C-Suite Network™


Burn the Rulebook: Why Your Next Big Move is Illogical

If you’re gunning for a legacy that laughs in the face of convention, welcome to the vanguard. It’s time to torch the traditional playbook and embrace the illogical as your new north star. For those with the courage to leap where there’s no ledge, the world doesn’t just open its doors—it gives you the keys to the kingdom.

Why Fit In When You Were Born to Stand Out?

“Only those who will risk going too far can possibly find out how far one can go.” —T.S. Eliot

Conventional wisdom is the crowded lane of the uninspired. If your dreams don’t scare you, they’re not big enough. Today, we’re not just stepping outside the box; we’re crushing it underfoot. Because the greatest achievements in history come from those who dare to appear foolish to the crowd.

Lead Like a Legend—Tomorrow Is For the Timid

“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” —Ronald Reagan

Every clock tick is a step toward obsolescence or a stride toward eternity. Choose your direction with audacity. Leadership isn’t about filling shoes; it’s about outgrowing them every damn day. Lead as if you were to live forever, and you’ll carve out a legacy that just might.

Throw Out the Rulebook—Innovation Waits for No One

“Learn the rules like a pro, so you can break them like an artist.” —Pablo Picasso

Whoever made the rules was banking on you to follow them. Break them, and you’re not just a player—you’re the game changer. The path less traveled is less traveled for a reason: it’s rough, it’s untamed, and it’s fraught with the shadows of uncertainty. Yet, it is also where new legends are born.

RAMS Unleashed: Redefining the Road to Remarkable

Here’s how R.A.M.S tears up the rulebook and redraws the map:

  1. Results: Don’t just aim to meet expectations; shatter them. Your results should leave a legacy that lingers long after you’re gone.
  2. Attitude: Your mind state isn’t just part of the game—it is the game. Cultivate a spirit that speaks before you even open your mouth.
  3. Mastery: Master your craft so that your very name becomes synonymous with excellence in your field.
  4. Systems: Build bold systems that defy tradition but deliver triumphs. Innovative systems are the secret recipes of legendary chefs.

Controversy as Currency: Investing in the Audacious

“If you are not willing to risk the unusual, you will have to settle for the ordinary.” —Jim Rohn

The more your moves defy explanation, the more they compel attention. Let them call your strategies mad; madness is just genius that hasn’t been understood yet. Controversial leaders are the ones who rewrite history, not just read it.

Laugh in the Face of Logic

“Logic will get you from A to B. Imagination will take you everywhere.” —Albert Einstein

The journey to legendary is littered with laughter—not just at the challenges you face, but at the absurdity of the notion that they could ever stop you. Your legacy is built on the bricks of boldness, cemented with the mortar of madness.

Why ‘Illogical’ Is the New ‘Logical

In a world that worships the rational, ‘illogical’ is your secret weapon. It separates the trailblazers from the trackers, the pioneers from the followers. When the crowd zigs, it’s your cue to zag—spectacularly.

So, here’s to the illogical, irrational, and outright insane strategies that pave the streets of the future. Burn the Rulebook because your next big move isn’t just outside the box—it’s beyond it.

Are you ready to light the match? Let’s ignite a blaze so bright that it burns through the pages of history.

Step Into the Arena of Legends

Are you ready to join a league where the ordinary is outlawed, and the extraordinary is the norm? Accept this invitation to revolutionize not just your business but your entire legacy. Click below to activate your 14-day free trial in the Legacy Leaders League, where bold minds converge to forge the future.

Join the Legacy Leaders League – Start Your Free Trial Now!

Dare to lead, dare to succeed. Welcome to your new epicenter of innovation.

Growth Leadership Operations

FAQ: “Typical North American Management”

I often refer to “Typical North American Management” in my presentations and writing. The term is even referenced in the Amazon listing for Iterate. Over the years I’ve gotten enough questions about it that I thought a quick Q and A would be useful. So here we go…

Q: What do you mean by “typical North American management”?

A: It’s a term I inherited from my mentor and predecessor; I use it as shorthand for the standard way that most companies are managed and run.  My understanding is that about 80% of companies across all spaces work in roughly this way. It’s the basis for what we see in media, and what we carry and reinforce in popular culture regarding how management works.

Why “North American”? Isn’t this worldwide?

