Nobody Cares About Your Company Values by EMyth Coach Jonathan Raymond

ezine38“Values” have gone viral, and not necessarily in a good way. The process of discovering and clarifying your values and building your business based on them is a deeply personal one, but the cynical marketers among us have other designs. If they have their way, and they will, saying you have ‘strong core values’ will mean about as much as saying your product is ‘natural.’ That’s actually good news.

Good marketers understand social and cultural trends. They understand that people – especially the most important consumer generation ever don’t just want to feel emotionally connected to a brand, they demand to feel that way. But what marketers don’t appreciate is how much work it takes to actually be one of those brands. And there’s your opportunity.

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Values, Values, Values

What are your top three values?  Are you living your values?  Are your values in alignment?

When I was asked about these questions, I wrote: Achievement, Family, and Freedom as my top 3 values.  However, I feel that my top 1 (achievement) may not be my authentic value.  It is something that is handed down to me by my culture and parents.  I also felt that there are conflicts in my values.

Here’s an article to give clarity on this:

http://www.sociologyguide.com/basic-concepts/Means-Ends-and-Ultimate-values.php

The 5 Marks of Authentic Leadership by Michael Hyatt

Many people have written on what it means to be a leader. Almost everyone identifies influence as the primary characteristic. By definition, this means that leadership and position are two different things. You can have a title, and a position of power, but this does not mean that you are a leader. Even people without these things can exert influence and thus leadership.

Read More: http://michaelhyatt.com/the-five-marks-of-authentic-leadership.html

What Should Financial Planning for My Business Look Like?

For many new prospective business ventures, the first thing put down on paper, after determining the objectives of the business, is a financial plan. The financial plan specifically quantifies how the new company will reach its goals and objectives from a financial standpoint. A feasible financial plan is crucial to the success of any business, and can often change as a company grows and expands.

As a business owner, it is of the utmost importance to your company’s longevity that you thoroughly understand its financial plan and take the initiative to modify it as the need arises.

What Should Financial Planning for My Business Look Like?

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Take Charge By Setting Your Money Boundaries

We are in T in my S-M-A-R-T system on how to charge what you’re worth and get it.

If you miss the first 4 articles in this section you can find them at:  http://www.lourdesgant.com/coaching-training-articles

Here are the steps to take charge by setting your money boundaries:

Step 1:  Decide what your boundary is.

Step 2:  Know why your boundary is important to you.

Step 3.  Commit to stand in the power of what is itrue for you, no matter what

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Recognize Your Niche

We are in A in my S-M-A-R-T system on how to charge what you’re worth and get it.

If you miss the first 4 articles in this section you can find them at:  http://www.lourdesgant.com/coaching-training-articles

Your niche is the combination of 1) people you serve; 2) the situationally – specific problem you help them solve; 3) your special branded signature system.  In my Niche Breakthrough Secrets program, I lead clients to discover what business you are really in, choosing a lucrative category of highest potential to work with, identify specific tribes of potential ideal clients within your category and brainstorming out of the box, we test if the idea is hot or not, making the final choice, creating a signature system and big idea.

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M–Money Speedometer Calculation from Kendall Summerhawk

Just like a car has an automatic cruise control, we too, have our own internal setting that determines how much money we are comfortable making. If we start moving too fast (when we earn more), we often become uncomfortable and will automatically do something to slow down. If we move too slowly (by earning less), something usually kicks us into a higher gear so we start to earn more. We always have a money speedometer. The trick is to reset your speedometer so you’re comfortable earning a high amount.

The first step is to understand where your money speedometer has been set. Here’s how to do that:

What’s your money speedometer set to?

For the past 12 months, calculate the average amount of either your five highest client payments or your five most profitable months. Note: If most of your income comes from one source, then choose your five highest client payments. If you have multiple streams of income then choose your five most profitable months. Either method works equally well.

Calculate your current money speedometer setting:

My highest average for the past 12 months is ______________________________

Now, by how much do you want to increase that amount? Set your pricing goal just outside your comfort level. Why?

If you stay within your comfort level, you won’t be charging enough.
If you go too far outside your comfort level, it’s not going to be believable to you.

Your new pricing goal should feel realistic, believable and a little thrilling.

Decide on your new pricing goal and post it where you can see it everyday.

What’s your new pricing goal?

My new pricing goal is $__________ by _______________(date)

The Mandate of the Global Ocean Commission

For this issue, I’d like to share the mandate of the Global Ocean Commission.

The objective of the Commission is to formulate politically and technically feasible short-, medium- and long-term recommendations to address four key issues facing the high seas:

  • overfishing
  • large-scale loss of habitat and biodiversity
  • the lack of effective management and enforcement
  • deficiencies in high seas governance.

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External audit + internal audit = value squared

There’s no doubt about it:  external financial audits, generally conducted to protect outside investors and creditors, have become exponentially more stringent and complex after scandals like Enron, Madoff, and the financial issues facing our businesses and country in the wake of the market downturn in 2007.

Fittingly, financial auditing has tapped into international auditing standards, governance models for boards are substantially more important, and standards are moving to evaluating a business on its true economic value.

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