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Transcript
Glenn Mattson
Welcome back to Building Blocks of Success. Last session, we had a great time talking about really developing areas of our life for goals, we talked about the difference between a goal and a dream. Most importantly, for most of us, we have to find out what our goals and how important they are to us. We talked about those individuals that had a goal and have a plan and review the goals out earn people who don't have any goals by nine times over the lifetime. It is absolutely epic, to have goals, that's the things that get us up in the morning. Those are the things that drive us to become better than we are today.
Glenn Mattson
Yet, when we look at goals, last time, we talked about what I thought is one of the easiest ways to do goal setting is really just take a look at the eight areas of your life and just dump everything that you would ever want to have in those areas down on a piece of paper and then go back, prioritize it, put some timestamps to it, and then start putting your smarter goals around it.
Glenn Mattson
So we talked about that process. And that process is something that I do with clients last 30 years. And it's really interesting to find out that how strong people are in certain areas of life with goals and how specific they are laser focused they are, but you go into other areas of life, it's very gray and cloudy. And sometimes that's the reason they don't feel balanced is is that they're very mono focused in what they're doing. Now other people are mono focused in what they're doing. But that makes sense because of where they are and what they're trying to achieve. So they have a pivot, it's a flow, right? So they may be very focused on work right now, knowing that's what it needs for the next six to eight months. And then they're going to go back into the, the health side, for instance. Right? So there is an ebb and flow to all of this as we start to go through it.
Glenn Mattson
But today, I want to spend our time really taking a look at now that we have an idea of what we want, the real question becomes how do we get it? I mean, now that I understand that I want to do x, what's my plan to get x and I want to share with you it's not an overly complicated process. But many of us make it very difficult. I'm sure you've seen in social media, they're around everywhere, you can see it on many different platforms, the visual concept of a teacher or a consultant, bringing in basically a jar, and he has or she has three other jars sitting in front of it, and you have large rocks, and then you have pebbles, and you have sand. And the teacher goes ahead and or the consultant says, All right, well, which one do I put in first. And through the exercise, they noticed that if they put the sand in first and then the pebbles on top of it, there's not a chance that you're going to get the major rocks into that jar.
Glenn Mattson
Just like many of us, we focus on the details, we always forget the big picture.
Glenn Mattson
Then you can visually see how they put the large rocks in first, then they put the pebbles in next, and they move the pebbles around, and the pebbles will fall into and around the rocks. And then they put the sand in last and the sand will gradually fill in any open cracks. So yes, you can put in the large rocks, you can put in the medium small rocks, right? And then the sand it will all fit. The question is the order in which you do it.
Glenn Mattson
So let's take a look at how to understand that. As we look at goals, it's not all the same. There's large rocks, there's medium pebbles, and there's the sand that we have to do. The large rocks are our objectives. Those are things that we're trying to accomplish. And our pebbles, or our smaller rocks are what we call benchmarks. Those are things that on the way to the larger rocks, these are things that need to be done. Maybe it's a benchmark of time, maybe it's a benchmark of competency, maybe it's a benchmark of results that you're looking for. But it basically says hey, you're on track to get there. Pebble also could be is something that you need to do either learn or competency or getting out of your comfort zone to achieve and to have part of your repertoire so you can achieve the larger rocks.
Glenn Mattson
So we have to break these things down and I'm sure you've heard the saying in the past, right? You can eat an elephant in one bite. So the key to this is understanding what you want and how do you break it down into small bite sized pieces, that those bite sized pieces are something that you can control. So I want you to realize and we talked about this quite a bit in past.
Glenn Mattson
That having a goal and a dream is very different. And a dream is something that you want; a goal is something you're going to get. And when you look at those differences, it's it's about a plan, and it's about executing the plan.
Glenn Mattson
So when we take a look at our ability to even do goal setting, and we talked about this the other time, and I really want to spend a second on it right now it's vitally important.
Glenn Mattson
It's the words that we choose to use have a huge impact also in our ability to achieve certain objectives. So for instance, do you saying things like, it would be nice if I had more money next year?
Glenn Mattson
It'd be really nice if I started to save for x.
Glenn Mattson
Hey, I wonder if I could actually reduce my credit card?
Glenn Mattson
What would life be like if I could actually hire two more people?
Glenn Mattson
Versus, I'm going to do x to accomplish y so I can hire two people, which in turn will increase this to get me here?
Glenn Mattson
Are we actually making commitments to ourselves? Are we using words like I will, I'm going to or are we using words, like I'll try.
Glenn Mattson
So make sure that as you put your own goals in place be really very apparent to the words that people use around the actions and their objectives. Are they actually making commitments subconsciously to themselves, or are they actually leaving the door open so when they fail, or doesn't happen, they don't have to take ownership?
Glenn Mattson
So let's take a look at this big old thing that we have, it's picking a large plan into a small plan. So anytime that you look at an objective, one of the easiest things to do is you break it down into halves and into quarters. And then each of those quarters you say to yourself, okay, what has to be accomplished to get there? So for instance, let's take someone that I got on a social media platform sent me a note. And it was something as easy as in their mind and they've been struggling with this for a long time, so it wasn't easy, but on paper, it seems easy.