It often is, but I’m reasonably certain this style of management comes from habits that grew out of North American industrialization and commercialization, influencing outward from there. (Think: cross-country railway construction.) Plus, in working globally on Iterative Management®, I’ve found other cultures often struggle with different aspects of the methodology, I think because they enter with different norms. For example, US managers frequently have a hard time with the idea that a management team succeeds or fails together – we’re still a bit culturally stuck on the idea of lone cowboys succeeding despite their coworkers or leadership.  Eastern cultures seem often to have fewer challenges on that front, but more difficulty than their US counterparts with the idea of making and acting on decisions in the face of overt disagreement.  So, I say “North American” to remind myself and everyone that not all cultures start from the same set of assumptions.

OK, so what is typical North American management?

There’s lots of nuance to that answer, but at a high level it’s the idea that management’s job is to set a strategy and a plan at the beginning of the year and then meet weekly or regularly with employees to check how things are going and report it upwards, fixing problems as they go.

What’s wrong with that?

Nothing… except that it doesn’t work because it’s not well-matched to reality.  As soon as we start to move forward in time, things change! Efforts go differently than expected or have different results, we learn new and different things about what we’re trying to accomplish and the environment we’re doing it in, and the all-important plan becomes progressively less reflective of real life.  Managers respond to that difference by running around between meetings trying to figure out what has changed, who they need to talk to about it, and what needs to be decided how and by whom, to get somewhat back on track. Then they go to meetings with their bosses and give performative status updates with various levels of positive spin that basically can be summarized as “things are mostly on track here, don’t worry, and please look somewhere else.”

This puts the boss in the position of having to suss out what’s really happening and work solo to uncover problematic interdependencies. Worse, with five of those updates at about nine minutes each, a one-hour weekly staff meeting can come and go without ever looking at any high priority issues or making any significant decisions.  It’s more like a series of one-on-one meetings with the rest of the team taking turns in the role of an audience that may be allowed to ask clarifying or philosophical questions but wouldn’t dare poke holes in the narrative for fear of having the favor returned.

Yeah, that meeting could have been an e-mail.

Then what’s the opposite of typical North American Management?

It’s what I call Iterative Management®, though it’s the behaviors that matter, not the label. In this approach, the group gets together, and someone says, “hey boss, we’re trying to get to point A in the future together. Right now my part of things looks like it’s pushing us more toward point B.  Here’s what I recommend all of us do to get back on track and/or adjust our expectations.” In about three minutes, one person can tee up a substantive discussion, and then the leader along with multiple impacted team members can make a decision and commit to some action before they leave. In this way you get more decisions per cycle, more actions per cycle, and more chances to revisit changes that didn’t work in the way that was expected in prior cycles. Meetings actively engage team members in deciding on what to do today to influence tomorrow, instead of saddling them with dog-and-pony shows or improvisational speaking exercises focused mostly on what’s already happened.

So both typical North American management and Iterative Management® are about meetings?

Yes and no. Meetings are where the management culture is most apparent, so it’s true that a move toward Iterative Management® will change how meetings look and how well they function. It’s also true that if you hire your friendly local Iterate® guy to assess your management culture, he’ll spend a lot of time watching meetings because they’re a showcase of what’s happening.  But you can’t fix management culture just by fixing meetings, because many of the behavioral norms required to make the meetings better happen before and after them. The change makes meetings more effective, but it’s much more than an effective meetings campaign.

The most useful way to think about meetings is as the stage on which your management culture plays out – in particular, its flexibility, its adaptability, and its capacity for intelligent group decision-making and quick action. If you watch for those issues in management meetings and aren’t happy with what you see, that’s a big hint that you have some improvement to do outside of them as well.  By the way, if you’re not sure how to observe your meetings for those elements, every copy of Iterate includes a pretty detailed Assessment of Iterative Management® Practices, so if you already have the book that’s a good (and free) place to start.

If I want to move my group away from typical North American management and toward Iterative Management®, what’s the best way to start?

Making this information as accessible as possible is part of my ongoing work and consistent with my values. If you want to do it yourself, the website and video collections are free, and the book is relatively inexpensive. If you want help, classes and simulations are engaging and moderately priced. If you just want to get thing started fast, the one-quarter accelerator provides quick and substantive payoff.

