Your Own Experience Is the Hardest Teacher (But Others’ Experience Is the Easiest)

By Jason Forrest, CEO, Head Coach Forrest Performance Group

What could you accomplish if you had unlimited brainpower and several lifetimes’ worth of experience to bring to bear on solving a problem? The truth is—you do have access to such unlimited power. And it’s not some pill you’ve seen in a science fiction movie. It’s in the people you know.  An effective mastermind group of peers—high level executives from a variety of industries—can be invaluable to your business.

 

Merriam-Webster defines mastermind as “a person who supplies the directing or creative intelligence for a project.” Wouldn’t it be amazing to have the chance to interact with and learn from someone who could provide this kind of leadership and know-how in an area that’s not exactly your sweet spot? Multiply that level of amazing by two, three, even eight, and you’ll get a sense of what a truly incredible, game-changing resource a mastermind group can be.

 

A mastermind group—a concept I first learned about from Think and Grow Rich by Napoleon Hill—is a place to share ideas, learn best practices, and benefit from others’ brains, experience, and belief systems. The book calls such a group “a coordination of knowledge and effort and a spirit of harmony between two or more people for the attainment of definite purpose.”

 

The benefits of such coordination have been invaluable to me personally. For a number of years, I’ve been part of a nine-person mastermind group of entrepreneurs. Each of the eight others in my group has contributed valuable insight that has helped me overcome challenges, specifically in the realms of HR, marketing, and financing.

 

Here’s how to start a mastermind group to reap similar benefits for your own business:

 

  1. Assess yourself. Consider all the tasks you’re responsible for and identify a few areas where you excel and a few where your skills could be sharper.
  2. Explore your network. See who you know or could get to know who likely has a strength you’d like to develop.
  3. Assemble the team. Pitch the idea when you meet with potential mastermind colleagues. Be up front—let them know what you’re looking for, and what you bring to the table.
  4. Share the wealth. Introduce connections to one another. Get the ball rolling by finding ways to support a new colleague using your unique strengths.

 

You now have the makings of a mutually-beneficial mastermind group. Here are a few experience-tested pointers to keep it going strong:

 

  • Don’t confuse your role within your company with your role in your mastermind group. In your own company, you’re a leader and likely seen as the mastermind. In contrast, your mastermind group should consist of peers—each with valuable expertise. No one is the leader, and your role is not to manage or be managed. It is simply to share experience.

 

  • Think outside the industry. You won’t get really varied skill sets or transparent best-practice sharing if your mastermind group consists of a bunch of people in your own industry. Look to other fields—banking, IT, medicine, nonprofit, government, etc.—for colleagues who can help you see things in a whole new way.

Assembling a mastermind group and staying in regular contact with its members will put each member in position to thrive—both professionally and personally. This kind of mutually-beneficial group is one of the best ways to take advantage of the “work smarter, not harder” mindset.

 

 

 

 

About the Author

Jason Forrest | CEO, Head Coach Forrest Performance Group As a sales professional, author, speaker, and sales coach, Jason’s job is to empower professionals and executives to unleash their human performance and master their leadership skills in sales, management, culture and service. Jason grew up under the influence of his father (a business owner and professional salesperson), his mother, (a persuasive speaking professor), and Zig Ziglar (his Sunday school teacher and world-famous salesperson/motivational speaker). Jason learned sales by selling rather than observing. These influences and experiences shaped him into who he is today-a salesperson first, a trainer on a mission, a national speaker, and a coach who pushes sales organizations to become the best version of themselves. Every year, Jason delivers approximately 92 keynotes/seminars and conducts 850 group coaching calls with sales teams, sales managers, and executives. See him in action at www.ForrestPG.com

 

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Executive Briefings: The Model of R.E.A.L. Leadership

By Thomas White for Huffington Post

In my work, I meet business leaders from all over the world who have advice, stories and personal tips to provide. I sit down with these leaders to give them the opportunity to provide current business advice and give a glimpse to their personal stories as a business leader.

This week I interviewed Joe Hart, President and CEO of Dale Carnegie Training, an organization whose founder pioneered the human performance movement over 100 years ago and has continued to succeed and grow worldwide, through constant research and innovation building on its founding principles. Dale Carnegie Training has more than 3,000 trainers and consultants, operating in 300 offices in over 90 countries impacting organizations, teams and individuals. Dale Carnegie Training’s client list includes more than 400 of the Fortune Global 500, tens of thousands of small to mid-sized organizations and over 8 million individuals across the globe.

