you might own that spot. 

6. Go undercover and work in the customer-facing parts of your company. Carry out your own episode of ‘undercover boss’ and experience what’s really going on

Personally, I’ll be using the downtime to do audio recordings of my books for Audible.com. (I’m also having a crack at learning basic Spanish, but we’ll see how far that one goes!). 

My Monday Motivators will continue to go out through year-end, but this one applies now, while there’s time available. By all means enjoy the reduction in stress and obligations. But with a little clever thought, and a small amount of final effort, you can set yourself up now to own your industry in 2016. 

For a while nowI've been promising myself a set of high-end headphones. This morning, credit card in hand, I entered an electronics store ready to buy. I chose one of the premium, boutique-style stores, where the staff are trained to use terminology like ‘sound-dampening’ and ‘reverb.’ 

The young salesman successfully persuaded me to spend double the amount I had planned. The sale was made and I was ready to hand over my card. Then I asked a simple question: “Can I try them on?” 

“I’ll have to ask my manager, sir,” he said. 

“Please do.” 

A moment later he returned, downcast, saying, “My manager says I’m not allowed to open the box.” Apparently, the business found the thought of me breaking a sellotape seal unacceptable. 

“Please tell your manager he just lost you a sale,” I said, then left and bought the same headphones, three minutes later, at another store. 

The salesman at the second store was part of a vast, generic electronics depot. He knew very little about ‘sound-dampening’ and I suspect that ‘reverb’ may have struck him as a form of gastro-intestinal complaint. But he was happy to open the box - the exact same box that the boutique store would not deign to violate - and I, in turn, was happy to give him the sale. 

When you’re selling cornflakes, of course you don’t need to humour a fussy customer. But when you want to be the Mercedes Benz of your industry, and you’re charging accordingly, the dynamic changes dramatically. If you're selling premium, you have to treat them that way. You go to extremes to communicate the message, ‘Your absolute satisfaction is our highest priority.’ 

Being premium is a choice. It may already be built into your costing. Is it built into your service? Ensure that it is and you just might own your industry. 

This week, Douglas presented a motivational talk for a girls' school.

The 5 key points, in his speech titled 'Walking Through Doors,' were:

1. Give yourself permission to try
2. Don’t get pushed through the wrong door 
3. As you walk through doors, you can teach people how to treat you 
4. The biggest doors in the universe are books 
5. If one door is locked, there is always another. 

Watch the humorous presentation here: Video

About a year ago, I sat on a couch at the Maggs on Media studio beside a representative from YellowWood Marketing agency. 

I was there to be interviewed about a book; he was there to discuss a fascinating shift in South African consumer consciousness. "The shift is this," he explained. "South African consumers no longer care about legacy. They are responding only to 'how you are innovating into my world today.'"

I premised my book on innovation on this critical shift. 

This week's student protests could not have made a stronger case for their findings, even beyond the world of consumer brands. Struggling students, previously a demographic largely in thrall of the ANC, loudly announced that they could care less about the government's political legacy. 'What are you doing for us today?' they demanded. 

Personally, I am adamantly opposed to violence and destruction of property in protests. It saddened me to see reporters on the international news network, BBC World, talking about 'violence in South Africa' with a dearth of surprise. Nevertheless, the principle revealed by this shift is interesting to business owners.  

The takeaway is this: In the face of decreased love of legacy, hungry, upstart, innovating brands can gain serious market-share. Old giants can be toppled, if they speak self-aggrandising language, and fail to answer the question, 'What are you doing to improve my world today?' 

So, who's your giant? Who is the industry legacy brand, present since the dawn of time? What if you opted to use that one principle to attempt to topple them? They may well be caught up in legacy language, leaving customers cold. Could you swoop in and innovate into their customers' world - find a way to help them, today, where the legacy brands are failing? 

If so, you might well own your industry. 

 

The Eiffel tower recently acquired a glass floor. You can now go halfway up the 126-year old landmark and scare yourself rigid by stepping onto a transparent walkway and looking straight down. It’s a great addition to one of the world’s most popular tourist destinations…that took about 15 years too long to implement. 

Many years ago, my wife and I went up the CN Tower in Toronto. Somewhere up near the Canadian clouds, its bulbous dome has a similar walkway, that’s been there for decades. I remember watching my wife, who is no friend of heights, crawling out onto it and smiling gingerly for a photo, then retreating to the safety of concrete as though she were on fire. Other places, like a tourist spot at the Grand Canyon, have since copied this notion too. 

Why did it take one of the world’s leading tourist destinations - the Eiffel Tower in France - so incredibly long to do something so seemingly obvious? 

The answer is: Because the custodians don’t think of themselves as part of a global network of international travel. They think of themselves as ‘custodians of the Eiffel Tower.’ Subtle shift; huge difference. 

Do you still view yourself as a local operator? In many cases, this view will simply be self-delusion. Many of your customers are extremely well travelled, and may be comparing you to a much better version in Tokyo, or Tel Aviv. 

Perhaps one the reasons South African government departments take so much flack is simply because so many of its citizens have travelled oversees and have solid reference points for just how much better things can be. Home Affairs is cataclysmically unaware that many of us have seen, say, the Swedish passports department, issuing documentation while its citizens are en route to the airport. Home Affairs can’t understand our impatience, because they lack the global perspective reference-points that their customers have.

Do you view your operation as ‘good enough for Roodepoort customers?’ ‘Sufficient for people in Centurion’? If so, that could be a big mistake. They may be comparing you to the better versions they experienced in London and Los Angeles. 

This week, do a perspective check on your business. Do you truly view yourself as globally competitive? Or are you operating at a level that is ‘good enough for the locals’? If the latter, your are offering any other operator a massive competitive advantage. You might just be allowing someone else to own your industry.  

I’ve just read The Silo Effect, by Fiona Hardingham. 

The gist: As industries become more complex, we increasingly need teams of highly specialised people. However, the more inward-looking these teams become, the worse our silo problems get. People lose track of the bigger picture, and behaviour that makes sense in the microcosm of their own small environment makes no sense whatsoever when applied to the bigger picture. 

As an aspiring industry icon, this problem matters to you too, even if you’re a solo entrepreneur. Zooming back matters. Seeing the bigger picture - the grand narrative - and not just the details at hand, is a sure way to keep on track and not become lost in the minutiae of specialised execution. 

So, this week, here are five questions to encourage you to zoom back, look over barriers, and keep sight of the bigger picture: 

1. Who is the current leader in your industry, and why do you suppose they occupy this position? 

2. What do you believe will be the next big change in your industry, and how are you preparing for it? 

3. What action is overdue from your side in propelling your career to the next level? 

4. What complementary industries interact with yours and do you know what the trends are in their space? 

5. In addition to the specialised skills required in your world, what soft skills make a significant difference

Keep thinking about the bigger picture, and you can own your industry. 

 

The way you allow yourself to be treated is a big part of your expert-positioning, and nowhere is this more apparent than in your pricing. 

If there's one thing I strongly believe aspiring experts need to hear, it’s this: Don't do business with customers who ask for discounts. That's right - avoid them like the Plague. Make it your own rule that if they can't afford your fee, they can't have you, then stick to your rule. 

I have observed with nearly 100% predictability that the clients who haggle and who plead poverty consistently generate the most problems. They will demand more, pay late (if at all), expect things outside the scope of your agreement, waste your time, demand unnecessary meetings and generally make your professional life a misery. Indulging them also teaches you to devalue yourself. 

As you strive to become a significant name in your industry, save yourself one major headache. Operate from an abundance mentality and not one of desperation. Value your own worth. Be bold and turn the business down. Preference fewer engagements at higher fees, and not the other way around. 

Treat yourself as premium, and you will train both yourself, and the market, that you are destined to own your industry. 

When I was nineteen, I got a job as a newspaper reporter. It was über-nerd behaviour, but before my first appraisal was due, I walked into my editor’s office and asked for some insights into what I was doing right and wrong.

Her feedback was pure gold. I also discovered how completely we fail to see our own blind-spots - a large amount of what she said was a total surprise to me. 

Solving a flaw in our professional behaviour allows us to graduate to the next level. Fail to cull the bad bits or fail to add what's needed, and you stay where you are. The desire to seek out our own blind-spots - our limiting weak-points - is therefore an important part of becoming an industry expert. 

I’ve repeated this request for feedback into my own blindspots several times in my life. Among the most valuable were the times I asked a high-level colleague to critique my marketing materials and the time I asked one of my agents what I could do (or cull) in order to graduate to the next level. 

Feedback on blindspots is critical. Naturally, however, swallowing it is hard. It implies a willingness to openly listen to someone tell you what you’re doing wrong. 

There are many ways to elicit this sort of feedback, but I’d like to recommend two: The first is to seek it out from a high-level colleague. Be specific about what you’re trying to achieve in your career, and ask what you’re doing right and wrong relative to your goal. The second is to join a master-mind group that openly discusses and debates winning (and limiting) behaviours. 

Couple the courage to open yourself up to scrutiny with the openness to hear it, and you can become the greatest in your game.

 

Do you allow critics to paralyse your production? If so, you may be robbing your fans and followers.

In 1999, writer and director M Night Shyamalan released ‘The 6’th Sense’ and made movie history. The boy in the bedsheets whispering, ‘I see dead people!’ is easily up there with moviedom’s all-time iconic moments.

Shyamalan followed this up with a series of thrillers-with-a-twist, which quickly became his unique signature. His formula of forcing the audience to re-think the entire story after the moment of revelation made him notorious. Personally, I can’t seem to watch ‘The Village’ enough times.

As expert-positioning goes, it sounds like a perfect success story. Right? But then, enter, the critics…

Last week, when Mr Shyamalan released his latest offering, ‘The Visit,’ I bought tickets the day it opened. I absolutely and unashamedly loved it! It scared the proverbial pants off me, and (as added candy) I saw the twist coming and had it right at the moment of revelation. All in all, a delightful audience experience for one of his devoted fans.

The next day the newspaper reviews all seemed to say exactly the same thing:

‘Falls short of The 6’th Sense,’ ‘Rehashing his old, tired formula,’ and ‘Another predictable offering.’

