Thought Leaders Magazine | Issue 4 | September/October 2010

8/8/2019 Thought Leaders Magazine | Issue 4 | September/October 2010

1/15

Thought

Leaders helps

clever people be

commercially

smart.

#tlmagupdate from the leadership council - p.1

making your writing shine - p.2

why we are exposed if we dont proprietise our practice - p.3

the power of positioning - p.4

awareness enhances attitude - p.5

commitment - make a stand - p.5

hidden value in organisational thought leadership - p.6

develop an idea bank - p.7

do you have a blue card - p.7are you correctly valuing your thought leadership? - p.8

going from white belt to black belt as a million dollar expert - p.9

is anybody really hearing your really important messages? - p.10

the biggest product mistake you can make - p.11

whats your mojo manifesto - p.12

thought leaders summits - p.13

thought leaders online world - p.14

SEPTEMBER OCTOBER 2010 | #tlmag


2/15

Just the other day

Dan Gregory, the Creative Director of

Smart - one of Australia's leading

advertising agencies and the man

behind the phenomenal turn around of

the Coke Mother product re-launch,

was describing Thought Leaders to a

major international bid team. He

described Thought leaders as...

A cross category, multi disciplinary

think tank who drive innovative

solutions to social, political and

economical challenges.

This is a grand statement of intent and a

definite possibility in our near future.

Driving Thought Leadership Globally

Thought Leaders is a group of loosely

coupled networks each centered

around a Mentor. We are a live

community that meet physically.

Our digital platforms facilitate live

conversations. Each City (Dojo) will have

at least 10 active mentors who each aresupporting a vibrant community of

5-150 people. We will be in at least 20

locations around the world, all City (i.e.

New York, not country based as in USA)

and are focused on the Developed

World.

The idea is that in time these

communities can come together as a

cross category, multi disciplinary think

tank who drive innovative solutions to

social, political and economical

challenges.

For this to happen we need to be more

than just talk.

My focus for the next 12 months is to

assist the Thought Leaders Leadership

Team (i.e. our mentors) to grow their

local communities by

assisting every great thinker they meet

to be commercially smart.

Thought Leaders Structure

Thought Leaders is a co-operative (no

shares). It cant be sold or bought

and while I founded it, I dont own it.

The Mentors are the members of the

co-operative and we have two levels

of mentor, Associate and Partner

Mentor.

The Partners are the operational

leadership team and hold a member

status in the co- operative structure. We

operate in a decentralised business

model in that there is no head office

and mentors are empowered to makedecisions that advance our interests at a

local level.

What can you do to be involved?

1. Keep focussing on being

commercially smart as a Thought

Leader

2. Keep developing your intellectual

property and refining your thinking

3. Get engaged with your community ata local level attending Monthly

Mentoring sessions and Summits

4. Drop me a line if you think you have

what it takes to be a Thought Leaders

Mentor

Keep thinking!

M@

Founder of Thought Leaders

(Matt Church)

update from the leadership councilthe SPIRIT of belonging to Thought Leaders...

SEPT OCT 2010#tlmag -1-


3/15

Writing articles for publication is a

great way to raise your profile and

let people experience your

thought leadership. But the world

is suffering from information

overload. What can you do to

make your article easy and

interesting to read, and easy for an

editor to publish?

Choose a topic that addresses a

problem your audience wouldcommonly experience. Raise this

problem in your opening

paragraph. A question is a good

way to attract a readers attention

and motivate them to read your

article.

Focus on the reader, not on

yourself. For example, asking Do

you wish you could have a long

weekend, every single week? ismore engaging than saying Im

obsessed with helping people to

improve their lives.

Dont try to cover too much in

your article. You dont have to

cram everything you know into a

single piece. To position yourself

as an expert, it is better to cover a

smaller topic area, in more depth.

Can you summarize your article in

one sentence? If not, you are

probably covering several

different ideas. Choose one, and

save the other information for

future articles; you now havetopics for several more pieces.