But whatever you do, I’d encourage you to get in the habit of noticing and steering away from typical North American management.  Unless you’re doing something as simple and linear as building long stretches of railway, you and your team would probably benefit from a more sophisticated approach.

Like this and want more? Watch Ed Muzio’s new TV Series, “One Small Step” on C-Suite Network TV. And, Visit the Group Harmonics Industry Intelligence Archive for ideas, whitepapers, and case studies about changing culture and how management culture impacts so many facets of the organization.

Advice Branding Marketing

Your Potential Franchisees Have Changed . . . Have You?

More and more of your potential franchise buyers today are members of Generation Y and Generation Z. Do you understand them? Are you sure you are selling to them in the most effective ways possible?

Just to review, members of Generation Y (who are also called millennials) were born in the 1980s and 1990s and are roughly between the ages 30 and 40 today. Members of Generation Z were born between the mid-1990s and the early 2010s. The older members of this group, who are about age 25 today, are out there shopping for franchises today too.

If you think back on the people who have visited you at franchise expos and met with members of your franchise sales team lately, you will realize that a growing majority of your potential franchisees are members of Generations Y and Z.

But are you talking to them in the right way?

What Has Changed?

A great shift has taken place in the way members of those generations shop for franchises, compared to how members of older generations did. In brief, here is one thing that has changed .

  • Members of Generation Y and Generation Z do a much larger percentage of their buying research online. They are likely to know a lot about you before they even talk to you.
  • Members of older generations, including Baby Boomers (born between 1946 and 1964) still prefer to learn about you by having conversations with real, living people.

Members of both those groups will drop by to speak with you at franchise expos. They will call you up. And if they are interested, they will want to sit down with your representatives to make the most informed buying decisions possible.

The difference is that potential franchisees from Generation Y and Z will usually know a lot more about your franchise before they have made those contacts. They will often tell you, “I have read everything on your website, and I need you to tell me more.”

How can you do a much better job recruiting those members of Gen Y and Z?

Provide a Deeper Level of Information Online

On your website and your social media channels too, be sure to provide:

  • Testimonials from your current franchisees.
  • Deeper information about who you are, what you sell, how your systems work, and more.
  • Information about the unique technology you use, because technology “speaks” to members of those younger generations.
  • In-depth information about the training you offer, because when potential franchisees understand that you offer exceptional training, they feel more confident that they will know how to succeed if they become your franchisees.
  • Still more information about your annual franchise conventions, the systems you use to communicate with franchisees, and more. The more information they know, the more confident they will feel about coming on board.

What About Securing Your Information?

I have sometimes heard franchise executives say, “I hesitate to put too much information about our system online, where anyone can see it – our competitors, for example. We have to protect ourselves.”

That is a valid concern, but keeping your information hidden from sight can be a mistake in a day when many more of your potential franchisees – those members of Generations Y and Z – want to know everything before they will consider joining your franchise family.

One solution to this problem is to include a questionnaire on your website that potential franchisees can fill out to request more in-depth information or a call from a member of your franchise sales team. On this form, you can ask potential franchisees to indicate their locations, how far along they are with their decision-making process, and of course to provide contact information. Once these potential buyers become “qualified leads” by filling out your questionnaire, you can start those conversations while feeling more secure about providing them with a level of in-depth information that you might not want to provide openly on your website for all visitors to see.


Profit Over People: The Dark Arts of Billion-Dollar CEOs

The Unseen Cost of Billions

In the glossy world of billion-dollar enterprises, where every quarterly report is a battle won, there lies a shadowy truth—a relentless pursuit of profit that often comes at the expense of those who oil the gears of these corporate machines. As we peel back the layers of financial statements and investor presentations, we confront a disturbing question: At what cost does success come?

The Ruthless Pursuit of Profit

For many top-tier CEOs, the bottom line is the altar at which all decisions are made. Ethical considerations take a back seat when the relentless pressure to deliver returns clouds judgment. Whether it’s cutting corners in safety protocols in the rush to market a new product, or manipulating financial reports to inflate stock prices, the stories are numerous and the tactics, chillingly effective. The mantra seems clear: Deliver growth, by any means necessary.

Corporate Strategies That Sideline the Human Element

Take a walk through the annals of modern business strategies, and you’ll find a graveyard of jobs lost to the twin specters of outsourcing and automation. While these moves often boost profit margins and send stock prices soaring, they also leave a trail of disrupted lives and eroded community structures. Companies tout efficiency and lean operations, but the subtext often reads: maximum output, minimal human input.