Dale Carnegie does a lot of research in regard to leadership. What are the traits that make up a great leader?

Dale Carnegie Training initially conducted research on this subject in 2015 in the United States and Brazil. We were so intrigued with what we had found that we expanded the research to 13 additional countries. Some of the key questions we found included: what are the types of traits that really motivate someone to want to give their best and what are the things that demotivate people. From this research we have characterized these to ‘R.E.A.L.’ or reliable, empathetic, aspirational and learning.


What makes a leader Reliable?

It refers to someone who is internally reliable. Internal reliability is someone being authentic. As people, we have great intuition, and we can tell when somebody is being consistent with who they are. They are internally reliable. But with external reliability people want to sense a level of integrity. Does the leader do things that they say they are going to do or do they say one thing and then do another?

Of the four traits, this one is absolutely foundational for the other three. It doesn’t matter if you’re empathetic, aspirational, or you’re an active leader, if do not have reliability, you do not have the core trust that you are building with people. If you do not have this trust with the people you work with or who you interact with then the other traits just will not matter.

What does it mean to be Empathetic as a leader?

Being empathetic means to really want to reach out and to be others-focused. It means to demonstrate a desire to listen, to care, to recognize the importance that other people have and to really give them the respect of hearing what it is that they have to say. Ralph Waldo Emerson once said, “In my walks, every man I meet is my superior in some way, and in that I learn from him.” So, an empathetic person is trying to learn, trying to listen and trying to demonstrate caring for the people around them.

There’s been a transformation of how leadership has been viewed over the decades. In the past, one might expect a leader to have all the answers, to show strong leadership qualities. Today, especially when you look at the millennial generation, people want to contribute to find out the answers. They want to have meaning in their work. They want to know the work they’re doing is valuable and that they are valued as a person. Someone who comes in and simply says, “Here’s what we’re going to do and you’re going to do it,” that is an immediate dis-engager for high percentages of people.”

What does a leader need to do to be someone who is Aspirational for the people that they are working with?

Leaders tend to focus on the bottom line. The finances are important and critical to the success of any business. However, to focus on those exclusively without a broader picture is not necessarily enough to connect with a lot of people. If a leader understands that people really want to have meaning in what they do, then simply hitting financial targets may not be enough. A leader not only needs to be focused on the details but also on why we are doing this at all and why what we are doing is important.

The financial parts and having targets are all important, but at the same time, to have something broader and something we can connect to that makes us feel like, “Yes, I’m really a part of something bigger and important, and I can go home and feel really good about that.”

How critical is it for a leader to also be a Learner?
It is very critical. Being a learner connects with empathetic in the sense that the learner says “I don’t have all of the answers”. The learner recognizes that mistakes are going to happen and they learn from that. They don’t necessarily like it but, they will embrace it and they won’t hesitate if they’ve made a mistake, to admit it, to address it and to move on. It’s about taking action. It’s about making mistakes. It’s about experience and judgement.

 

 

The Top Three Economic Indicators to Watch: Global Growth, China, and Crude Oil

By: Christopher S. Rupkey, CFA, Managing Director and Chief Financial Economist, MUFG

With the increase in global financial market turmoil at the start of this year, there are questions about the direction and health of the U.S. economy. So what are the signs we can look at now to gauge the economy’s health?

The strength of the dollar both helps and hurts earnings overseas with approximately 50 percent of U.S. manufacturing companies exporting throughout the world. Behind the strength of the dollar and weakness in financial markets early this year are three basic factors: global economic outlook, China, and crude oil.

 

Global Economic Outlook

The U.S. economy is at full employment, so payroll job gains will be less this year. This means little for the economy or the well-being of consumers and companies, except fewer buyers with new paychecks will be able to purchase goods and services.

We do not see the same level of investment from U.S. companies as in previous recovery cycles. The question: can the economy go forward at a satisfactory pace without companies making those investments?

The U.S. economy is growing and yet many believe China’s slowing economy and currency uncertainty could have spillover effects here. This worry could be based less on economic factors and more on psychology. Sometimes consumers can get the wrong impression about the health of the economy, and such nervousness leads them to curtail their spending.  The economic outlook is not as rosy as it was 12 to 18 months ago, but there are still strong indicators out there showing the economy will move forward this year at a moderate pace.