Structure your article clearly. Use

headings to break up the text and

to give the eye some easy points

of access. For your headings, use

questions or short statements,

rather than single words. For

example, instead of Happiness,

use Happiness is a Choice or Can

you Choose to be Happy?.

Headings of this type keep the

reader thinking and wondering

what comes next.

Offer several pieces of practical

advice. Your article needs to offer

value in exchange for the readers

time. It should not just be an

advertisement for your services.

Articles that hold back the magic

formula leave the reader feeling

cheated and that they have

wasted their time. However, dont

go to the other extreme and

provide a list of 50 pieces of advice this becomes overwhelming,

and cannot be absorbed all at

once.

Include some paragraphs that are

very short and succinct and that

make an important point. These

can form pull-outs for the editor

to enlarge, to catch the readers

eye. These are like sound-bites

for radio or TV they are write-bites.

Keep your sentences short.

Breaking a long sentence into two

can give your writing more

impact.

Use bullet points for lists, rather

than stringing the items together

in a long sentence.

Include a story or case study to

show the reader how your advice

can be applied.

Use active rather than passive

language. This helps the reader to

picture some action occurring.

Instead of saying A plan can be

developed, say Make a plan.

When you have finished thearticle, see what you have said.

Now rework your opening

paragraph this is what will hook

your reader!

Shelley Dunstone helps people win in

a world without precedent, and is a

Thought Leaders Mentor based in

Adelaide. She has published countless

articles, has contributed chapters to two

of the Ideas Books (published by

Thought Leaders) and is also the author

of a best-selling textbook for lawyers.

Contact details:

Web www.shelleydunstone.com

Email [email protected]

Phone 0417 846 108

making your writing shine!

Focus on the reader,

not on yourself...

mailto:[email protected]?subject=http://www.shelleydunstone.com/mailto:[email protected]?subject=mailto:[email protected]?subject=http://www.shelleydunstone.com/http://www.shelleydunstone.com/http://localhost/Users/ladmin/Dropbox/TL%20Magazine/Submissions%20-%20NEW/emythhttp://localhost/Users/ladmin/Dropbox/TL%20Magazine/Submissions%20-%20NEW/emyth


4/15

It was Michael Gerber, author of

the business book classic, The E

Myth, that popularised the term

proprietisation in a business

context. I first read this life

changing book nearly 20 years

ago and its principles excited me

so much that I founded a highly

successful franchise business

partly to prove the principles set

out in the book. The Tap Doctor

(those little cars with taps on theroof) has become Australias

biggest plumbing franchise and

this largely due to its proprietary

uniqueness.

Gerber suggested that,

irrespective of whether you intend

to franchise your business or not,

you should always think in terms

of proprietisation. I interpret this

to mean the art of capturing the

look and feel of your business as

well as the positioning and

systems (hard and soft) that make

your business stand out from

others in the same space.

Most people in our Thought

Leader community are principally

technicians running businesses.

Actual business skills are

sometimes secondary, often

something we acquire through

painful lessons that can cost

plenty of time and money. As

Gerber said, we need to

understand the difference

between our business and the

technical work of that business.

The idea of proprietisation

addresses with the fact that we

may not always be as passionate

tomorrow about what we are

doing today. As infoproneurs we

become vulnerable when we lose

our passion or become sick or

incapacitated

Proprietisation ensures that you

will not always have to trade time

for money. As thought leaders it

may be difficult to think in terms

of proprietisation but at some

point in the life of our business it is

important to consider how your

business will carry on without you.

In some cases it may seemimpossible to separate the

business from the individual,

whilst you can choose to create a

business name outside of yourself

there are many examples of

individuals who have turned their

name into a brand and in some

instances an institution, including

Jims mowing, Dick Smith, Harvey

Norman, Myer and Charles

Schwab.

I recently participated in the

Mentor Accreditation Program

where we were given a graduation

jacket embroidered with the

Thought Leaders logo. Various

other items that sported the logo

included a thumb drive, a set of

note files and a carry bag. It seems

Thought Leaders is now taking the

idea of proprietisation seriously,

which not only helps build the

brand but also helps everyone

identify more strongly with what

Thought Leaders is. In the

accreditation we spent some time

analysing the logo and why it

properly represented the ThoughtLeaders mission of helping make

clever people commercially smart.