Do you know what fans like most about Shyamalan’s movies? It's the very fact that he keeps using his ‘old, tired formula.’ We love the formula, and would be devastated if he stopped giving it to us. I, for one, am genuinely grateful that he appears to ignore the vitriol of the critics and continues to produce. I can think of nothing worse than his ceasing to use his talent, simply because each new movie ‘isn’t The 6’th Sense.’  

The truth is, listening to the critics is a recipe for paralysis.

Another case in point, Chelsea Clinton, daughter of past US-President Bill Clinton, recently released a book. I was flawed to read a critic’s acerbic diatribe, criticising her for being part of the top 1%, and going around to schools to inspire young girls, ‘who would never have the same opportunities as her.’ Chelsea could just as easily be criticised for being among the top 1% and NOT doing anything to inspire others. Damned if you do, damned if you don’t.

So do!

Be a producer of your own, truest ideas. If you love a stance, a voice, a cause, a formula or a framework, do it and do it boldly! Be happy to be accused of what you are and shrug off the poison. Do your thing.

There may be critics who hate your formula, but do it with passion, and there will be many, many more fans who simply can’t get enough of it. And it is they who will keep you in business, they who will constantly want more, they who will allow you to own your industry. 

One of the boldest new ideas in the world of success-literature is the concept of 10x -thinking. I’m a big fan, and if you haven’t come across it yet, here’s a very quick introduction. 

10x-thinking says, ‘Don’t try to make something 10% better, 10% cheaper or 10% faster. Instead, aim to make it 10x better, cheaper or faster.’ 

There’s a sound principle behind this radical shift. When we aim for a 10% improvement, our thinking remains extremely conventional. Essentially, we’re in ‘optimise’ mode. 

However, when we require our patterns of thought to go for 10x greater answers, we are forcing entirely different and completely radical approaches to the same problem. You cannot optimise your way to a ten-fold change. You have to come up with completely different ways of doing things. 

Here are some 10x-style challenges you could put to yourself: 

  1. How could I increase my number of paying clients ten-fold?
  2. How could I increase my income ten-fold? (Note: This is not necessarily the same thing as the previous question)
  3. How could I increase my media coverage ten-fold?
  4. How could I make my product or offering ten times more compelling?
  5. How could I increase my productivity or output ten-fold? 

This week, challenge yourself to think about - and then implement - some ten-x improvements in your career, and become the greatest in your game. 

 

One of the boldest new ideas in the world of success-literature is the concept of 10x -thinking. I’m a big fan, and if you haven’t come across it yet, here’s a very quick introduction. 

10x-thinking says, ‘Don’t try to make something 10% better, 10% cheaper or 10% faster. Instead, aim to make it 10x better, cheaper or faster.’ 

There’s a sound principle behind this radical shift. When we aim for a 10% improvement, our thinking remains extremely conventional. Essentially, we’re in ‘optimise’ mode.

However, when we require our patterns of thought to go for 10x greater answers, we are forcing entirely different and completely radical approaches to the same problem. You cannot optimise your way to a ten-fold change. You have to come up with completely different ways of doing things. 

Here are some 10x-style challenges you could put to yourself: 

  1. How could I increase my number of paying clients ten-fold?
  2. How could I increase my income ten-fold? (Note: This is not necessarily the same thing as the previous question)
  3. How could I increase my media coverage ten-fold?
  4. How could I make my product or offering ten times more compelling?
  5. How could I increase my productivity or output ten-fold? 

This week, challenge yourself to think about - and then implement - some ten-x improvements in your career, and become the greatest in your game. 

 

(August 2015)

 

Astonishingly, it’s August. 

Time, then, for a frank mid-year-and-a-bit review of how much has changed for you since January, and how far you’ve come in positioning yourself as an industry expert. Movement up the continuum is our goal, so let’s take stock. 

Here are seven challenging questions. I’ll answer some of them alongside you, to provide examples: 

1. Are you further along now than what you were at this time last year? …further along than you were in January? In my own case, I’ve been working at a higher-level, increasingly consulting to senior management. I’ve had a book published, and another accepted for next year. 

2. What damaging amateur-traits have you culled from your repertoire? I’ve made a point of reducing, to a minimum, the number of reduced-rate engagements I will consider. Discounting yourself does no favours for your expert-positioning. 

3. What systematised changes have you made that have become a regular part of your routine? In my case, I launched this newsletter this year, and have been maintaining it on a weekly basis. 

4. What big projects could you conceivably complete before year-end? I aim to record another audio version of one of my books before December. 

5. Which books have you read, or programmes have you attended, in order to up-skill and discover new strategies for growth? My most profound read of 2015 has been ‘Smartcuts’ by Shane Snow.

6. What personality growth have you enjoyed? Are you more able to assert yourself? Struggling less with saying no? Able to focus more on the important things and dismiss the trivial? Working more disciplined hours? 

7. What extraordinary initiatives have you engaged in since January; high-splash, unusual, golden-moment ideas that force people to reevaluate your value? If you haven’t carried one out yet, can you do so before year-end? Often, it’s the extraordinary moments that truly entitle you to own your industry. 

 

(August 2015)

Astonishingly, it’s August. 

Time, then, for a frank mid-year-and-a-bit review of how much has changed for you since January, and how far you’ve come in positioning yourself as an industry expert. Movement up the continuum is our goal, so let’s take stock. 

Here are seven challenging questions. I’ll answer some of them alongside you, to provide examples: 

1. Are you further along now than what you were at this time last year?

…further along than you were in January? In my own case, I’ve been working at a higher-level, increasingly consulting to senior management. I’ve had a book published, and another accepted for next year. 

2. What damaging amateur-traits have you culled from your repertoire?

I’ve made a point of reducing, to a minimum, the number of reduced-rate engagements I will consider. Discounting yourself does no favours for your expert-positioning. 

3. What systematised changes have you made that have become a regular part of your routine?

In my case, I launched this newsletter this year, and have been maintaining it on a weekly basis. 

4. What big projects could you conceivably complete before year-end?

I aim to record another audio version of one of my books before December. 

5. Which books have you read, or programmes have you attended, in order to up-skill and discover new strategies for growth?

My most profound read of 2015 has been ‘Smartcuts’ by Shane Snow.

6. What personality growth have you enjoyed?

Are you more able to assert yourself? Struggling less with saying no? Able to focus more on the important things and dismiss the trivial? Working more disciplined hours? 

7. What extraordinary initiatives have you engaged in since January? 

...High-splash, unusual, golden-moment ideas that force people to reevaluate your value? If you haven’t carried one out yet, can you do so before year-end? Often, it’s the extraordinary moments that truly entitle you to own your industry. 

 

The early stages of our careers are fraught with blunders. We’re learning, and we stumble. 

With the benefit of hindsight, try this exercise: If you were to start your career again, what 5 things would you do differently? 

Would you emphasise learning a particular skill or ability over any other? Would you place greater emphasis on building certain relationships early on? Would you produce more, take more chances, or be braver than you have been? Perhaps move faster, take on leadership positions, or ditch certain campaigns that took a lot of your time for very little yield? 

This test can clarify your thinking significantly, and your answers will generally remain as relevant today as they might have been starting out. Weed out the truly important from the merely time-consuming and you will more clearly see the path to becoming the top name in your industry. 

 

This week I picked up a book by a 30-year-old South African author, a young lady living in Cape Town. Alex van Tonder’s debut novel, ‘This One Time,’ is not only brilliant (Last night I dreamed about whether Jacob would escape the bed), but more: It is to South African writing what the Parlotones are to South African music; something that transcends a ‘regional’ feel and deserves to go international. 

I watched one of her interviews on YouTube. The Expresso team spoke to her about her book and I couldn’t help but notice her bold, no-holds-barred candour. I don’t think the presenter was expecting her to reference ‘revenge porn’ and ‘tits and guns,’ quite as boldly as she did (Kudos to him for rolling with it), but Alex is a straight shooter.  

Am I saying that rough is admirable? No, I’m saying that her capacity to speak boldly voice makes her stronger. That is what her book is about, and she was not afraid to say so on national television. She is a strong voice, a brave voice and a woman who will have her say. She is not desperate to be 'nice.' 

I predict Alex will go very far. Not just because her novel is exceptionally good (better, I think, than the Dean Koontz I read just before it), but because she’s also secure, direct, and unapologetically herself; all the ingredients necessary for an icon. 

The strength to ‘speak strong’ matters. It is a formidable thing and should not be the preserve of males. This Women’s Day, may noteworthy figures like Alex van Tonder inspire more women to become bold voices across our continent. We need more Oprahs, more Nigellas, more Sheryl Sandbergs. Speak strong, like this brave new voice, and you can own your industry. 

The person who said ‘Don’t judge a book by its cover’ is unfit to run a business and should possibly be court-martialled. In the quest to position yourself as an expert, presentation is everything. 

There is a reason top-end jewellers wrap your simple bracelet in five layers of packaging, a reason new cars have ribbons, books have covers designed by experts and expensive clothes come in boxes that make them seem like treasure for the discovering. There are reasons why you should consider every visual and sensory element of your offering as experienced by your customers. 

Remember that packaging is not merely a means to keep dust out. A way to transmit from here to there. That’s how amateurs think. Packaging is theatre. It is a means to show that you are greater than your competitors, more special, more important. Put thought, effort and funds into your packaging and you can triple the perception of value. Present yourself to the world as though you already own your industry, and soon enough, you will. 

“Nice car, but aren’t you sponsored by Ford?”  

Six years ago, when I auditioned for the part of the presenter in a series of ads, it  passed through my mind that I might be making a mistake.  

Certainly, it was television exposure. But what if it was the wrong exposure? What if it was the wrong message for someone aspiring to build a reputation in a different industry? What if, in the conflict between two competing transmissions, the stronger transmission won, and I became known as The Ford Guy, then couldn’t undo that perception in people’s minds?   

The excitement of the opportunity won out, and I took the job. I also thoroughly enjoyed the work, along with the attendant thrill of seeing myself on TV, circling a freshly polished Fiesta and enthusing about this month’s special offers.  