Glenn Mattson
This individual wanted to gain 20 pounds, and for whatever reason is not relevant right now. But they wanted to gain 20 pounds. And they've been struggling for three or four years to gain weight. So as we started looking at the 20 pounds, we broke it down to okay, you need to gain 10 pounds in the next basically six months. And you need to gain five pounds right every three months, which basically comes out to about a pound and a half a month.
Glenn Mattson
So we have benchmarks, which are basically scorecards and these are small pebbles, that six months is 10 pounds, three months is five and an every month and a half thereafter is should be a month and a half if everything's linear. Then we ask the question is okay, well what has to occur for you to gain consistently a pound and a half a week, or basically x amount of pounds per month?
Glenn Mattson
Then we started taking a look at the amount of calories that was being in taken, the what was being eaten, the amount that was being eaten, the order in which was being eaten. Because to gain the weight, we need to have proper nutrition. So to gain the weight, we need to have the right stuff going in. Also, to gain the weight, we also have to make sure that the body is being well hydrated. Also, to gain the weight, we have to make sure that the person is getting enough sleep. Also to gain the weight, we have to make sure the person is exercising and exercising correctly and recovering correctly. So when we look at these benchmarks of what they have to do, and you take a snapshot and you make it smaller in time, it becomes a little more clearer what has to happen.
Glenn Mattson
So this person needed to go to bed at 10 o'clock every day, not 12:30 in the middle of night. Now to go to bed at 10 o'clock. And at 1230 they also had to readjust what they were doing between 10 and 12:30 because it wasn't just watching TV.
Glenn Mattson
So one part was they had to go to bed earlier. The second part is they had to start to eat healthier. Eating healthier also meant to take away things that were in the house that shouldn't have been there. So not only did they have to buy the right food, but they had to change their habits on eating out and making sure when they got home they actually made the food.
Glenn Mattson
So on paper this is pretty easy but doing it's the hard part. So they had checks and balances of making sure that when they came home, this individual, that they had dinner at the house six nights a week. Now, because of time and restraints a roadblock was, they wouldn't have the opportunity to do that every night when they got home from work.
Glenn Mattson
So they spend their Sundays cooking basically three or four meals, that they have the ability to utilize during the week. That was their solution to fix that problem. So as you have these benchmarks, these things that you need to accomplish, it's not uncommon to have okay, now what's gonna hold me back from doing that? So to achieve this benchmark, what do I need to do? What do I need to be better at? What I need to stop doing or start doing that I'm doing currently? In order to do that what has to happen? So if you just keep asking yourself the same two questions, you can break down a goal to pretty small minutia. So this individual found themselves sleeping better, eating better, hydrating better, feeling better, which in turn kept the momentum going.
Glenn Mattson
What about sales, for instance. So sales, it's kind of an easier part in some respects, especially if you're in commissions, or you have some type of bonus structure. Makes it easier. If you do x, you get y, if you get y you earn blank.
Glenn Mattson
But whenever we look at this area, we also have to take a look at the ability to really have remember, we talked about smarter goals, right? You got to be really specific, you can't just say I want to see more people, you have to be very specific on how many people you need to see and the type of people you will need to see. Specifics very important, also has to be measurable, meaning that are you actually measuring it? Because without measuring it, how do you know if you're on track or not? And the people typically don't measure that people don't want to know what the results are.
Glenn Mattson
That's not a good indicator. The other piece is that it has to be obtainable. And we'll talk about that in a little bit. So when you're looking at your goals, and you say to yourself, okay, I want to have very specific goals and your goal should be it should go personal first, then business, then sales, then behavior. Let me give it to you again. When you look at your your goals, and you're in sales. What do you want personally? That takes money, historically. So when you look at, hey, I want to save for a new house, I want to reduce my debt, I want to have time with my children. Great, well, what kind of income do you need to have to have the time with your children? And then how do we reverse it and then take more time off? So it does come back more times, not to money.
Glenn Mattson
So when you look at what you want to accomplish in your personal life, you want a new car, you want to save money, you want to put money aside for a house, you want to start to put money aside for your retirement, whatever is your personal goals, it could be something as easy as one a new suit or when a new dress or want to go on a vacation. That's fine, short term goals.
Glenn Mattson
What are they?
Glenn Mattson
To accomplish those personal goals, what kind of financial rewards do you need? What kind of financial banking do you need to have? And to accomplish that number what type of production do you need to do on the business side? So you have personal goals, I want to save x amount of dollars. For instance, another house or a house, my first house.
Glenn Mattson
Well to earn that kind of income, I need to have these type of production, that's business goals. And to have those type of business goals mean gross sales of x with this type of product, this type of mixture whatever your company calls for. To accomplish those business numbers, you're going to have to have sales numbers. So we're going to go from personal goals are connected to your business goals. You accomplish a business goals you will get your personal goals met. To accomplish your business goals though, we have production. That's results and those are called sales goals. Sales goals are really important and it's another measuring stick. But then we have to go from sales goals down to your behavior. These remember, all goals must be converted to your daily behaviors because behaviors what you can control.