As in the case of t he Thought

Leaders logo, it is important that

the look and feel of your business

properly reflects your mission

statement.

The point at which you choose to

proprietise your business is a

personal choice. Getting money

through the door for the service

we provide is obviously the

priority but dont forget about the

P word, it could be the key to

you future freedom and leverage.

If youre a clever person it is always

commercially smart to Proprietise!

Why we are exposed ifwe dont

Proprietise our Practice.


Tim Wise is a Thought Leaders

Mentor based in Perth. with awealth ofhands on experience in

SMEs, Public Companies and

Franchising.

Contact Details:

Web: www.wisespeak.com.au

Email: [email protected]

Phone: 0413 056 880
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5/15

Location, Location, Location!

For thought leaders in-residence,

our mantra should borrow from thisintent, but the purpose should be

different: Position, Position, Position.

Thats what I say!

Let me unpack that last sentence:

You will notice I have used the term,

thought leaders in-residence and by

this I mean thought leaders who are

already operating an established

practice where business is coming in

the door. Perhaps you aregenerating between $80k-250k and

working hard and wondering how

do I make $500k or even $1,000,000

each year. If thats you, then read on.

Positioning can be used as a

strategy at any time but for it towork best, you must have an idea of

what you do and can demonstrate

you can do it.

The second key term in my opening

was the catchcry of Position,

Position, Position, used to

emphasise the key strategy that too

many thought leaders forget early in

their practices. If you want to move

out of the 70 hour weeks, earn moremoney, and specialise or niche

further, you need to re-position

yourself. I mean how else can you go

from $1,500-2,500 per day to

$10,000 per day with the same

client? The fast track is positioning.

How to use positioning to

advance your business

Positioning can be achieved

through a number of channels or

mediums, such as advertising, press

etc, but I believe the simplest and

most effective form of positioning

that actually makes you money

rather than costs you m oney, is what

I call Thought Leadership

Partnering.

Thought Leadership Partnering is

where you take an existing client

you have had individual success

with, and introduce talent to them

that will rock their world. Quite

simply, you bring an established

thought leader into their business,

and watch them strut their stuff,

and rub shoulders with them the

whole way; in effect, bringing great

expertise to your client, bringing

work to a fellow thought leader, and

bringing yourself the power of

positioning all whilst being paid!

Now obviously you need to broker a

match of thought leader to the

organisation.

In your favour is within the Thought

Leaders network we are blessed to

have a group of talented Mentors

who know the code of positioning.

That is, Mentors position you back,

big time. The net result is your

existing client is impressed at the

people you know, but more so with

the great regard in which you are

held.

5 Tips for Thought Leadership

Partnering

1. Choose an established thought

leader who complements, but offers

something different to your work.

The Thought Leaders Mentor group

is the best place to start with

demonstrated experience , and an

intricate working knowledge of thecode.

2. Always introduce and close.

Whilst you have brought in the

talent, never give away the space

you have worked hard for. Do the

introduction for the days training,

MC the conference etc. It helps if

you are physically positioned as

much as intellectually.

3. Use the time wisely. By bringing

in an established thought leader

into your space, spend as much time

with them! It is the cheapest form of

mentoring you will find. The lessons

you learn will be worth more than

the gig.

4. Work with your positioning

partner to leverage more

investment. If your client has had a

great experience, they probably

want more. If you dont offer, you

miss out, but more importantly the

client misses out!

5. Enjoy the experience! Sometimes

working on your own gets tough.

Working in collaboration with

someone is great fun and you will

have a blast.

Darren Hill is a Thought Leaders

Mentor based in Darwin, who brings

something different to the table. A

behavioural scientist, entrepreneur

and highly sought after speaker,

Darren assists organisations in putting

people first at work.