But since presenting in those ads (at which point I actually did drive a Ford, purely by coincidence), I have owned an Audi, A BMW and a Merc. And it has now been almost five years since the last ad for the Blue Circle faded into the evening news and disappeared from the airwaves. Yet I’m still asked, with surprising frequency, why I don’t drive a Ford…and worse, I’m still asked on a regular basis if I’m sponsored by them. 

The Strongest Transmission Wins  

Expert-positioning is no more nor less than a game of perceptions. And the strongest perception becomes the enduring legacy.  

Take Bill Cosby. In the story of two competing legacies; that of the fun-loving, kindly old dad, versus that of the man accused of multiple instances of what essentially amounts to rape, only one of these is going to win out in the long-term, and it will be the one with the greatest visceral effect; the one with the strongest transmission.  

If you truly intend to become the greatest in your game, if your goal is genuinely to ‘own’ your industry, the purity and power of the messages you transmit is of critical importance.  

Alliances are Transmissions too:

Are you aligning yourself with an employer or a talent agency or a bureau that insist you propagate their branding above your own? If so, pop quiz: Who is Tom Cruise’s agent? Who is Stephen King’s? Who’s Oprah’s? In fact, who represents any of your heroes in any industry you care to name? Exactly. 

If you want to become iconic, your name should come first. Anything less and you become a commodity; merely one out of a pool of offerings. It is impossible to become ‘an iconic member of…’ Set yourself apart, and own your industry. 

(Read a longer version of this article. Click here

Innovation can help you to own your industry. Yet here’s a curious thing about creative thought: If you apply no rules whatsoever, you will tend to get poor results. Impose some limitations, and you can get much richer thought-offerings. Struggle is one of the birth-places of innovation. 

The dynamic plays out like this: ask a person to name as many blue things as they can and you will get a fairly limited number of answers. Most people will start to struggle after around ten items, and most will tend to start by naming the sky and the sea. The answers are both limited and obvious. 

Now give them a set of restrictive parameters. Ask them, for example, to think of as many blue things as they can name inside a shopping mall. Having provided restrictive parameters, you will tend to get more answers numerically and more creative answers qualitatively. People might start volunteering interesting observations like ‘the eyes of a shop assistant’; ‘a car on display in the main court’; ‘Pepsi cans’; ‘the metallic bars protecting a jewellery shop after it is closed’; or even ‘the mood of overtaxed shoppers’. 

If you impose parameters on people’s thinking, you can enjoy greater rewards. Twitter, with its 140-character limit, was initially criticised for being too restrictive. But look at how successful it’s been. The limitation focuses thinking. Strict parameters can greatly enhance our thinking. 

Here is how you can benefit from this approach when brainstorming strategic ideas: Impose one of the following parameters and see how much more innovative the thinking becomes:

 Remove one key thing, such as funding, or important people. Ask what could be done under such circumstances.

 Impose crazy time limits: what’s the best we could do under those circumstances?

 Imagine a scenario in which all your current tools - your ‘delivery mechanisms’ - are removed, yet you still have to provide the same essential service to your clients. You can acquire new tools and you can go about it in new ways, but you may not go about it the way you did before. How would you do it?

The third suggestion helps to reveal threats. If you can think of different ways of providing your service, surely someone else can too. This may be your opportunity to beat them to it. 

Remember that you don’t actually have to apply any of these constraints in the real world. This exercise simply allows you to benefit from the thought process created by the experiment. The point is to initiate a state of ‘what-if’ thinking. ‘What if’ is a powerful starting-point for real-world innovation, the kind of real-world innovation that allows you to own your industry. 

Given that experts essentially deal in ideas, it’s tempting to believe that hoarding the best ones might work in your favour. After all, how do you monetise thought leadership if you’re constantly giving it away?  

It turns out that this assumption is false. Being free and liberal with your ideas is actually more lucrative. The more you give your best ideas away for free, the more visible you become, and the more the market comes to you for the implementation.  


Put your ideas into articles, and you will increasingly be engaged to speak on them. Share your concepts in speeches and your market will increasingly seek you out to implement them in their scenario. Giving is more lucrative than hoarding.  

This week, I would like to encourage you to trust in two concepts. The first is that giving away your best ideas for free will lead to more work for you, not less. And the second is that in giving away your best ideas, you will not deplete your reservoir of thought. You will train yourself to live a life of thought-leadership. Trust that you will have more, richer and better ideas as you go, and then you will give those away too, creating ever more visibility and an ever greater customer base for yourself. 

In the spirit of walking my own talk, I have decided to tweet every single part of my new book on innovation that can possibly be turned into a tweet, from cover to cover. Get these ideas for free by following @douglaskruger. 

Give away your best, your most insightful, your most cherished ideas. Give them away regularly and freely, and watch as you begin to own your industry. 

I’m tweeting my whole book.

http://www.douglaskruger.co.za/articles/article-147/Start_Farming_Fish_Immediately___How_to_Innovate_in_your_Organisation___professional_speaker_Douglas_Kruger.html

Would you say that Nigella Lawson is currently the world’s most qualified chef? Do you think she’s in the top ten? Top one hundred?

If not, then why is she out-earning most of that illustrious company combined? And what can we learn from that?

Certainly, high levels of technical competence are an initial prerequisite for becoming the biggest name in your game, and make no mistake, Nigella Lawson has certainly attained the level of expertise necessary to play on the international stage. But beyond a certain level - call it, the ‘entry into the big leagues’ - technical skills cease to be the biggest differentiator. Other factors take over. 

Are you skilled enough to play with the best yet? Then perhaps it’s time to start thinking beyond skill attainment and to start growing a high-level reputation. What might that look like in your industry? Would it mean articles? A TV show? A leadership position? 

Technical excellence opens the door for you. But then it’s up to you to grow it into more, and own your industry. 

In 9 out of 10 cases, low-paying clients are also high-pain clients. It’s typically the ones who want discounts, reductions and freebies who also pay late, criticise work and ask for endless repeats and alterations. High-paying clients tend to be less petty, more professional. 

You are becoming an industry expert. Give yourself permission to fire your low-paying, high-input clients. Focus on the high-end clients that you want to work with. 

Not only does this culling process play into the 80/20 Pareto Principle, freeing up time for you, but ridding yourself of the psychological burden of awful customers also contributes to your own sense of being a valuable, top-end player. And if you don’t believe yourself to be premium, how will you portray it? 

Start by asserting that you are not desperate. You do not have to take any work that comes your way. You can be selective about your clients. Don’t scuttle for a hundred crumbs on the floor, when a single proper meal atop the counter will fill you better, and leave you with more free time. 

Go ahead and fire your low-pay, high-input clients. Give yourself permission to graduate up the scale, and own your industry. 

I’ve always been an avid reader, but a couple of years ago, I downloaded an app that helped me to triple my intake. 

It’s called Audible, and if you haven’t already, I would recommend downloading it today. I signed up for a ‘two audio books a month’ contract, and have been using it ever since, occasionally buying a third and fourth book on any given month. 

It’s remarkable how much new content you can get through while driving, at the gym, or (hypothetically - this may not be a true confession), in the bath. 

I finished listening to the new book on Elon Musk before the paperback was even launched in SA, and I’m currently listening to Stephen Covey’s ‘Speed of Trust.’ I love Audible, and it’s made a significant impact on my capacity to take in ideas.

Which titles could you get through, quickly, just by listening during otherwise unproductive times? Which new books could contribute to you becoming a leader in your industry? This week, I challenge you to listen up, and become the greatest in your game. 

Last week, I reviewed Sheryl Sandberg's 'Lean In' for Penguin Random House. At the risk of melodramatic pronouncement, this is one of those books capable of moving our species forward. I believe that if you are a woman, reading it is non-negotiable. You must. Men should too, and will gain just as much for the effort. 

The key principle, that women should actively participate in their careers by 'leaning in' instead of relinquishing, is of paramount importance to anyone building a truly iconic career. 

I have long believed that the biggest component of expert positioning is simple courage, and the biggest barrier, simple fear.  

This week, I challenge you to show an unusual degree of chutzpah. Take that assignment. Push for that opportunity. Shoulder that terrifying responsibility you've been avoiding. Lean in to a degree that surprises even you. This week I challenge you to jump in at the deep end. Force yourself to learn to swim, and move up the ranks of your industry. 

This week, search yourself online. Do a Google search on your own name and brand. What comes up? 

Think both quantitively and qualitatively: How much is there? And how inspiring is it? 


Shop yourself the way a potential customer or interviewer might, viewing whatever pops up through fresh eyes, as if it were your first introduction to brand-you. Would you call you a thought-leader?  

If you're uninspired with what you see, increase your contribution of interesting content and captivating visuals. Write thoughtful articles for specialist sites and always think visually when it comes to accompanying photographs; a prison-style mug-shot is not inspiring. 

Online postings are largely under your control and your reputation in this medium can be cultivated. Cultivate a profound and inspiring online persona and you can become the greatest in your game. 

To blend into the environment, repeat the accepted wisdom. To stand out from it, champion a divergent view. 

Ever heard someone recite a well-worn industry aphorism, only to be contradicted by someone else who felt that, ‘Actually, it never works that way”? Ever noticed how surprising and thought-provoking a single voice, speaking their truth against the stream, can truly be? 

Original thought - your original thought - is much more powerful than any cliché. This week, I dare you to raise your voice in advocacy of your own idea; the one you’ve always believed despite the accepted wisdom.  

Do it in a board meeting, an article or a speech. Champion the notion you’ve always believed, despite the accepted wisdom. Stand out from the crowd, and own your industry. 

I was 22-years-old, just starting out, and asked my agent what I might do to get ahead in my industry. “Write a book,” she said, “And people will perceive you as one step down from God.”

While there may have been a smattering of hyperbole in her statement, (I perceive myself as a minor cherub at best), the underlying principle, that becoming a published author changes things for you, is absolutely true. 

Write a book on your area of expertise and your credibility increases dramatically. Get published by a commercial publisher, and you are seen as an authority in your field. 

I dare you to write your own book. And I’ll push that dare one step further. Don’t take two years to do it. Take four or five months. Get it done and get it done quickly. Urgency and rapid production are your friends in this endeavour…and a title on a bookshelf will do your career great favours ever after. 