The Ethical Dilemma and Public Image

In the high-wire act of managing a billion-dollar corporation, public image is the safety net. Today’s CEOs spend considerable resources on crafting a persona of corporate responsibility, often highlighted by well-publicized CSR initiatives. But scratch the veneer, and you find that these efforts are frequently more about image management than genuine social impact. The question arises: Are these leaders truly invested in change, or are they merely curating a brand?

The Consequences of a Profit-First Mentality

The ripple effects of a profit-over-people philosophy are profound. Beyond the immediate job losses and community impacts, there are long-term societal consequences that include widening economic disparities and environmental degradation. Companies that prioritize dividends over decency contribute to a cycle of inequality and instability that can undermine social fabric.

The Path Forward: Ethical Leadership

It’s not all doom and gloom, however. A new wave of business leaders is emerging—those who understand that true success is measured not just in currency, but in the currency of real, positive impact on society. These leaders champion business models that value employee well-being, sustainable practices, and ethical operations as core components of their strategy, proving that it is possible to achieve both profit and social good.

Conclusion: Rethinking Success in Corporate America

As we stand at this crossroads, it’s time to redefine what success looks like in the corporate world. Is it the relentless pursuit of profit at any cost, or is it the balanced achievement of wealth coupled with well-being? For those in the echelons of power, the choice is clear. The true measure of their legacy will be how they answered this question.

In a world teeming with challenges, from climate crises to stark inequalities, the role of a CEO is more than just managing a company—it’s about leading a part of humanity. Can our top executives rise to this challenge? The health of our planet and the well-being of its people may depend on their answer.

Join the Movement for Ethical Leadership

Are you ready to stand for more than just profit? To push for a corporate culture that values people just as much as it values performance? It’s time to challenge the status quo and demand more from our leaders.

Act Now:

  • Educate Yourself and Your Team: Learn and integrate ethical business practices into your daily operations. Knowledge is power.
  • Voice Your Values: Use your influence in corporate decisions to advocate for policies and practices prioritizing long-term well-being over short-term gains.
  • Support Responsible Businesses: Choose to partner with and invest in companies that are committed to ethical practices and sustainable growth.

Change begins with us. Let’s redefine business success. Become a champion for ethical leadership in your community and beyond. Start today by signing up for our newsletter for more insights and updates on making a difference.

Sign Up Here

Growth Sales Training Skills

Prompt Engineering Jobs

Exploring Careers in Prompt Engineering: Opportunities in AI and Machine Learning


  • Define prompt engineering and its importance in the AI landscape.
  • Briefly mention the growth of AI technologies and the increasing reliance on sophisticated human-AI interactions.

What is Prompt Engineering?

  • Detailed explanation of what prompt engineers do.
  • The significance of prompt design in improving AI outputs.
  • Examples of industries and applications where prompt engineering is crucial.

Skills Required for a Prompt Engineering Job

  • Overview of technical skills such as programming languages (Python, etc.), understanding of machine learning models.
  • Importance of linguistic and cognitive psychology skills.
  • Creativity and problem-solving abilities.

How to Become a Prompt Engineer

  • Educational pathways: Relevant degrees and certifications.
  • Self-learning resources: Online courses, workshops, and seminars.
  • The role of experience: Internships, project work, and other hands-on experiences.

Job Market and Opportunities

  • Current job market trends for prompt engineers.
  • Types of companies hiring prompt engineers (tech giants, startups, AI research labs).
  • Future outlook and potential growth in the field.

Case Studies

  • Success stories of prompt engineers.
  • Impactful projects and innovations contributed by prompt engineers in various sectors (e.g., healthcare, finance, entertainment).


  • Recap of the potential and importance of prompt engineering careers.
  • Encouragement to pursue education and training in this field.

Leverage Your Technical Skills and Creativity: How Prompt Engineering Can Propel Your Day Trading Futures Success and Funded Futures Traders


  • Introduction to the concept of using technical and creative skills in prompt engineering as a gateway to successful day trading.
  • Highlight the statistical advantage (4000% more likely to excel) for those with a background in technical fields or creative roles when venturing into day trading.