Glenn Mattson
We're talking about control right attainable, measurable and specific.
Glenn Mattson
So let's take a look at someone hypothetically, and the numbers are not relevant, but I'm gonna use easy math for instance. Some of these numbers may be a bit high in your eyes, these others these numbers may be dismally low, but again, it's for an example.
Glenn Mattson
Individual, in this example, that I'm going to be using was just last week, when I was talking to them on a, they were a member of a team. For them to do two things that they wanted to accomplish personally, they had to bring in and produce $150,000 at work. So their business goals was 150,000.
Glenn Mattson
To do that 150, they have 30,000 are reoccurring, which means they have to bring in 120 of new business that's 120,000 of brand new sales. Well, 120,000 of brand new sales, if, if their sales cycle in their world was linear, that's 60,000, every six months, that's 30,000, they need to do obviously, in a quarter. So when we look at it, it's $10,000 of new sales per month. Now, that's the business objectives, right? So we're looking at 10 sales, that 10 sales generates 120,000. Should be $10,000 worth of revenue per month, if they do 10,000 per month, that's 60,000, semi annually, 220 annually. So now we have down our first benchmark, which is 10,000 a month.
Glenn Mattson
Now we're gonna go over to sales. So let's convert that to now sales goals, we have a total revenue of 10,000 in this person's world to generate $10,000 worth of revenue per month, they need to generate six sales.
Glenn Mattson
Well, let's take a look at this. That's based on their average, commission and etc. So mathematically, it comes out to six sales, for them to generate six sales, they need to present right to generate one sale, they need to present it to two people. So that's a 50% close ratio. Not saying it's good or bad for just the sake of discussion.
Glenn Mattson
So if they need to present it to two people to get one of them to say yes, but they need six people to say yes, over a course of the month, then in essence, we have to turn around and say that we need to present to 12 people.So I have to present to 12 people to get my six sales. fWell, if I'm looking at it that way, and in this type of revenue source, this type of scenario, this individual needs to turn around.
Glenn Mattson
And in their scenario wouldn't do what they have to do is get those 12 presentations, they get the 12 presentations are going to get the six sales, that's because their closing ratio. But for them to get those presentations at the level they need to have. They need to turn around and say okay, if I say, five hellos, five introduction, five discovery calls, I'll get one of them to a presentation.
Glenn Mattson
So all of a sudden, if they do the math, that's 60 hellos to get to 12 presentations to get to six sales.
Glenn Mattson
Well, when we start to look at that, that's basically 15 appointments per week. That's basically three a day of new business.
Glenn Mattson
As we started looking at this, and the individual was looking at their numbers, they started turning around saying, okay, I have to do basically three a day. I said, yep. Now those new business appointments are going to either be current clients or brand new clients. So this individual was a two to one ratio, meaning that two of those appointments are going to be current clients and one was going to be a new client.
Glenn Mattson
The current clients were much easier. dial the phone three times you get one of the telephone, you get to see them. So in essence, this individual made six dials per day, they would book the number of appointments they need to do for the current clients. So that one was easy. And that's an important benchmark, the six dials, so now we have one of our benchmarks is they need to have x amount of presentations and x amount of first meetings per week from current clients to get that objective, then you make a dial. They make a dial, they have a conversation, a conversation is an appointment set.
Glenn Mattson
So how many dials do you need to make to get the number of appointments you need? That is what you have to control on a daily basis. That's your behavioral plan.
Glenn Mattson
So now we take a look at the current, right? So he needs to do six dials per day to get the current clients to hit that metrics. Well, what do we have to do to get one new appointment per day from new clients? That leads us to our sourcing wheel which is where are they going to come from? So whenever you look at your goals, you break it from personal goals down to business goals down to sales goals down to behavior. And this one individual figured out that if they did basically four things per day they were going to be okay. They needed to dial the phone six times to the current clients. They needed to dial the phone 20 times to new people. They also needed to ask for a referral a day. They also needed to have lunch with their center of influence, to keep the relationships going to get names to call for new clients. So this individual if they did their six dials to currents, 20 to new, asked for referral and had lunch or breakfast every day with a center of influence, they would achieve their behavior goals. They did their behavior goals, they would hit their sales goals. They hit their sales goals, they hit their business goals when they hit their business goals, they hit their personal goals.
Glenn Mattson
So what we want to do is have the ability to take anything that's big, take anything that is a larger goal and break it down into bite sized pieces. So ask yourself, what is a halfway marker look? What is halfway of that look like? To achieve that what are the things I need to accomplish to get there? And then break those down to behaviors.
Glenn Mattson
Always take a look at how you take a large elephant and make it bite sized pieces.
Glenn Mattson
This is one way to take a look at how to take larger goals and break them down into bite sized pieces. The next episode, we're gonna be taking a look at how to learn how to win. In today's world so many of us have set ourselves up for failure by making these goals on paper when we know deep down inside, we can't reach them, and we start blindly following them.
Glenn Mattson
So in the next episode, let's take a look at how we can learn how to win.
Glenn Mattson
This is the Building Blocks of Success with Glenn Mattson.