Write a book, and you can own your industry. 

Thought-leaders are always producing content: articles, guides, videos, media appearances.  

But what happens when your mind is not the fertile breeding ground you need? What if you only have one really good idea? 

If so, two concepts can help you: Repackage and repurpose your concept. 

Focus in on a different aspect of your idea and write a new article about it. Write about it from the perspective of a different industry, or using a different story to illustrate it. With a little effort, you can repackage your primary idea many times over.

Then repurpose your offerings. You’ve been featured in the local newspaper? Offer the same article to a regional publication. Then a national one. Offer it to a talk radio station, then a TV show.

Plan it carefully, and your single idea can give you upward of 30 media hits.

The more you are seen and heard speaking about your idea, the more you become the name at the end of the sentence, “You know who you should talk to about that…?,” and the more you will be seen as an industry expert. 

Being perceived as a premium offering is a matter of perceptions, not merely of product. Sometimes that entails the special little things that make an experience out of dealing with you. 

A while back, I bought a new shirt at a high-end store. After complimenting me on my decision with the phrase ‘excellent choice, sir!,’ (which I’m convinced she would have said had I placed a purple, polka-dot thong on the counter), the attendant wrapped my garment, then proceeded to walk around the counter and present it to me.  

As she did so, I swear the shirt gained an echo. It was a simple gesture, but it added a ribbon to the experience.  

The transition from a vendor who hands over a product to a host that creates a ‘total experience’ is one of the markers of a true expert, and a prerequisite for a premium brand. Always add the ribbon, and own your industry. 

Remember the combination of nerves and excitement? The heady mix of what could be and how far you saw yourself going? 

This week, I invite you to remind yourself to want it that badly once again. 

You’ve acquired the skills and learned many of the lessons; make sure it’s not at the cost of the drive. The years can create a mindless momentum; an unquestioned inertia. What you need is mindful design and deliberate push, now that you have the skills.

Connect again with the person you were when you started on this path. Reignite the fire. You’ve gained the abilities. Don’t lose the will. Decide once again to become the greatest in your game. 

We often think of becoming known nationally, but rarely consider the possibility of going global with our name, brand and business. It isn't harder. It's just a different kind of thinking.  

I've spent the last few days speaking in Taipei, and today I'm writing my newsletter on the 15'th floor of a hotel in Singapore. It's lead me to thinking about just how artificial the notion of national borders really is. 

My challenge to you this week is this: Can you think of 5 specific things you could do, 5 actions you might carry out. that could see you or your business operating in another country? Even just as a once-off event, in order to get a taste for it?  

Thinking regionally is obvious. Thinking globally is the reserve of experts. What could you do today that might see you operating oversees tomorrow? Think bigger than the rest, and you can become the greatest in your game. 

‘Universally inoffensive.’ It’s not the goal. 

In our fearful early days of industry involvement, our desire for approval is all-consuming. Becoming an iconic voice requires the courage to exist on a  bigger scale than that, the strength to be something and to be it with strength.   

Have you inadvertently been trying to portray a ‘kindly old uncle’ persona? Everybody’s sweet aunty? 

This cautious approach will take you so far, but iconic status will always lie beyond it. 

True thought-leaders think strong, speak strong, represent boldness. There are ‘dislikes’ on their YouTube videos. They are something enough to have detractors. 

Certainly, it is not their goal to offend, but it is never something they fear either. 

Be cautious of caution, and fear the pursuit of the overly inoffensive, and you can become the greatest in your game. 

The biggest industry names generally move forward entire fields and champion brand new ideas. But let’s be fair. You can’t be that inspired every week. Or even every year.  

Good news: Simply knowing what you know will also make you a thought leader. You consume Everests of info each week. Most people don’t have the time to chase down all of those articles, attend the conferences, process the chatter that comprise your world.  

So compile what you know and teach. Not every article has to be revolutionary, not every tweet or video groundbreaking. A solid foundation of knowledge is also enough.  

If you’ve read three or more books about your area of expertise, you’re probably already better versed than others. And if you know a little more than them, you can teach. And you can begin to become the greatest in your game. 

'Personally, I think the best motto for an educational establishment is: 'Or Would you Rather be a Mule?' 

A couple of weeks ago, we lost the author of these words; fantasy writer Sir Terry Pratchett. By an odd and strangely meaningful twist of fate, I happened to be reading one of his books as the news broke.

I see baths as literary excursions more than hygiene sessions. When the CNN alert went off on my iPhone, I switched my copy of 'The Long War' to my left hand and read about the author's death with my right. I then glanced back and forth from book to phone.

I find it meaningful that I will now always be able to say that when I learned of Sir Pratchett's death, I was deeply engaged in enjoying his work. 

Pratchett is among the bestselling authors ever to write in the English language. And perhaps his great success can, in part, be explained by another of his quotes. It hints at broad-spectrum learning and the value of not imitating the voice of others. May you own your industry, and may you take Sir Pratchett's words to heart: 

'If you are going to write, say, fantasy - stop reading fantasy. You've already read too much. Read other things: read westerns, read history, read anything that seems interesting, because if you only read fantasy and then you start to write fantasy, all you're going to do is recycle the same old stuff and move it around a bit.' 

What are the significant successes that mark your trajectory to date? Which specific promotions, decisions or events moved you forward?  

We rarely take time to look back and spot the big successes. Rarer still is the act of mining for the preceding behaviour.  

Don't let useful, successful behaviour become once-off only.  

This week, my challenge to you is to take a few minutes to explore what it was you did before that genuinely worked. Can you do it again in your current circumstances? How about an upscaled version of the same thing, with greater reach and greater consequence?  

Identify what works. Scale it up. Become the greatest in your game.

Who do you consider to be frighteningly high-level in your industry?

When you think of that person, do you create a halo of myth and legend around them (a human tendency which works wonders in terms of your own expert positioning, but which is working against you if you apply it too reverently to others), or do you simply see them as an accomplished human being, who’s a little further along than you are? 

This week I dare you to overcome perceptions of distance and fear and reach out to someone whom you previously believed to be above your pay grade. 

Do it politely, tactfully, and with an organically logical reason. But do it. It’s one thing to know who all the key players are in your industry. It's quite another when all the key players know who you are. 

Make the connection. Start to build your upper-echelon network, and own your industry. 

Ever noticed how frequently pinnacle performers are way, way younger than the ‘also rans’? That’s because these people didn’t get to the top the slow, traditional way. They did something a little different. They took what author Shane Snow calls 'SmartCuts.'  

In order to radically shorten our learning curves, we should study and emulate the industry greats. But there is a tipping point in the development of your own knowledge and talent at which copycatting becomes counter-productive.  

In the student-phase, you need the guidance of role-models. Once you’ve reached sufficient competence, copying the icons can only make you a ‘pale comparison of.’ As they innovate, you copy, rendering you consistently six months to a year behind.  

The time-lag is not the only issue. You also look like them. There’s little gain in people saying, ‘Oh, so you’re like a mini version of (insert icon).’  

At a certain point in your competence, you need to start practicing what Snow calls ‘SmartCuts’ (also the title of his excellent book). A ‘smartcut’ is a non-linear leap to the top, as opposed to the slow, grinding process of getting there through predictable, step-by-step progression.  

What’s your next SmartCut? If you were to think laterally and deny the inevitability of a long, tedious slog, what lateral, alternative route might you take in order to make a quantum-leap jump to the front? 

Don’t think in terms of owning your industry ‘one day.’ Think in terms of doing it in a year from now. Ask yourself which abstract and unconventional approach might get you there; what lateral move could take you to the top with decades to spare? 

I’m reading a book titled ‘Sapiens - A Brief History of Human Kind.’ The author asserts that our most important development after fire was the emergence of ‘fictive language.’ Basic language allowed us to say, ‘Rock,’ ‘fire,’ or ‘bird.’ Fictive language allowed us to describe that which wasn't…but could be. 

Armed with fictive language, we could then plan hunts, describing best and worst-case potential outcomes. We could dream out loud and connect the dots between ideas. We could cooperate in achieving lofty goals. 

The ability to speak in the abstract no less than allowed us to transcend genetics. A dog can still only do, today, what its ancestors were able to do thousands of years ago, limited by genes. But even though our genetics are identical to those of our ancient forebears, fictive language has allowed us to completely transcend physical limitations. 

In ‘Own Your Industry,’ I write about how dearly I love metaphors. I love the human capacity to sum up a complex idea in an abstract way, using quasi-storytelling skills. I argue that metaphorical constructs set apart leading experts (examples including ‘The Naked Chef,’ ‘Rich Dad, Poor Dad,’ ‘Foxes and Hedgehogs’ and more.’ 

Today’s Monday Morning Motivator offers this guideline: Creative, metaphorical and abstract language are important. They are the reason we became the greatest in our game on a global scale. The ability to get other human beings to imagine something that you imagine is, fundamentally, the ability that sets us apart. Even in today’s complex industries, speaking in fictive language can still set you apart.

Here’s to you dreaming eloquently…and thereby owning your industry. 

Being perceived as an industry expert requires media coverage. This week, I challenge you to find or manufacture a justification for a radio appearance. 

Broadcasters will not let you appear on their shows if you simply ask for free coverage. But if you can contribute intelligent, useful ideas to their listeners, they will rarely say no. 

Here are some approaches: 

-      Be topical and offer to speak about a recent or upcoming event or trend

-      Focus on specific problems and contribute ideas around how they might be solved

-      Speak about insights you’ve learned that may prove useful to others

-      Issue warnings about upcoming changes and suggest approaches that might work going forward

-      Present an entertaining angle or a humorous look at an old subject

-      Take your subject and angle it toward a specific listenership: Gender, political affiliation, etc. 

The more regularly you are featured in the media as a thought-leader, the more people will associate you with your topic or field. The more that happens, the greater your expert positioning. Become the name that people associate with the topic, and you will own your industry. 

In the quest to become formidable, sometimes we labour at 20 separate levers. But what if only one gave the magical traction? What if dispersing energy were a mistake? 