The Fed is looking to raise rates two more times this year and for the economy to grow from 2 to 2.5%. Unemployment in the Euro zone is above 10%, but continues to decline. The International Monetary Fund looks for around 3% growth for each of the next couple of years. China’s outlook is still at 6.5% growth. Many of the world economies look good, even if global markets can sometimes panic and trend lower temporarily.

 

Commodities Driven by China’s Infrastructure Growth:
The Boom and Bust Cycle

During a commodity boom, prices go up; on the bust side, prices go down. These days, we are feeling the effects of the bust side of the cycle. This cycle is implicitly tied to China’s rapid growth in the middle of the last decade. China was able to manufacture goods inexpensively, so the U.S. and other world manufacturers moved factories overseas. They helped Chinese manufacturers build the infrastructure to produce goods for export. There was a tremendous desire for natural resources like steel, iron ore, copper, and crude oil in China to set up this infrastructure to produce exports.

Today, China is not the same manufacturing powerhouse it once was and there is no longer the same demand for these natural resources. Global commodity prices are falling. Companies in countries like Brazil, Chile, and Peru are not able to sustain the revenues from the boom period, so economies in these countries are hurting.

All commodity booms and busts end however. Prices fall to such a low level that commodity manufacturers stop producing. Currently, we are waiting for the bust to hit bottom; we see signs that we are getting close to that point.

 

The Road Ahead

We see the typical economic cycle driven by interest rates and housing. With exports slowing, the domino effect will be felt throughout the supply chain. Because of market turmoil, many have second thoughts about the strength of the economy and outlook. The U.S. presidential election impact remains to be seen.

At this point, business leaders are cautious, without being overly pessimistic. There is business risk involved with planning, knowing that unforeseen factors can play on forecasts, so they are wisely proceeding with some caution.

 


Christopher S. Rupkey, CFA

Managing Director, Chief Financial Economist

MUFG Union Bank, N.A.

crupkey@us.mufg.jp

A graduate of the University of California, Berkeley, with an A.B. in Economics, Mr. Rupkey then received his M.A. in Economics from Columbia University in New York. Mr. Rupkey spent his early career working for Larry Kudlow at UBS Paine Webber, moving on to become  Chief Economist at Cantor, Fitzgerald. At MUFG Union Bank, N.A., Mr. Rupkey is presently Managing Director and Chief Financial Economist in the Economic Research Group, focusing on financial markets, Federal Reserve policy and international economies including Japan. He has published the Financial Market Weekly for the bank for more than 20 years.

Mr. Rupkey is frequently quoted in the Wall Street Journal, Bloomberg News, Reuters, Yahoo, and other investor publications. From 2001-2002, Mr. Rupkey was President of the Money Marketeers of New York University, a club in New York made up of Wall Street dealers and New York Fed staff, and was President of the New York Association for Business Economics in 2009-2010. In September 2013, Mr. Rupkey was awarded the 2012-2013 National Association for Business Economics (NABE) Outlook Award. The annual award is presented to the NABE Outlook panelist with the most accurate economic forecast for the previous four quarters.

 

About MUFG Americas Holdings Corporation

Headquartered in New York, MUFG Americas Holdings Corporation is a financial holding company and bank holding company with total assets of $120.9 billion at March 31, 2016. Its principal subsidiary, MUFG Union Bank, N.A., provides an array of financial services to individuals, small businesses, middle-market companies, and major corporations. As of March 31, 2016, MUFG Union Bank, N.A. operated 370 branches, comprised primarily of retail banking branches in the West Coast states, along with commercial branches in Texas, Illinois, New York and Georgia, as well as two international offices. MUFG Americas Holdings Corporation is a wholly-owned subsidiary of The Bank of Tokyo-Mitsubishi UFJ, Ltd. which is a wholly-owned subsidiary of Mitsubishi UFJ Financial Group, Inc., one of the world’s leading financial groups.

Visit www.mufgamericas.com for more information.

 

 


 

Analyst Certification

The views expressed in this report accurately reflect the personal views of Christopher S. Rupkey, the primary analyst responsible for this report, about the subject securities or issuers referred to herein, and no part of such analyst’s compensation was, is or will be directly or indirectly related to the specific recommendations or views expressed herein.