Contact details:

W: ww w.changeworksnt.com

E: [email protected]

P: 08 8945 3199

the power ofpositioning

mailto:[email protected]:[email protected]:[email protected]


6/15

The Thought Leaders community is chock-full of clever people who are passionate

about changing the world one idea at a time! We have fabulous conversations

exploring these ideas and how to bring them into practical application in the

different arenas in which we operate. We also generally understand the importance

of having the right attitude as we expand our thinking. Knowing the theory is one

thing, but knowing what to do on a daily basis to keep our spirits up is sometimes a

very different thing indeed.

As we work on developing our thought leadership including clarity of topic,

offering and delivery modalities, just being positive is not going to cut it. We need

an ability to realistically assess our current situation then implement steps to

identify & deliver best possible results. As I explored in last months edition, I

believe that the key success criteria is the ability to maintain a sense of optimism in

our approach.

So, what does that take? The first of three vital elements to optimise our thoughtleadership journey is attitude awareness. This includes being alert to the triggers for

ups and downs in our mood, as well as having an ability to recognize cycles during

the day/week/month. Scheduling tough work for peak attitude times and easing

offin the lulls can massively increase your effectiveness.

Stay tuned next month for keys to

boosting the optimism in your

Thought Leadership through

activity management.


We all want our customers to be so in love with

us that they are prepared to line up for hours or

days for our new products like they do at Apple.

Or to want to work for us so badly that a resume

is sent every 25 seconds like they do at Google.

The reality is that generating commitment in an

organisation over a long period of time is tough

to do. We hear how we need to be creating

movements and tribes of devoted followers, but

some days it feels like an achievement if we can

just get people to show up.

What is the magic that makes the difference? Institutions, organisations, tribes or movements that

are able to sustain commitment from their people over time are generally successful at doing one of

two things making a stand against something or fighting for a cause. There is a third option of

course fear. And while some organisations and managers might still try to operate out of this

paradigm, the reality is that it doesnt work.

Tribes from the bohemians of the early nineteenth century through to hippies and rock and roll were

all founded on the magic of making a stand or fighting for a cause. Or both. Its a more elegant way

of thinking about the idea of creating an enemy, mooted in the old leadership and organisational

theory literature.

I once worked for a plaintiffpersonal injuries law firm. As far as being a lawyer goes, this is a pretty

tough gig. The media and the public are not very enamoured of the practice area and the tag of

ambulance chaser is never far away. Its hard to attract staffand hard to maintain enthusiasm

amongst a constant flow of negativity from media, colleagues, family and friends.

The firm however had an amazing culture, every employee felt part of a fight for the cause of justice

and individual rights. They recited speeches by the great US attorney Clarence Darrow. They were

phenomenal at building a culture of success around the stories of their work, of celebrating being in

David and Goliath battles. They fought some of the most high profile litigation in Australia. They

even formed an association with Erin Brokovich.

Is Apple making a stand for great design? Is Google fighting for the cause of instant information

access? Think about what your business does. And then re-think it. How are you making a stand or

fighting for a cause? Fear is not an option.

awareness enhances attitude commitment - make a stand

Helen Macdonald is

Australias Corporate

Optimist and a Thought

Leaders Mentor

W: www.helenmac.com


P: 0419 930 864

Libby Sander is a

Thought Leaders Mentor

in Brisbane and is an

expert on organisational

design and performance.

Contact details:

W: www.libbysander.com


P: 0409 436 650
mailto:[email protected]?subject=mailto:[email protected]?subject=mailto:[email protected]?subject=mailto:[email protected]?subject=mailto:[email protected]:[email protected]://www.libbysander.com/http://www.libbysander.com/mailto:[email protected]?subject=mailto:[email protected]?subject=mailto:[email protected]?subject=mailto:[email protected]?subject=http://www.changeworksweb.com/http://www.changeworksweb.com/


7/15

Commercialising intellectual property

for strategic advantage and better

business results is a key role for

thought leaders within organisations

as it provides for strong brand

differentiation in the market place and

enables the organisation to use the

thought leadership approach to

champion strategic initiatives.