Common sense asserts that a broad, catch-call approach, covering a multitude of bases, will ultimately pan out. Sometimes common sense is wrong. Sometimes a single factor gets the job done. It might be paying for SEO. Perhaps having a book. Sometimes it’s that television appearance; the so-called ‘Oprah effect.’ 

My challenge to you this week: If you were forced to reduce your career-growth efforts to one thing and one thing only, what would give you the greatest traction? Perhaps it’s time to do that with a laser focus. Perhaps it’s time to dispense with the extraneous and become the greatest in your game. 

Acid test: You’re not present. Someone who knows you is talking to a potential customer; your potential customer. Your associate has the power to sell your services right now, on the spot, and the potential customer has both the money to spend and the eagerness to spend it. 

Is your positioning sufficiently strong that you can be sold, with pin-point precision, in your absence? Or are you so generalised, your offerings so broad, that no one can really express what it is you do? 

True expert positioning is fully realised the day that others hear about a problem and, in your absence, unhesitatingly reply: ‘You know who you should talk to about that…?’, and your name springs to mind. 

Acid test: You’re not present. Someone who knows you is talking to a potential customer; your potential customer. Your associate has the power to sell your services right now, on the spot, and the potential customer has both the money to spend and the eagerness to spend it. 

Is your positioning sufficiently strong that you can be sold, with pin-point precision, in your absence? Or are you so generalised, your offerings so broad, that no one can really express what it is you do? 

True expert positioning is fully realised the day that others hear about a problem and, in your absence, unhesitatingly reply: ‘You know who you should talk to about that…?’, and your name springs to mind. 

Instead, picture a single person - one iconic representation - who makes use of your services.  

Think of her as uniquely interested in your specific insights and ideas. She is deeply invested in doing what you say, because she truly believes it will work. This is a seriously-minded person who sees you as the solution. She will follow you, recommend you, learn from you and implement your ideas in order to progress in her own world.  

Now make the situation harsh. Remove all other resources from her world.  

Pretend that her access to knowledge, information, insight, know-how, solutions, paths and plans relies totally and utterly on your input. You are her designated thought-leader and there is no other. If you don’t perform, she fails. If you don’t teach, her growth stops. You are her resource.  

Think of the obligation that places upon you to serve. Think of the switch that creates from hype to value. Think of how important it is that you are ethical and effective.  

Are you writing useful articles often enough for her to genuinely grow? Is your thought-leadership content focused around her benefit, or around advertising yourself? Are you producing often enough and addressing enough of her needs? Are you genuinely her solution? 

Give this idea centrality in your world. All else will follow.

Let's be politically incorrect for a moment: Giving awards for arrival, trophies for attendance and plaudits for participation can cheapen excellence. By making 'everyone a winner' we dissipate the highest levels of human achievement. A Nobel prize for 'Effort' is no Nobel prize at all.  

We're unlikely to change a politically correct world. And perhaps there's something nurturing about encouraging others. But as a subscriber to 'From Amateur to Expert - Becoming the Greatest in Your Game,' I'd like to urge you to demand more from yourself. 

What is the top-end award in your world? Not the 'also played' certificate, but the pinnacle of performance recognition, designed by the industry experts and refined over time? 

This award will contain the real criteria for excellence. Do you know yours? Most people, in most industries, have never bothered to find out what they might be. 

This week, make a point of finding out. The criteria are rarely a well-guarded secret. They want people to know. And how could you ever earn your Oscar, your Nobel Prize, your Pulitzer, your Grammy, or your Journalist of the Year award, unless you know what it takes? 

Begin your quest for excellence by defining it.  

Like most people in their early twenties, my younger sister dreams, nay, hungrily yearns, to get her mittens on a new car. Her current rust bucketdoes occasionally start when coaxed with a biscuit, but lacks air-conditioning, rendering all attempts at feminine elegance painstakingly difficult. You can’t be the Belle of the ball as a ball of sweat. 

I recommended she use the same approach I’ve been using recently, and which I’m implementing as my ‘theme’ for 2015. It’s an approach that features in just about every major book or course on creative thinking. Brian Tracey advocates it to delegates of his life-skills courses, and high-level players in a multitude of industries swear by it. I’ve come to love it. 

The 20 Ways Approach: 

Get a sheet of paper or launch a page on your computer. Headline it with your goal, for instance: “Get a New Car this Year.” Now see if you can come up with twenty different ways, twenty separate ideas and approaches, for achieving the goal. 

My sister, for instance, might start with ‘1. Grand Theft Auto,’ and ‘2. Bank robbery.’ Fair enough. But of course, that’s only two. Eighteen more to go. 

It Works Because it’s Hard: 

It’s the very fact that twenty is a demanding number that makes this approach so effective. The first five or six ideas will come quickly. Thereafter, it becomes more challenging, and that’s when the magic happens. Often, as you force your way slowly into the realms of ‘11,' and ‘12,' you have moments of epiphany where you say things like, “I could actually do that!,” and perhaps even, “Why haven’t I been doing that already?!” 

You can also open your list to outside input. My wife, for instance, has no hesitation in telling me what else I should be doing.

This year, I’ve already created five of these ‘20 ways’ lists. They range from the lofty, ‘How do I become one of the most booked practitioners in my field?’ to the more pedestrian, ‘How can I make my office a nicer place to work?’ In both cases, forcing my way through the creation of a full list of 20 was taxing, but richly rewarding.

Now do take note that you don’t actually have to implement all twenty ideas in each case. The point is not so much to create a ‘to-do’ list as much as it is to create a ‘what could be done?’ prospective. It’s the richness and depth of thinking that you’re after, and for that reason, don’t judge your ideas too harshly. Let them flow. Once you see which ideas are clearly superior, and implementable, you can pick and choose what will work for you.

Use it for Work-Place Projects: 

The approach is wonderfully agile in the sense that it needn’t only be applied to personal goals. If your division at work has a project to complete, or if you’ve been tasked with managing a large deliverable, creating a ‘20 ways to’ list will focus your thinking and open you up to an innovative range of approaches that might have value. 

So whether it’s making your home more comfortable or raising your physical fitness; whether it’s growing your business or lusting after new wheels, there is always a way. Chances are, it’s hiding among twenty. 

Happy New Year! I hope that you and your family had a blessed Christmas and an awesome holiday. 

Are you ready to conquer yet? 

This year I plan to help you by giving as much practical value as I possibly can through this channel. In alignment with my own principle of ‘Leading with value,’ I will continue to give tips and insights on how you can ‘Own Your Industry.’ 

In addition, my new book on Innovation will hit the shelves this year and I will be giving away most of it in this newsletter (Don’t tell Penguin!). I will be liberal in sharing tips, paragraphs, chapters and golden growth nuggets directly from the book for you. If I do it right, one day I’ll earn an email from you in which you tell me that one of my ideas translated directly into business growth for you. I will be relentless in pursuing that goal. 

I also plan to increase the number of ‘how to’ videos that I post on YouTube, which I will include in these newsletters as well. 

I dearly love teaching. I love helping others to grow, and where possible, I love to entertain as well. 

I will always let you know about my newest video and article posts by means of this newsletter, but if you’re keen to get even more, please do follow me on my Facebook FanPage, Twitter, YouTube and LinkedIn. I especially recommend Facebook, where I post motivational quotes on a regular basis. These will be too regular to include in the newsletter.

I’m thrilled that you’ve continued to allow me to speak into your life. I will endeavour to keep the quality of my ideas sufficiently high that, every Monday, you look forward to a short, sharp boost, and that I earn your continued patronage. 

May you become the greatest in your game, and I look forward to helping you to own your industry in 2015. 

If the slow pace of growth offends you, discipline is the solution. If being seen as an industry amateur is growing tired, discipline is the key to the next plateau. 

I believe deeply and utterly in the power of personal discipline. With it, all things are possible for your growth. Without it, our options become severely limited. Whenever I am asked to identify a single quality that matters more than others in career-growth and success-psychology, I consistently identify discipline. It’s the cornerstone upon which the others stand. 

This week, I uploaded a short, impactful, one-hour audio programme on the topic of discipline to audio site CDBaby.com

Here’s the gist. With discipline in place, books get written. Career moves get made. Reputations are created and goals are achieved. With the compounding effect of daily, disciplined chunks of work, astonishing outputs can be achieved over relatively short periods of time.  

Discipline is the art of going to the gym even when you don’t feel like it; it’s the practice of rising early and producing; it’s the strength to keep at the things that matter most to you, and surprise others who inevitably say, ‘How on earth did you do it?’ Discipline is always the answer.

I like to look at this way: Do you really want to watch another December go by without that goal under your belt? If the slow pace of growth offends you, Discipline is the answer. If you are remunerated as an industry amateur, discipline is the key to the next plateau. Only the truly disciplined ever become the greatest in their game. 

In 2008, the world economy grew weak at the knees. Not a single economist predicted the problems that would send earth-economics into a wobble for the next few years, and on those grounds, there has been a backlash of bad sentiment against industry experts. 

‘How useful are they really? They can’t even predict the future,’ critics assert. On this one criterion alone, public discourse has turned a little ‘anti-expert.’ 

I don’t see the problem. Personally, I’ve never thought of experts as psychics and soothsayers. I think of an industry expert in a number of other ways. Experts are people who: 

-        Blaze a trail forward by doing

-        Teach others by being leaders

-        Set the tone by sticking their necks out

-        Determine how an industry should go (not how it will go); and

-        spread knowledge, wisdom and information. 

I continue to advocate positioning yourself as an expert as the surest route to adding an extra zero to your income. Worried about the populist anti-expert backlash? Don’t pretend to be able to see the future. Nobody can. But it’s not important that you should. 

Instead, teach, lead, help, grow, share, speak, write, comment upon, innovate and pioneer… Be a face and a voice in the public consciousness, and you can own your industry. 

This week’s motivational newsletter comes to you in video format. In this 5 minute clip, learn the ‘code’ for human talent, arguably the most important (yet little-known) formula humanity has discovered over the last 100 years, and discover how you can use it to your advantage: http://youtu.be/iD1d6EORVWs?list=UUKdsTRuRTqVUV7PWuADCTgg  

What’s changed in your industry over the last 20 years? Take a moment and see if you can name 5 things. Do they represent anything of a trend? Do they hint at a trajectory? 