The information herein is provided for information purposes only, and is not to be used or considered as an offer or the solicitation of an offer to sell or to buy or subscribe for securities or other financial instruments. Neither this nor any other communication prepared by MUFG Union Bank, N.A., (collectively with its various offices and affiliates “MUB”) or should be construed as investment advice, a recommendation to enter into a particular transaction or pursue a particular strategy, or any statement as to the likelihood that a particular transaction or strategy will be effective in light of your business objectives or operations. Before entering into any particular transaction, you are advised to obtain such independent financial, legal, accounting and other advice as may be appropriate under the circumstances. In any event, any decision to enter into a transaction will be yours alone, not based on information prepared or provided by MUB.  MUB hereby disclaims any responsibility to you concerning the characterization or identification of terms, conditions, and legal or accounting or other issues or risks that may arise in connection with any particular transaction or business strategy. While MUB believes that any relevant factual statements herein and any assumptions on which information herein are based, are in each case accurate, MUB makes no representation or warranty regarding such accuracy and shall not be responsible for any inaccuracy in such statements or assumptions. Note that MUB may have issued, and may in the future issue, other reports that are inconsistent with or that reach conclusions different from the information set forth herein. Such other reports, if any, reflect the different assumptions, views and/or analytical methods of the analysts who prepared them, and MUB is under no obligation to ensure that such other reports are brought to your attention.

The articles and opinions in this publication are for general information only, are subject to change, and are not intended to provide specific investment, legal, tax or other advice or recommendations. The information contained herein reflects the thoughts and opinions of the noted authors only, and such information does not necessarily reflect the thoughts and opinions of MUB or its management team. We are not offering or soliciting any transaction based on this information. We suggest that you consult your attorney, accountant or tax or financial advisor with regard to your situation. Although information has been obtained from sources we believe to be reliable, neither the authors nor MUB guarantee its accuracy, and such information may be incomplete or condensed. Neither the authors nor MUFG shall be liable for any typographical errors or incorrect data obtained from reliable sources or factual information.

©2016 Mitsubishi UFJ Financial Group, Inc. All rights reserved. The MUFG logo and name is a service mark of Mitsubishi UFJ Financial Group, Inc., and is used by MUFG Union Bank, N.A., with permission. Member FDIC.

 

C-Suite TV Talks Enacting Change, Empowerment, Sales Coaching, Customer Service and the Importance of ‘WE’ Commerce

 

April/May Programming for Best Seller TV Features Authors Ilja Grzeskowitz, Meridith Elliott Powell, Jason Forrest, Donna Cutting, and Billee Howard

NEW YORK, NY–(Marketwired – May 11, 2016) – Best Seller TV, one of the top online business shows on C-Suite TV, has announced their upcoming episodes for April and May. Best Seller TV will feature in-depth interviews with a number of leading business authors: Ilja Grzeskowitz, author of Think It. Do It. Change It.: How to Dream Big, Act Bold and Get the Results You Want, Meridith Elliott Powell, author of Own It: Redefining Responsibility – Stories of Power, Freedom & Purpose, Jason Forrest, author of Leadership Sales Coaching: Transforming from Manager to Coach, Donna Cutting, author of 501 Ways to Roll Out the Red Carpet For Your Customer: Easy to Implement Ideas to Inspire Loyalty, Get New Customers and Make Lasting Impressions and Billie Howard, author of WE-Commerce: How to Create, Collaborate and Succeed in the Sharing Economy.

Ilja Grzeskowitz, or “change expert #1” as he’s known by German media, talks about his new book, Think It. Do It. Change It.: How to Dream Big, Act Bold and Get the Results You Want, which details the step-by-step process he uses with clients to make change happen. Grzeskowitz says in order to make change happen, one must not just think differently, but act differently, too. He also highlights the six steps to fully execute the change you want — dream, vision, direction, goal, action plan and execution. A firm believer in ‘firing’ the negative people in your life and allowing the fear of change to become your best friend, Grzeskowitz feels dealing with change will be the most important skill everyone will need to master in the upcoming years. He urges his readers to remember the following when thinking of change, “You will become the average of the five people you spend the most time with.” Become an agent of change.

In her book, Own It: Redefining Responsibility – Stories of Power, Freedom & Purpose, Meridith Elliott Powell talks about the need for both leaders and employees to take responsibility — not only in their work life, but in their personal life as well. She decided to write the book after discovering how powerful and empowering taking ownership of your own life and career can be. Powell feels that, “If people could learn how to take responsibility and the skill of it, they can do or accomplish anything they wanted” and when both leaders and employees take responsibility, she states, you have “a serious recipe for success.”