Two often overlooked or hidden

benefits of Organisational Thought

Leadership are:

1. Recruitment and retention of

talented staff; and,

2. Converting existing knowledge

into systems and processes while

at the same time developing

shared vision and commitment.

Both these benefits are of significant

value as they provide the foundation

for doing better business by reducing

costs, increasing productivity and

delivering the ongoing improved

performance that comes from a

workforce with a shared commitment

to great results.

Thought leaders in organisations

come in many shapes and sizes and

one useful lens is to look at them as

either individual or group thought

leaders. Individual thought leaders see

the world differently and can be

viewed as mavericks or m isfits.

However, when identified and

managed as thought leaders these

people become strong advocates for

areas of strategic importance and

make a major contribution to

organisational success. Alternatively,

group thought leaders are often

referred to as team players, yet their

ability to facilitate group learning and

capture organisational knowledge is

overlooked and opportunities fall by

the wayside.

When ignored or left untapped,

individual and group thought leaders

at best underperform and can often

undermine performance or leave the

organisation in search of a role that

makes use of their special talents.

Identifying and harnessing the talents

of individual and group thought

leaders in organisations is a vital task

for CEOs and executive leaders as they

seek to optimise business results.

In my 20 years as a CEO, one of the

most effective development strategies

I used was to form project teams of

prospective thought leaders. By

combining individual and collective

thought leaders with other staffwe

were able to capture what we do

around here and how we can do it

better and turn this knowledge into

models for implementation. As well as

making the most of our people we

gained a real performance boost for

using our service model and the

process developed a passionate group

of thought leading advocates who

took responsibility for implementing

change throughout the business.

Developing thought leaders in

organisations is a win - win strategy as

not only does it provide a point of

difference in the market it also

enables the hidden benefits of better

performance in the existing business

to become a reality.

Dr Andrew OBrien is a Thought

Leaders Mentor based in Melbourne

whose focus is on Organisational

Thought Leadership and working with

executive leaders to nur ture Thought

Leadership for commercial advantage..

Contact details:

W: w ww.andrewob.com


P: 0417 552 135

hidden value in organisationalthought leadership

Developing ThoughtLeaders withinorganisations is a win-win strategy...

http://www.helenmac.com/http://www.helenmac.com/


8/15

Thought Leaders develop a bank of thoughts or ideas that can be accessed in a moment

and can be instantly customised to any audience or situation.

For this to work though, you need to capture the essence of an idea quickly and have a system for

depositing ideas, reviewing them and withdrawing them as required.

I believe that you should never speak about something unless you have given it considerable

thought. Even when faced with a spontaneous request to speak, you can still speak from a well

considered space, assuming you have done some prep work on your Idea Bank .

An Idea Bank is constantly being enhanced, re-worked and customised. It is a well organised,

chunked down catalogue of mini presentations. The IP snapshot system we teach in the Million

Dollar Expert Program allows for different people to deliver the same message and adjust it for

their style and environment.

7 benefits of an Idea Bank1. You can speedily prepare a great

speech2. You are free to customise content

whilst preparing

3. The message can be picked up and

effectively delivered by others

4. You don't have to rehearse speeches

word perfect

5. You demonstrate your knowledge

impressively when asked to speak

6. Others can present the same message

and adjust the content to suit their

personal style

7. You can extend or shor ten the speech

duration as required

In short, it's about creating a set of key ideas and messages that you draw upon at different times

and present in a different sequence depending on the outcome you are looking to achieve. The

ideas in your bank are all valued differently, some are big ideas, some lesser. A presentation may

need a few smaller ideas to make t he big ones work.

The more ideas you have in your bank the better, but only if you can access them easily.

If you are not currently in possession of a Thought Leaders blue card, then what are

you waiting for? The Monthly Group Mentoring with a Thought Leaders Mentor is

extremely high value and should not be missed out on.

Each and every month, Thought Leadersblue card holders join a monthly group

mentoring session and spend an hour with a

Thought Leaders Mentor and other

members of the community, specifically to

learn and share in Thought Leadership.