Now ask whether you can reasonably look a short way into the future. Based on the changes you’ve seen, and a little intelligent forecasting, you just might be able to glimpse something of what might come next.

The person who thinks actively about where an industry is going is less easily caught by surprises, and better positioned to lead.

This week, make three predictions about where your industry might be headed. Then ask yourself whether you can see any opportunities within these potentialities. Could intelligent forecasting help you to own your industry?  

Certainly, knowledge is power. But getting ahead of the knowledge is an opportunity to become the greatest in your game. 

If ever you study how ‘talent’ is developed in the human brain, you’ll quickly discover that ‘Myelin’ is the new black. 

I’ve been reading about how struggle helps to grow this incredible substance in the human brain. Basically, the longer you grapple with ‘how to do a thing,’ the more myelin you develop. Myelin helps your neurons to connect faster and to carry more signals, quicker. Growing it through constant practice is similar to developing ‘broadband’ for the human brain. 

By coincidence, at about the same time as I was reading about this phenomenon, I happened to overhear someone complaining about their lack of advantages in life. “God didn’t give me anything; nothing but constant struggles.” 

Here’s a Copernican Revolution: Perhaps a better way to look at it is, “God blessed me with the ultimate opportunity to become supremely talented.” Struggle sustained is the very stuff of talent. No opportunity to struggle = no talent. 

I guess it’s all about how you look at life. Perhaps becoming the greatest in your game is less about having all of the answers than it is about having the opportunity to struggle long enough and hard enough to find them. 

Got five minutes? Grab a sheet of paper and do this quickly: 

In simple bullet-points, write down the characteristics of the ultimate player in your industry. 

Assume the kind of person who is already at the top of this game. What would such a person have? What would such a person be? What are their characteristics, their qualifications? 

To what extent can you get your head around genuinely adding these things to your personal profile? By way of recognition of your own efforts to date, how many do you already have? 

Life is too nuanced, too intricate, for there ever to exist something as simplistic as an ‘absolute blueprint’ for success. Each success story must necessarily be unique. Yet it is the qualities of successful people which are the great constants. These individuals - the people in the bullet-points - will find their way through the unique pathways and challenges to the heights of success because of the kind of people they are. 

To own your industry, pursue the person you see in the bullet-points. Start with the clear knowledge of who that person must be. 

How do you balance efficiency with innovation? How do you encourage innovation while still running a highly technical operation and running it well? 

As part of the research for my next book, ‘Relentlessly Relevant - 50 Ways to Innovate,’ I recently interviewed the Marketing Manager of BMW South Africa, the company recently voted ‘Coolest Brand’ in the Sunday Times Coolest Brand survey. 

I posed the question, ‘How does BMW allow, enable, or cope with innovation at staff level, particularly given that you have to be process and efficiency driven?’ 

Guy Kilfoil, head of Brand Management & Marketing Services, told me, “You touched on the answer in your question. We are not a process driven company, we are an efficiency driven company.

“The basic premise of efficiency is doing the same with less resources or doing more with the same resources. We drive our staff to live this in everything they do. We want them to ask questions like: "Is this the best way of doing things?"; "Can we do something a different way to get the same or better result?" or "how can we improve this?". 

“In that sort of environment innovation not only thrives, it is demanded.”

BMW invites its people not to follow a set of process rules, but instead to be guided by a philosophy. That’s a world away from the practice of mandating rules. A philosophy informs the team about ‘what the goal is,’ but gives them leeway to chase it intelligently, where rules only prescribe ‘what to do.’ 

The guiding principle is: ‘How can this be better?’ Based on this, BMW staff are invited to evaluate their own part of the project, take ownership of its problems, and propose solutions. In this way, they promote a culture of innovation through every department. Put it all together, and you create the conditions necessary to own your industry. 

Owning an industry means proving your worth, beyond all doubt, on a near industrial scale. To what degree is that your current focus?

The worth of a top-name expert is so patently obvious that price-stickers cease to apply. Buyers understand that it’s well worth the outlay to get the results. The act of becoming a top-name expert, therefore, is largely the art of convincing buyers that your results are worth the outlay. Perhaps many times over. 

Is it absolutely, patently, obviously self-evident that paying for you will bring returns on an exponential scale? …To what degree does your marketing and PR make that plain? To what extent do your results and testimonials? Or does your messaging simply focus on the greatness and gloriousness of you? 

Display your worth by displaying your results, by clarifying and quantifying the results you get for clients and by making it patently obvious why an investment in you is a vote for a more prosperous future. Make your intangibles obvious, and own your industry. 

When Reg Lascaris and John Hunt decided to start Africa’s most successful advertising agency (a feat they achieved in the form of TBWA / Hunt Lascaris), they began with no funds, no people, no infrastructure and no clients. But they had one driving purpose and it was certainly not just to be ‘among’ the top players. It was, quite simply, to own the top spot. 

Their vision statement (inspired by a few beers and a rather gung-ho conversation), became ‘To own the first world-class agency out of Africa,’ to which they later tagged the inspiring addendum, ‘Because life’s too short to be mediocre.’ 

Deciding to be ‘good’ is not nearly as effective as deciding to be ‘the very best.’ 

How audacious are your goals? Deciding to be ‘good’ allows a great deal of leeway. Deciding to the very best inspires much more obsessive behaviour, and that’s a recipe for higher-level thinking and more intense levels of research, practice and performance.

Whether your goal is to become the highest paid consultant in your industry, or the most renowned creative mind in your field, the biggest brand or the first to market, this will always be your first step: Obsess about being the best. Don’t aim for good. Aim for ‘the greatest.’ Don't aim for 'relevant.' Go for 'significant.' And own your industry. 

‘We’re all the same.’  

On the surface it’s a noble ideal. In practice, human sameness would be the end of innovation, the end of progress, the end of individual greatness. In a world of utter equality, Michael Jackson would have been an unacceptable anomaly; Branson an aberration to be abhorred.  

Equality before the law? Yes. Equality of opportunity? Yes. All people are equal? Not on your life. High achievers live and think and act and see things very, very differently, and there impact is exponentially greater.  

As Seth Goden expresses in his excellent book, ‘The Icarus Deception,’ you have been encultured to think small, to think compliant. Will society win? Will it ‘same’ you?  

Rioters and dreamers rule the world. 

This week, seek distinction. We are not nameless, faceless humanity. We are wonderously unique individuals with profoundly personal strengths. Our chief poem and tribute to the Creator is to use them.  

Stand out and become the greatest in your game. And never apologise for it.

He was arguably one of the greatest authors of all time, and ascribed his own success to a simple thing: Relentless output. In his autobiography, the late James A. Michener recalled a period in his life in which he would write over 7 000 words per day, an act he described as ‘an almost indecent display of industry.’ 

Michener was seen, worldwide, as the foremost author of historical fiction. And just like Stephen King, who is often lauded as the best-selling living author today, his output was both prodigious, and, over the course of decades, consistent.  

Imagine if James A. Michener, or Stephen King, had written what they considered to be their ‘one great novel,’ and then stopped there. Picture Stephen King writing Carrie, then sitting back in his seat and saying, “Right! I’m done. The world can give me a career now.”  

Forty years later, King remains at the top of the bestseller lists. He owns his industry, because he is a constant producer.  

It is a constant gradient of productive output that ultimately becomes a real career and has people recognising you as someone at the top of your game. 

If you are the expert in Flowers, when will you write a book on the topic? And what will the second book be about? And the third? What new things can you do around flowers? Is there some novel new way to present them to your market? Is there a TV show that you could do on them (and preferably something a little cleverer and quirkier than just a gardening show), or perhaps a road show? What’s the next big thing in Flowers? Have you stamped your intellectual mark on it? When people think about flowers, why should they think about you?  

Consistent output is key. Be a constant producer and own your industry. 

Non-sheep stand out badly. 

Left-field thinking, of the ilk that fails to fit the cookie-cutter mould, must necessarily seem very noticeable to anyone who is essentially a compliant cookie. Sheep feel uncomfortable around those who ignore the traditional steps. 

But persevere in your creative, lateral thinking; the kind that doesn’t ask ‘how do people usually behave,’ and rather asks, ‘what needs to be done?’, and you will ultimately rise above the sheep. 

That’s when a funny thing happens. Fear and distance turn to awe and admiration. The sheep start to love you. 

Your thinking is a little unusual? Unorthodox? Lateral, different, creative, strategic? Weird? Hang in there. You will only be an outcast until you win. Then you’ll be hailed as a hero.

Stick to your guns, O beautiful oddity. Be strategic, and own your industry. 

Your mind belongs to you and you are permitted to think freely.

This is no small statement. 

If you live in a nation, and among a people, who permit you to think freely, to read anything you want to read, and to voice thoughts contrary to those of the national leadership or religion, without fear of imprisonment or death, take a moment this Monday morning to think about how wonderful this is. 

There are billions of sentient human beings on this planet who do not have those rights. Imagine what it means not to be permitted to think for yourself; to be forbidden a contrary opinion. 

Thinking - free and genuine thinking, without fear of reprisal - is a magnificent and precious gift.

Here follows yet another week in which you are free to dream, free to imagine, free to create the life you desire based upon your gift of thought, which is yours to wield as a free individual. 

The best show of gratitude for any gift is its full and complete usage. Here's to you letting your light shine. Here's to you becoming the greatest in your game!

It feels wonderful to be believed in and lousy to have your abilities doubted, and both scenarios are good for you. 

Being believed in gives us a certain freedom to soar; to act without reserve, to explore without consequence, because others have given us freedom and leeway. But there is equal, and possibly even greater value, in doubt. The doubt of others forces you to refine and to focus. 

Last week I worked with a new client. We had no history together, no track record, and the scenario was such that if I didn’t deliver a quality experience, her neck would be on the line. Understandably, she was nervous. 

After ten years in the industry, I take my own capacity to deliver for granted, which can lead to a lax approach. Her uncertainty actually spurred me on to deliver more than usual. Her doubt was a catalyst for self-reflection and even higher levels of focus and performance. I needed it and it’s been good for me. 