Jason Forrest, author of Leadership Sales Coaching: Transforming from Manager to Coach, compares sales professionals to athletes in the sense that they want to be coached like an athlete, rather than managed like an employee. He also highlights the difference of being a manager and a coach, stating that a manager makes peoples’ lives easier, while coaches make people better. Forrest is also a big believer in unleashing profits through people. The book is field-tested to reduce turnovers and increase sales, and it’s aimed at “corporate gladiators” interested in becoming coaches rather than managers.

Donna Cutting’s book, 501 Ways to Roll Out the Red Carpet For Your Customer: Easy to Implement Ideas to Inspire Loyalty, Get New Customers and Make Lasting Impressions, tackles the world of customer service and rolling out the red carpet for all customers. Cutting states that employees need to be armed with all the proper tools in order to provide excellent customer service. When employees don’t have all the tools, there’s a disconnect with the service they ought to provide, but don’t. She says there are four main things to think about:

1. Consistency – Every customer receiving the same level of service from every team member at every opportunity, every single time
2. Technical piece – Involves asking the question, ‘Am I delivering the product or service I’m promising?’
3. How do you deliver – How are employees delivering customer service? Are they making the customer feel like they’re important?
4. ‘Wow’ factor – The unexpected moment of surprise and delight that makes people want to talk about you in a positive way

Billee Howard’s book, WE-Commerce: How to Create, Collaborate and Succeed in the Sharing Economy, highlights a world in which culture and commerce collide in ways that are considered unprecedented and an economy driven by entrepreneurialism and creativity. Howard talks about how the sharing economy ushered a variety of micro-economies that enable people to come together and experience luxuries they’ve never experienced before. She makes the argument that millennials, and Gen Z behind them, aren’t interested in owning possessions, but in sharing, borrowing, and using technology to come together and help make the world a better place.

All episodes of Best Seller TV will air throughout the month on C-Suite TV and are hosted by TV personality Taryn Winter Brill.

Best-selling author, speaker, and former Fortune 100 CMO Jeffrey Hayzlett created C-Suite TV to give top-tier business authors a forum for sharing thought-provoking insights, in-depth business analysis, and their compelling personal narratives.

“We have a great lineup for April and May! I am a big believer in empowering those around me so I think our viewers will enjoy these interviews that talk about making necessary changes and the empowerment that comes with enacting a positive change — personally and professionally,” Hayzlett said.

For more information on TV episodes, visit www.csuitetv.com and for more information about the authors featured in Best Seller TV episodes, visit www.c-suitebookclub.com.

Selecting the right depositary bank and collateral agent/trustee for your infrastructure project

Project financing has changed over the years to include a more multi-faceted structure. In the past the purpose of the financing may have been to simply build a facility however, today, it is not uncommon for a single project to be divided into multiple phases or be composed of multiple facilities in order to meet the long range goals of the project. The financing for this type of structure may include multiple loan types with different parameters, include additional time frames for equity contributions or other types of cash infusions or include conditional lenders such as a swap counterparty or a letter of credit provider. This level of complexity requires that your chosen Depositary Bank and Collateral Agent understand how these phases affect the cash flow and assignment of collateral to the Secured Parties.

MAKING YOUR CHOICE

When it comes to choosing a Depositary Bank and Collateral Agent that will successfully administer your project finance transaction, look for institutions that understand the structure of your deal and its corresponding responsibilities based on the project agreement and any ancillary agreements to which they are signatories.

There are many challenges to any large project/transaction—knowing what to look for, and hiring the Depositary Bank and Collateral Agent that are right for your project can be instrumental to its success.

Click here to learn more

10 Sales Tips for Asking More Effective Questions

By: Dr.  Tony Alessandra

What is the #1 rule in sales? Ask more questions! Sometimes the most knowledgeable expert is the most likely to fall into the trap of talking too much. Remember to slow down and let your prospective client do most of the talking. Study after study tells us that the most effective sales tips a trainer or manager can reinforce involve asking a lot of questions. Hall-of-fame keynote speaker on the subjects of sales and customer service, Dr. Tony Alessandra, shares his top 10 sales tips for asking more effective questions…

 

1) Ask permission.

In some situations, it’s understood that you’re there to gather information. In other situations, it’s appropriate to show respect by asking permission to ask questions.

Example question: “May I ask you some questions about your business?”

This may be a rhetorical question, but it’s worth asking anyway.

2) Start broad, and then get specific.