The sessions are invaluable, and not only do

you get to attend the sessions of the Mentor

you signed up with, but you can also attend

ANY and ALL of the Thought Leaders Group

Mentoring sessions on the planet!

So, for example, there is a high possibility that in

your nearest capital city, there are several

sessions each month, run by different Thought

Leaders Mentors. The Monthly Group

Mentoring are held in locations an d venues

of the Mentor s Choice.

The mentors list out their Monthly Mentoring

Sessions in the events calendar on Thought Leaders Central, so keep an eye

on the calendar, and get along to experience some time with a mentor and

other members of the Thought Leader Community.

Get along to the next session in your area!

1. Go to http://www.thoughtleaderscentral.com and click on the events tab.

2. Find the Monthly Mentoring events with a Thought Leaders Mentor.

3. If you dont yet have a blue card, come along and attend a session with one of the mentors.

4. If you enjoy the monthly mentoring, sign up for 12 months and get your own blue card.


do you have a blue card?develop an idea bank

Matt Churchis the founder ofThought Leaders Global and

continues to be the driving force

behind many of the countrys

leading thinkers.

www.mattchurch.com

[email protected]

P: 02 8966 4700

mailto:[email protected]://www.mattchurch.com.au/immersionmailto:[email protected]:[email protected]://www.mattchurch.com/http://www.mattchurch.com/http://www.thoughtleaderscentral.com/http://www.thoughtleaderscentral.com/http://www.mattchurch.com.au/immersionhttp://www.mattchurch.com.au/immersionhttp://www.mattchurch.com.au/immersionhttp://www.mattchurch.com.au/immersion


9/15

Getting clear on your IP or unique

thoughts is one key step for your

thought leadership. But it is only

part of the story. Working out the

commercial value, or what to

charge clients and customers for

this knowledge, is the other part

of the equation.

Many thought leaders struggle

with placing an economic valueon their knowledge, and when

they do try to put numbers around

their knowledge they fall back into

approaches such as:

Time where you work out your

fees based on an estimate of

how many hours work you do (in

effect, charge by the hour), or

Market rates where you work

out what others in your industry

are charging and do the same.

Both these approaches are

fundamentally flawed, and will see

you charging a lot less that you are

worth.

You see, fees are all about the

other person and the value they

place on the object or service. If

they see the value, they are willing

to pay higher fees. What you need

to do is to "sell" the value you add

to the business. If you can't define

the benefit of your thought

leadership, then you will struggle

to convince a buyer it is valuable.

To understand the value you add,

you need to look at your thought

leadership through yourcustomers eyes. Businesses buy

outcomes. They want to solve a

problem, find solutions and make

more profit. Your job is to help

them do that. As a thought leader,

you are not selling ideas, but the

benefits of your ideas to the

bottom line of the business.

Where you provide outcomes, you

are instantly worth more than a

simple wages employee who is

paid by the hour, and more than

the competition who merely

provide activities not solutions.

I often hear thought leaders

comment that they find it difficult

to measure the impact they have

on businesses. This is often a

smokescreen for emotional blocksto being accountable for

outcomes. If you are serious about

stepping up into thought

leadership, then there are always

ways to measure the impact you

make on businesses. If you collate

detailed case studies, conduct

surveys or gather qualitative and

quantitative data on the impact of

your thought leadership. It will

add a zero to what you charge.

And because ideas have a

different value to different people,

there is no reason for your fees to

be the same across the board. Your

fees can vary as you add

different value to different people.

This may not always be possible,

but dont rule out the option of

charging different amounts to

different clients. This is particularly

relevant when you are delivering

extended programs internally.

Another trap thought leaders fall

into when valuing their

knowledge, is their own "stuff"

around money. Dont let price be a

judgement of yourself as a person.

So, as a thought leader, you need

to balance your knowledge with

your commercial success, and

make some smart decisions aboutwhat you are truly wor th. You are a

thought leader charge

accordingly.