Doubt can be good for you too. It can anger you, annoy you, cause you to resent its source. But it also forces you to prove yourself and that’s valuable. 

When you lay you down to sleep, by all means, say a word of thanks for the people who think you’re God’s gift to the world. Then say a second word of thanks for those who don’t. They create necessary discomfort. They force you to force yourself. They can be the catalyst you need to become the greatest in your game. 

This week, take a moment to feel, at a deep and personal level, the effect that they have on you. Then go out there and show them! 

“Here’s the problem: The top three or four business schools in the country all work from the same sources. We use the same textbooks, the same materials, even the same ideas. And yet one always comes out on top. And I’ve always wondered why!” 

I was chatting with the frustrated marketing manager of a business school that found itself perennially competing for second and third place. I had just delivered a presentation titled ‘Own Your Industry,’ and he had been in the audience. I had made the point that knowledge alone was insufficient to create an industry leader; be it an individual or a brand. One has to add two more ingredients to the mix before industry leadership may be achieved, in the form of personality and publicity. 

“The penny dropped for me when you said that,” he told me. “Because our dean is not keen on speaking in public. He is reluctant to appear in the media. And the dean at the school that holds the top spot is the exact opposite. He’s an outspoken public figure who’s always seen in the limelight. That’s their differentiator. That’s why they are seen as number one. The difference is in the dean.” 

‘The Difference is in the Dean.’

Sometimes, it’s the sheer iconic status of the individual that sets a brand apart.

When your buildings look the same, stand on the roof with a colourful flag. Resolve not to compete on price, but rather on the energy of thought leadership, and you can own your industry.

 

Read the full, article-length version here: http://www.douglaskruger.co.za/articles/article-136/The_Difference_is_in_the_Dean___Professional_Speaker_Douglas_Kruger.html

‘It was a bright cold day in April, and the clocks were striking thirteen.’ If you enjoy classic novels, you’ll recognise that as the opening line of George Orwell’s ‘1984.’ 

I picked it up this weekend and a conversation in chapter five has been playing around in my mind ever since. 

A character who works at the ‘Ministry of Truth,’ which aids Big Brother in controlling the minds of the population, is employed to carry out a strange task. His job is to simplify the language, which, in turn, will simplify people’s thinking. Over lunch, he explains his task to the main character: 

‘It’s a beautiful thing, the destruction of words… Don’t you see that the whole aim of Newspeak is to narrow the range of thought? In the end we shall make thoughtcrime literally impossible, because there will be no words in which to express it… …Every year fewer and fewer words, and the range of consciousness always a little smaller… The Revolution will be complete when the language is perfect… The whole climate of thought will be different. In fact, there will be no thought, as we understand it now. Orthodoxy means not thinking - not needing to think. Orthodoxy is unconsciousness.’ 

Today’s thought, based on this sinister passage, is a simple one: The limits of your language really are the limits of your world. Language is nothing more nor less than the encoding of ideas, so how strong is your current capacity to encode? Greater code equals greater capacity for thought. It’s like having a larger network of wires through which electricity can run; a greater number of roads for your potential traffic.

The more you increase your capacity to encode, the greater the quantity and agility of your ideas becomes. Need more ideas? Learn more words. Always be reading and you will always be growing.

Raising the power of your language - the efficacy of your expression - is equal to raising your capacity for influence. Speak well, write well, think well - dance with the building blocks of creation - and you can become the greatest in your game. 

Consistency adds up over time. Small increments of effort, repeated diligently, become significant.

But from time to time, one great act of completely disruptive behaviour can equate to a quantum leap in your progress; a leap that happens in days, rather than years. Can you recall the last time you did something so big that it changed everything? Aren’t you about due for another such act? 

What if you challenged yourself to do the next big thing this week, and it changed everything again? What if you took one bold step that took your entire story up a level? 

Think strategically. What is the biggest lever available to you? What single act could radically alter your trajectory? This week, look beyond your daily norms and find that next step up.

Disrupt your momentum, re-claim your story, and aim to become the greatest in your game! 

Experts exist at the intersection of three qualities. Take any one out of the mix and you no longer have an expert. 

The three necessary ingredients for expert-positioning are: 

  1. Knowledge
  2. Personality
  3. Publicity. 
Most people assume that knowledge alone is sufficient, but it’s untrue. You can be the most highly educated practitioner in your field and still be ignored or underpaid. Take Personality and Publicity out of the mix, and you are not seen as an icon. You are merely a specialist, and the remuneration is not on the same level. 

The leading industry names are always personalities seen regularly in the media and at public events. We know their faces and voices, their thoughts and opinions.

Here is the formula to remember: If you have all the Knowledge but none of the Personality, you are a specialist. If you have all the Personality but none of the Knowledge, you are a Kardashian.

May you own your industry

Oprah once said that the best answer to racism was personal excellence. The concept can be taken even further. Personal excellence is the solution to a great many things, one of which is the catastrophically damaging labour unrest currently choking our economy into negative growth. 

Yes, it’s strike season in South Africa. Again. Or still.

Far too often, our labour unions exist at the opposite end of the spectrum to Personal Excellence. Naturally, they started as a good idea: Representation for workers in the face of exploitation. A protector against bullies. 

But in the case of far too many South African unions, the pendulum has swung the other way and they have become the new bullies. Rather than encourage personal excellence, they protect incompetence. Their culture grows increasingly violent. They make it impossible for business owners to fire non-performers. 

There’s another way to live: 

Experts and icons, specialists and high-level achievers live and think very differently. Rather than desiring the protection of a group of people with the same skill level, they endeavour to stand out by raising their skill. They are constantly growing, constantly improving themselves, constantly becoming ‘worth more.’ Their value does not need violent representation. It speaks for itself.

Because of this dynamic, high-level performers also do not need to strike. Their expertise is so valuable that the market comes to them. They charge what they want and get it, because they are worth it.

US speaker and author Randy Gage summed it up: ‘If you are a commodity, they will shop you on price. If you are the icon, they will build the event around you.’ 

I contend that most labour unions would become redundant if South Africa’s leaders promoted individual excellence. Instead, we have seen a continual lowering of educational standards to ensure that ‘everyone passes.’ This is the opposite of excellence-mentality. It says, ‘mob is right,’ rather than, ‘pursue excellence and deserve reward.’ 

Imagine if our striking workers put the same energy into continuing education as they did into trashing public streets. Imagine if their leaders put the same energy into encouraging personal development among their membership as they do into encouraging the destruction of viable businesses and facilities.

It is almost impossible to change the beliefs of others. But you can pursue your own excellence. You can raise your own value. You can make the choice to increase your income through self-improvement, rather than violent demands of more compensation for the same value of labour. 

Your thinking determines your reality. I choose personal excellence over entitlement. How about you? 

May you raise your own value until you become the greatest in your game.

Positioning’ is the art of being seen in the right light. Public Speaking is the art of leading a room. Combine the two and you have a potent formula for career-advancement. 

When last did you volunteer to lead the room by speaking in public? When last did you invest in raising perceptions of yourself?

Most people will avoid public speaking like hard exercise, but acting outside of what ‘most people’ would do will set you apart. If anything, industry icons seek out the things that most people are not willing to do and call them an action plan. 

What’s the next big industry event on your calendar? When will the high-level role-players gather in the same room with you? Imagine if you put your name down, today, as one of the speakers on the agenda. Find a topic of value and commit to presenting it. Make the offer today and change your trajectory. Have the courage and own your industry. 

The intellectual way of stating it is to say, ‘Operating at the pinnacle of Maslow’s hierarchy.’ But that’s not really what it feels like, is it? 

When you’re in the zone, everything flows. It’s like that car ad, where the lines on the road move faster and faster. Everything blurs, but simultaneously, becomes infinitely more focused. Time fades into irrelevance and your mind comes alive. Neurons ignite and the sense of focus sharpens your gaze. You quietly and reverently admit to yourself that you were born for this. 

Has it been a while since you’ve felt that way? All the motivational tricks in the world are no match for a genuine love of what you do. And all the financial rewards in the world will not draw as much out of you either. Love it to the core of your being, and it’s easy to become the greatest in your game. 

The good news is that, as with all relationships, you can re-ignite the flame.

Start with the best memories.

Which working moments have left you exhausted but satisfied? Dusty, beaten and ruffled, but filled to the brim on the inside? Which days stand out as important chapters in your total life story? When last did you feel completely, utterly, unrepentantly alive? 

This is your game, your life, your field, your story, your industry. Make it count. Take a moment this morning to reignite your first love. Dig deep and catch the flame. Take it forward into the week. Own your industry. 

I once spoke with a friend who was terrified of approaching the media. ‘Firstly, who am I?,’ he argued, quite passionately, against his own interests. ‘And secondly, isn’t that just shamelessly punting yourself?’ 

As US author and consultant Alan Weiss often says, ‘If you’re not banging your own drum, there is no noise.’ And as for ‘Who am I?’; I believe that the barrier to entry for thought-leadership exists only in your own mind. So nominate yourself. 

Entrepreneurs live and die by publicity. Owning your industry is the cumulative result of your regular appearances in the media as an industry thought-leader, so it’s best to get comfortable with it early on. 

This week, I dare you to approach the media. Target a specific show. Find a publication that speaks to your market. Offer an interview or write an article and submit it.

If you’ve done it before, then I dare you to raise the ante. You got onto a regional show? Now try a national one. You were published in a small-title magazine? Now try for Forbes. 

Offer an interesting thought; propose a novel angle; show that you can give value to their audience; educate or entertain, or, in a best-case scenario, do a little of both. Experiment with your own interaction with the media, and learn about how to speak through their amplified channels.

Here’s to you developing your voice and presence in the media. 

Your earning potential depends upon your positioning. Your positioning depends upon your branding. Your branding is a game of perceptions, and perceptions are developed and managed over time. To own your industry, your points of representation must say the right things.

How many points of representation do you have, carrying your name to the world? How many flags announce your brand? For most people there are four: Your website, your CV, your brochure and your social sites. 

Do they still reflect the premium tone of a top-level performer? Our gut-reaction is to assume that they do, but we tend to have a blind-spot in this area. 