Broad, open-ended sales questions are a good way to start gathering information. They put your prospect at ease because they allow any type of response.

Example question: “Could you tell me about your business?”

This is a non-threatening way to begin. Listen to what your prospect says and what she omits. Both will suggest areas to explore in greater depth, such as, “Could you tell me more about how absenteeism impacts your bottom line?”

 

3) Build on previous responses.

Any good interviewer knows that the most logical source of questions comes from the interviewee’s responses. Dovetail your questions with the responses by listening for key words.

Example question roleplay:

[Prospect] “I own six flower shops that specialize in large event decorating.”  

[Salesperson] “You specialize in large events. Why did you choose that niche?”

[Prospect] “Lower overhead. I can work out of a warehouse rather than a storefront. I don’t have to maintain perishable stock; I order in large quantities only when needed, which keeps my prices down.”

[Salesperson] “What do you mean by large events? How would you define that? What are the minimum orders?”

 

4) Use the prospect’s industry jargon, if appropriate.

If you’re talking to an expert, show your expertise by sounding as if you’ve spent your whole life in his industry. If you’re talking to a neophyte, don’t embarrass him with your technical jargon. This is especially true in retail sales in which customers look to salespeople for guidance, not confusion.

Every field has its own jargon, and you may be an expert in yours; however, your prospect may not be as well versed as you. Avoid questions that will confuse your prospect or worse, make him feel inferior.

Example question not to ask“Was the baud rate of your present system satisfactory?”

Example question to ask:  “Were your telephone transmissions of data fast enough?”

 

5) Keep questions simple.

If you want useful answers, ask useful questions. Convoluted or two-part questions should be avoided. Ask straightforward questions that cover one topic at a time. It’s best to ask for one answer at a time.

Example question not to ask: “What do you think about the marketing plan and will the new ad campaign confuse customers and would that confusion actually be beneficial to the long-term product growth?”

This will not produce a meaningful answer. If you ask a two-part question, people tend to either answer the second part only or only the part they were interested in or felt safe with. One question at a time!

6) Use a logical sequence for your questions.

Prospects like to know where your questions are headed. If they can’t tell, they may suspect you’re manipulating them. By following keywords and asking sales questions in a logical order, you will keep your intent clear and build trust.

7) Keep questions non-threatening.

Start off safe, general, and non-threatening. That means asking open-ended questions that don’t touch on sensitive subjects. Later, after you have built up trust — and when it is appropriate — you can ask about financial ability, business stability, credit rating … anything relevant.

Example questions: Here’s a post that highlights seven questions one sales rep uses to ask more intense questions in a light and friendly manner. 

 

8) If a question is sensitive, explain its relevance.

It makes sense to justify a sensitive question to your prospect. After all, she has a right to know why you are asking.

Example questions: Here’s a post on how to ask sensitive sales questions without upsetting your prospects.

 

9) Focus on desired benefits.

Many prospects will not know all the benefits of your product or service. Therefore, don’t ask them what benefits they are looking for; tell them what benefits will be theirs! When you ask them what they want, have them generalize about the improvements they would like to see.

10) Maintain a consultative attitude.

Remember, you’re a liaison between your company and your customers; you are a consultant. As such, you want to question your prospect in a way that will yield the maximum amount of information with the least effort. To do so, take the pressure off the questions. Ask them in a relaxed tone of voice. Give time for the answers, even if it means sitting quietly and waiting. Don’t be in a hurry to get to your next appointment. The investment you make in time now will pay off handsomely when the prospect evolves into an annuity.

 

 

Dr. Tony Alessandra has a street-wise, college-smart perspective on business, having been raised in the housing projects of NYC to eventually realizing success as a graduate professor of marketing, internet entrepreneur, business author, and hall-of-fame keynote speaker. He earned a BBA from Notre Dame, a MBA from the Univ. of Connecticut and his PhD in marketing from Georgia State University (1976).

Known as “Dr. Tony” he’s authored 30+ books and 100+ audio/video programs. He was inducted into the NSA Speakers Hall of Fame (1985) and Top Sales World’s Hall of Fame(2010).  Meetings & Conventions Magazine has called him “one of America’s most electrifying speakers”.

 

Dr. Tony is also the Founder/CVO of  Assessments 24×7.  Assessments 24×7 is a global leader of online DISC assessments, delivered from easy-to-use online accounts popular with business coaches and Fortune 500 trainers around the world.  Interested in learning more about these customized assessment accounts? Please CONTACT US.