Understanding the Skills Overlap

  • Detailed explanation of what skills are shared between prompt engineering and day trading futures, such as analytical thinking, pattern recognition, and strategic planning.
  • Discussion on the importance of creativity and imagination in both fields.

Benefits of a Technical or Creative Background in Day Trading

  • How technical skills help in understanding market data, trading algorithms, and advanced trading platforms.
  • The role of creativity in developing unique trading strategies and adapting to volatile markets.

Steps to Transition from Prompt Engineering to Day Trading

  • Educational pathways: Courses and certifications in financial trading for tech-savvy individuals.
  • Practical advice on starting small, such as using simulators or micro-futures contracts for practice.
  • Importance of continuous learning and staying updated with market trends.

Success Stories

  • Case studies of individuals who transitioned from technical roles or creative fields into successful day trading.
  • Insights into their strategies, challenges, and how they leveraged their prior skills in trading.

Tools and Resources for Aspiring Traders

  • Recommended tools and platforms that cater to technically skilled individuals.
  • List of resources for continuous learning and improvement in trading strategies.


  • Recap of the unique advantage that individuals with a background in prompt engineering or similar fields have when entering the world of day trading
  • Encouragement for readers to explore day trading as a viable side hustle or career change.

Side-Hustles for technical and creative people also include Investing, Futures Trading and Prompt Engineering.

APex Trader FUnding Discount Coupon

Best Practices Leadership Negotiating

Why “A Man in Full” Reinforces the Need for the Art of Feminine Negotiation

The new highly anticipated Netflix series, “A Man in Full”, demonstrates the desperate need for a new reframe on negotiation success. In fact, watching the show reminded me why I launched my mission for the Art of Feminine Negotiation. ™

While the series should play as a parody of masculine toxicity, sadly, it rings true for much of what passes as strong leadership these days. Whether it’s the business tycoon, the banking hotshot, the simpering loans officer, the mayor, or legal counsel, the male leads can hardly be called protagonists. Each in their own way are antagonists or anti-heros, displaying behaviour that is neither acceptable nor productive.

The men in the show put on a full-on display of toxic masculine conditioning run amok. Not surprisingly, there is an inordinate amount of references to balls and pricks with a corresponding number of F-bombs or derivatives thereof thrown into the mix. The language reflects the behaviour.

The men brag about their relative abilities to ‘kick another man’s ass’ (both literally and figuratively) and are hell-bent on destruction of their ‘opponents’. Ego and testosterone abound in virtually every interaction between the males in the show. As in real life, this does not end well.

Respect and dignity are not a factor in their negotiations. In fact, the over-riding goal in almost every negotiation featured appears to be the humiliation and belittling of the other side. Brutish bullying seems to be the go-to modus operandi even when it’s to the character’s detriment.

Winning is everything, but unfortunately their concepts of winning do not allow for best outcomes. Taking the most aggressive path is always chosen even when it doesn’t best serve the party taking that approach. Charlie Croker (played by Jeff Daniels) brags that ‘I may be a sore loser sometimes, but I’m a vicious winner’ as if this is a sign of his superior business acumen.

Don’t get me wrong. The production is fabulous, and the acting is exceptional. It’s the message I take issue with. I expect the hope is that the audience will see the folly in the traditional competitive and polarizing approach to negotiating (in business and life) and choose a better path – a more collaborative, creative path to a better future. Heck, that’s the point of the Art of Feminine Negotiation™ – to truly seek to understand and meet the needs of the other party in our interactions and negotiations. But I fear that the audience will take away the opposite lesson, believing that emulating this toxic, divisive behaviour is somehow a sign of power and success.

Allow me to spin some better lessons to take away from the show:

1. Surrender ego for better negotiated outcomes. Bumper-car egos are an impediment to good negotiating. Parking ego when approaching a negotiation will virtually always make space for better resolutions.
2. Build rapport and trust and with it, better results. Effective negotiation is all about connection. Personalized attacks destroy the possibility of connection that allows for bigger and better opportunities.
3. Empathy is key to getting to the heart of the matter and opening space for unexpected wins for all.
4. Holding all your cards to your chest (rather than allowing for transparency and vulnerability) may preclude your ability to find the real deal.
5. Be willing to be flexible. Staying too attached to one particular outcome precludes your ability to see better possibilities lying on the table for the having.
6. Aggressiveness is not the same as assertiveness. The former shows a lack of confidence in your knowledge of the subject whereas the latter comes from effective preparation and intention in showing up as the best version of yourself.
7. Curiosity is more effective than bullying in negotiations.
8. Everyone wants to feel seen and heard. Shutting down either is not an effective way to get your best result.
9. Integrity matters in negotiation and in life. I mean this in both sense of the word. Sacrificing our moral code inevitably backfires as does coming from a place not in keeping with our core values.
10. Machismo is not strength. In fact, the so-called ‘soft skills’ are the strongest way to best outcomes.