This week, why not open your marketing materials to feedback from experts whom you trust? Whenever I have tried this exercise, I have been consistently astonished at the range and complexity of outdated or underwhelming points of representation. A biography that I considered quite strong was actually begging for an upgrade, but I was too close to see it.

True premium players are strong enough to assume that there are blind-spots beyond their awareness. They are hungry enough to seek out feedback and change these blind-spots. Their desire to own their industry is stronger than their pride and they love opportunities to grow.

May your love of growth help you to own your industry! 

Sure, plenty of things may niggle, but we’re not talking about small frustrations.Forget petty annoyances like slow wifi, lack of filing space or tedious admin. What’s your big one? What is the Goliath of barriers currently holding you back? 

Rather than do what 90 per cent of people do, which is to deny the big problem, tinker with the little ones like slow wifi, and hope that Goliath will go away of his own accord, how about confronting him head on? How about doing it this week? 

You only need to do it once and then it’s done. Find out what it would take to slay him and your trajectory will be forever altered. 

Consider: There is absolutely no career problem you can possibly face that has not been faced before. Faced and solved. Solved and written about.

The answer to your single biggest barrier is out there and it can be found if you will look for it. 

How about setting the admin and the slow wifi and all of the other petty annoyances aside, just for this week? Commit yourself to one task: Define your great Goliath.

Define precisely what he is and how he is holding you back. Seek out the solution and slay him. Then see what your life is like on the other side.

After your Goliath is gone, after the river begins to flow in full force, you’ll be amazed how easily the smaller problems can be solved.

Change your life. Solve the big one this week. Own Your Industry. 

This week I shared a stage with advertising legend Reg Lascaris. Reg’s firm, Hunt Lascaris, is responsible for award-winning TV ads like the mouse walking on the BMW steering wheel and the Nando’s ‘barking chicken.’

As part of a panel of authors at the Kingsmead Book Fair, Reg told the story of how Hunt Lascaris began.

“We spent an evening brainstorming how we were going to be the greatest advertising agency ever to come out of Africa,” he said. “Of course there was a lot of beer involved! The next morning we woke up terrified about the scope of our goal. But then we started to ask, ‘Well, why shouldn’t we be the greatest name in our industry? And so, that became our starting point and our thinking developed around that goal. That was our objective from Day One.”

Owning your industry may be a process of a decade or more. But it is not until you have actually made the call to become the greatest that your process begins. Articulate your desire and your journey is underway. Make the commitment and you will find the means.

Start right. Commit to the highest goal. Here’s to you becoming the greatest in your game!

Heroes attract emulation. It’s natural to want to be like our icons. The desire drives and inspires us. 

The trouble is, if you merely strive to be like the greats, the best you might actually achieve is: a pale comparison of. 

Here’s a more effective way of channeling that desire. Study the greats with the intention of exceeding them. Find out their means and methods. Learn their numbers and inputs. Then top them.

Michael Jackson thought that way. In a radio interviewer, one of his sound-recorders observed that Michael would obsessively study other musicians, deconstructing everything they did in minute detail, with the stated goal of doing better. Schwarzenegger did the same when studying the kings of bodybuilding; learning their numbers in order to exceed them. Every leading icon studies the greats - studies them obsessively - but then introduces something more, something extra, something uniquely them. 

Who are your heroes? Can you currently even conceive of exceeding them? Conceive of it. Then go out there and do it!

Here’s the problem: The longer you are good at what you do - consistently excellent - the less people will notice. Your function is dealt with so perfectly that it falls off the radar. Sustained perfection becomes expected, and thus, under-valued.

When last did you think about the air-conditioning in your car? Only when it broke. Only when the gas ran out.

Remember this phrase: Excellence sustained can become invisible. 

And when do they notice you again? When the wheels fall off. When the undercarriage drops out. When the fan is dripping with unmentionable substances. 

Rather than bemoan the injustice, do this: Find a way to make a big, noticeable PR splash. You need something that draws attention back to you. Your options are to: Grow, shift, fix or change something.

Within your working environment, what could you grow? What could you shift? What could you fix or change? These are the levers by which you can become noticed again. These are your keys to renewed relevance. 

Think beyond sustained excellence. Think ‘splash.’ And rule your game. 

Wisdom holds that you should know all the right key players in your industry. That’s a pretty good start. But to become the greatest in your game, you will need a slightly different approach. To become the greatest in your game, all the right key players must know who you are. 

Could you be voted into your industry’s hall of fame? If not, is it because the current thought-leadership in your field - the gliterati of your game - are unaware of you? 

If so, change that. It’s not their job to discover you. It’s your job to be discovered. 

To own your industry, become prominent in the minds that create the current environmental framework. 

What do industry leaders tend to respect? Technical competence is a must, but they also see it as a given. At the level of leadership in any industry, higher values generally come into play. Above and beyond your unquestionable competence, do you portray the values that the top tier hold to be admirable? Do you genuinely care about this industry?

Go forth and rule your world! 

Most people dream of a ‘slightly better’ version of their current career. Utopia for the average Joe would be what they have, plus a little more of this and a little less of that. 

How bland! I’d like to invite you to think significantly bigger than the average Joe. I’d like to invite you to spend 10 structured minutes being utterly audacious and envisaging a future way, way beyond your current reality. 

Here’s mine: I once drove by a billboard on the highway, advertising a public event with Robin Sharma. It was sponsored by Forbes, Rolex and a brand of car that costs more than most people’s homes. One day, I’ll see my name on a highway billboard in a foreign nation, proudly sponsored by the gold-standard of high-end snobbery. 

What’s yours? 

Here’s your challenge, and it will only take you ten minutes: Fix your ultimate in your mind’s eye; the biggest, fullest, most vivid and desirable  career you can envisage. Then, in ten minutes of free-flow brainstorming, write down any step or requirement you can think of that might actually get you there.

I am willing to bet that when you zoom back, you’ll discover that a great portion of your ideas are eminently doable. Hard. But doable. And I’m willing to bet that the exercise will leave you thinking: ‘So, why don’t I?’

Here’s to you becoming the greatest in your game! 

In the third Terminator movie, Arnie, in machine guise, gives John O’Connor advice to live by (while holding him a foot off the ground by the neck as John squirms like a fish on a line): “Anger,” he declares, “is more useful than despair.” 

Ever felt despair over the rate and pace of your development? Fallen into mental quick-sand when things weren’t going as fast as you needed?     

It’s a trap. The more you fixate over it, the more you slow. The more you slow, the less you do. It is the quintessential self-fulfilling prophecy.

Try this, and do it quickly: 

Turn your despair into anger. Coalesce the vague and useless mist of uncertainty and insecurity into a focused ball of energy, and then do. Specifically, do 5 things that could generate more for you. Don’t spend the morning planning them out; simply do them.

The point is action, not thought. Change your gait, your stride, your gear, your speed, your mode, your momentum, and do them immediately. 5 things. Have them done within the next few hours at most. Life will be different afterwards. You will be different afterwards.

Anger is more useful than despair. Let’s shake your world up right now. Don’t think. Go! 

The universe runs on numbers. So do top performers, and it doesn't only apply in the world of Sales. 

Years ago, I started recording my numbers at gym; amount of weight, numbers of sets, total reps accomplished. Thereafter, I was consistently amazed at how I under-performed before referring to the numbers. I would think that I had reached my limits, but a quick check would reveal that I was only performing at 80% capacity.

Numbers cannot, will not, do not lie. Apply your numbers with discipline and you can conquer anything. Want to write a book in order to position yourself as an expert? Set a word-count for the day; then don't go to bed until you've achieved it. Mastering a skill? Attack Malcolm Gladwell's prescribed '10 000 hours' with structured, measurable chunks of deliberate practice. Growing a career? Find the levers - whether they are a number of contacts made per day, networking events attended per month, or articles written per year - and utterly submit yourself to them. 

Learn the numbers of the top performers in your industry. How much do they really put in? The numbers may awe you, but ultimately, anything known becomes less intimidating.

Numbers. They are your keepers, your masters, your determinants. Let them be your dictators and they will become your liberators. 

Prosperity. If you were raised in a middle-class or working-class family, chances are it doesn't come naturally to you. We see ourselves in a certain light, haloed by the background of our youth, our struggles and our circumstances, and it affects our choices. How? We negotiate based on how powerful we perceive ourselves to be. We fight for and accept only as much we believe ourselves worthy of having. 

What if you changed your own perceptions around your value? Imagine the strength with which you might negotiate. Imagine if you altered your own narrative and believed yourself to be worth more. Multi-millionaires go broke or bankrupt many times over but still believe themselves to be wealthy. Their perception is that they simply don't have cash at this point in time. Today, raise your value before your own eyes, and buy into the idea that you are going to be something amazing in the universe. You are going to become the greatest in your game. 

Here's to your success story!

‘Universally inoffensive.’ It’s not the goal.

In our fearful early days of industry involvement, our desire for approval is all-consuming. Becoming an iconic voice requires the courage to exist on a bigger scale than that, the strength to be something and to be it with strength.

Have you inadvertently been trying to portray a ‘kindly old uncle’ persona? Everybody’s sweet aunty?

This cautious approach will take you so far, but iconic status will always lie beyond it.

True thought-leaders think strong, speak strong, represent boldness. There are ‘dislikes’ on their YouTube videos. They are something enough to have detractors.

Certainly, it is not their goal to offend, but it is never something they fear either. Be cautious of caution, and fear the pursuit of the overly inoffensive, and you can become the greatest in your game.

The biggest industry names generally move forward entire fields and champion brand new ideas. But let’s be fair. You can’t be that inspired every week. Or even every year.

Good news: Simply knowing what you know will also make you a thought leader. You consume Everests of info each week. Most people don’t have the time to chase down all of those articles, attend the conferences, process the chatter that comprise your world.

So compile what you know and teach. Not every article has to be revolutionary, not every tweet or video groundbreaking. A solid foundation of knowledge is also enough.

If you’ve read three or more books about your area of expertise, you’re probably already better versed than others. And if you know a little more than them, you can teach. And you can begin to become the greatest in your game.