Hope these simple tips give some value in approaching your next negotiation.


Growth Personal Development

Playing big is scary. Not because you can’t.  Because you can!

The idea of “Going for it”  is often met with a mix of both excitement and fear. It’s not that we doubt our capability to create change, but rather, we fear the change that comes along with it.

Playing small is comfortable, safe and predictable. But playing small also means settling for less than what you’re capable of. It also means missing out on all the thrills and excitement that come along with growth.

Playing small is like going to Universal Studios’ Islands of Adventure Amusement Park, with its 10 “heart racing”, “body wracking”, “Scare the $#!t out of you” roller coasters, and choosing to ride the children’s carousel and tea cup rides all day.

So, why is playing big so scary?

It’s not because we lack the skills or talents, it’s because, as we learned from Spider-Man, “with great power comes great responsibility”.

Playing big means embracing your power to make a real difference.

Unfortunately, playing big, also often comes with a fear of failure, a fear of disappointing others, and a fear of the unknown.

We are genetically programmed to fear stepping outside our comfort zone and challenging ourselves to grow. It is evolutionary mechanism designed to “keep us safe” from the saber toothed tiger.

But here’s the thing. The saber toothed tiger is extinct and fear is also a sign that you’re onto something meaningful.

Playing big requires us to challenge our fears and  push past our limiting beliefs. It’s about trusting in our ability to handle any obstacles that come our way.

So, how do you overcome the fear of playing big?

  1. Take it one step at a time. You don’t have to accomplish everything all at once you only have to get started.
  2. Set goals that stretch your limits.
  3. Surround yourself with people who believe in your potential and support your growth.
  4. Most importantly, trust that you can handle any situation.

Playing big is not about being fearless; it’s about having the courage to act in spite of fear.

Remember, greatest rewards often lie on the other side of your biggest challenges. So, ditch the carousel and the tea cups, head for the roller coaster, and , Enjoy The Ride!

Capital Growth Strategy

Taking your time with due diligence

Measure twice, cut once.

That’s a good motto for construction, and for investing.

For some, due diligence means box checking, and a desire to “close the deal”.

For Alliance, the goal is to confirm that it is a property worth acquiring and what the right price should be.

A good diligence requires you to gain a deep understanding of the context. I like to take my time with due diligence.

I make a point of personally visiting every single property, before Alliance buys it. I want to see it with my eyes. I want to walk the neighborhood and get a feel for the local community and infrastructure

I always ask to sit down face-to-face with the seller, tenants, selling agent, and other stakeholders.

It’s incredible what you can learn when you know the right questions to ask… and make the time to ask them in person.

Not everything important is on paper, and Alliance goes the extra mile to learn what we can.

Of course, it doesn’t matter how good a property is, or how thorough our diligence, if the price is wrong. The numbers absolutely must work, so we apply rigorous financial guardrails around the deals we will do.

Any real estate professional can run a decent financial analysis. Staying disciplined is much harder. At Alliance, we are willing to be creative, as when we started buying for cash up front. But we remain extremely careful about the preferred returns we promise investors, the cash buffers we’ll need to protect investments, leverage ratios, and our exit plans. 

Over many years, Alliance has built a sterling reputation. We don’t over-leverage, don’t over promise, and don’t ask investors to bail us out with additional cash infusions. We look at every deal, apply only appropriate levels of creativity, and accept that sometimes, the numbers simply don’t work. Our willingness to walk away is why we deliver consistently excellent returns.

Wishful thinking has been the undoing of countless investors. With our rigorous diligence process and financial guard rails, Alliance won’t fall into that trap. Optimism is for gamblers. Top level investors focus on discipline.

Advice Growth Marketing

An exclusive interview with EDDIE WILSON, The “King of Exits” and Co-Founder of THE ASPIRE TOUR

Eddie Wilson is a businessman who is known as the “King of Exits.” He has owned over 125 companies and exited over 120 of them successfully. His current private equity firm Collective Influence has significant holdings as well. Of those holdings, the Private Equity firm owns – Think Realty, American Association of Private Lenders, Apticode, FitCon, Tax Free Crypto, Because Coffee, The Power Room, Money Is…and about 10 other companies.

He is also known for creating an operating system that manages the growth of his companies systematically allowing him the greatest odds for success. His operating system is known as the Empire Operating System. With all of his success in his 40s he has turned his efforts to humanitarian non-profit activities with his foundation Impact Others. 

In this episode, you will learn:

-Exactly what an Exit Strategy means and why you absolutely have to have one when you start a business

-How Eddie become so proficient in exit strategies to earn him the title of the King of Exits

-How to grow and scale your business without working 7 days

-Advice for new entrepreneurs. What are the musts they should do and what are the common pitfalls they should look to avoid?

-How do you find the best employees and what traits do you look for when hiring?

The Aspire Tour – How these new tours are taking the country by storm. Inspire your growth Financially, Professionally, Personally.  May 17 in Miami from 7 til 7pm.  Mr. Wonderful Kevin O’Leary, Marcus Lemonis from The Profit TV Show, Alex Rodriguez, Gary V and others. July 20 at Madison Square Garden in New York City.

Marketing Sales Training Skills

Your Presentation is Boring AF – Here’s why, and what to do about it

Your Presentation is Boring AF – Here’s why, and what to do about it

Assuming you have valuable and important information to share, if your delivery sucks, it will leave your audience bored and disengaged.

The problem is that your promotional presentation is Boring AF (Boring As Formatted), which makes it a painful experience for both the speaker and the listeners.

Being part of a boring presentation is like having CoVid.

                    It will probably give you a head ache.

                    It will  last way longer than you want it to.

                    And, in the end, You will wish it had never happened!

It doesn’t have to be this way.

If your presentation aren’t as engaging as you would like, You are more than likely missing some essential elements.

Crafting a captivating presentation is not rocket science; it’s about mastering a few key elements that can transform your delivery from dull to dynamic.

Here’s 10 tips to ensure your pitches and presentations leave a lasting impact.

Let me know in the comments below which of the 10 do you or your team struggle the most with?

  1. Know Your Audience: google your audience. Use your research to creating a presentation that resonates with them.
  2. Open Strong: Grab your audience’s attention from the start. For my money, this is THE MOST IMPORTANT PART OF YOUR PRESENTATION!
  3. Tell Stories: Use Storytelling as a way to engage your audience on an emotional level. Stories allow you to illustrate key points and makes them more memorable.
  4. Keep it Interactive: Have you ever felt ignored during someone else’s presentation? Sucks, doesn’t it?  Don’t ignore your audience. Be sure to engage them throughout your presentation to maintain their interest and attention.
  5. Use Visual Aids: Visual aids can enhance your presentation but be careful not to overdo it.  Keep them simple, clear, and relevant..
  6. Inject Passion and Energy: Enthusiasm is contagious. If you seem bored by your own presentation, I can guarantee that your audience will be bored too. Let your  energy and passion show  in your message.
  7. Be yourself: Authenticity creates trust and connection. Let your personality shine through. (*Unless you are authentically VERY BORING. In that case, give me a call and I will share some strategies to help you out. I have discovers that with the right skills, anyone can be interesting and engaging in their own way)
  8. Pace Yourself: Avoid speaking too fast or too slow. Keep it interesting by varying your tone. Also remember that there is power in silence. Use Pauses to emphasize key points
  9. Practice: Preparation is key to delivering a competent and confident presentation. Rehearse your content. The more you practice, the more comfortable and confident you’ll be.
  10. Finish strong: End your presentation with a powerful call to action that encourages further engagement.


Remember, being dull is painful for everyone involved.

Your goal should be to ignite curiosity, spark emotion, maintain interest and leave a lasting impact with every presentation you deliver.


Which of the 10 do you or your team struggle the most with?

Let me know.

I am happy to help you with this. Lets schedule some time to talk.  www.SpeakWithDennis.com

#Sales, #ProSpeakerAcademy,#InvitationalSelling

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