Steve Major is a Thought

Leaders Mentor based in

Brisbane. He is an expert inhelping thought leaders make

smarter decisions.

Contact details:

Web: www.decisionhq.com


Phone: 07 3298 6583

are you correctly valuing yourthought leadership?

If they see value, theyare willing to pay higherfees...

http://www.decisionhq.com/mailto:[email protected]?subject=mailto:[email protected]?subject=http://www.decisionhq.com/http://www.decisionhq.com/


10/15

Matt Church has developed a

great model for strategising and

achieving the growth of your

practice. You can see the different

levels, and their associated belts in

the picture. Each additional $10k

per month income into your

practice gets you another belt, justlike progressing through the belts

in a martial art.

The key to the model is to have

the focus and take the actions that

are appropriate to your level.

Ive actually got a black belt in the

martial art that I study - Aikido.

There is a particular throw called

koshi nage (translates as 'hip

throw') which can have you flying

through the air upside down and a

long way offthe ground. It's not

something that a white beltshould try!

Its the same in your practice.

There are some things like writing

a book which are a bit like koshi

nage, you want to have at least a

blue belt before you attempt it.

Yellow - Nice One!

If you have made it to yellow belt

in your practice, the first thing to

do is acknowledge how far youve

come. The vast majority of writers,

speakers, coaches and trainers

never get to $20k a month. I read

that when I made it to white belt

in my practice and had generateda six figure income through my

coaching, that put me in the top

9% of coaches. In other words

91% of professional coaches arent

even at white belt.

Its easy to get so caught up in

how far there is to go that we

forget how far weve come. If you

have made it to yellow belt that is

a pretty cool achievement - give

yourself a pat on the back.

OK - enough with the self

congratulations - time to get to

work and earn that green belt!

Focus - Value

The focus for moving from yellow

to green is value.

Firstly, value your expertise andcharge for it accordingly. I used to

charge $150 an hour for my

coaching. Just quietly that was

never going to get me to green

belt (let alone black belt). I did the

maths. Almost overnight I put my

fees up to $500 an hour. Then a

very strange thing happened.

People paid me. It made me

realise that it was what was going

on between my ears that was

keeping my income where it was,

not what other people were

willing to pay. Of course I then had

to deliver that much value.

Also value your time. Green belt

means selling and delivering

$7500 a week - $1500 a day. You

are going to be busy, and it's time

to cut out any activity that is

valued at less than that. Its alsotime to get some admin support

to allow you to focus on your high

value activities.

Good luck!

Going from White belt to Black belt

as a

Million Dollar ExpertPart II - Yellow Belt to Green Belt


Peter Cookis a Melbourne based

Mentor and an expert in the White

Belt to Black Belt j ourney.

Contact Details:

W: www.petergcook.com


P: 0407 077 210

have thefocus andtake the

actions...
http://www.petergcook.com/mailto:[email protected]:[email protected]:[email protected]://www.petergcook.com/http://www.petergcook.com/


11/15

Toms job was to read the dials on

the equipment and to write down

what it said, and so he came to be

in the Dyes chemical plant on a

Sunday, when all oth er Yorkshire

men were tucking into Sunday

roast. Luckily for Tom he was at the

other end of the site when the

Pfaudler reactor ruptured

and shot its lid through

the roof of the building

like a rocket and landedignominiously against the wall of

my office. Luckily, for me I was

home eating Yorkshire pudding!

The point of this tale was that

either no one told Tom what to do

and why, or alternatively he did

not hear. Whatever the answer,

Tom duly recorded the increases

then carried on down the yard

while the chemicals ignited.

Organisations have to deliver ever

increasing numbers of

compliance, health and safety and

regulatory messages but many

continue to deliver these in a way

that does not resonate with

audiences and does not hit home.

The tolerance of regulators of

incidents and compliance

breaches is waning and now more

than ever before, directors and

executives are being held

personally responsible for anti-

competitive activities, accidents,

incidents and deaths,

many of which were avoidable.

The thought leadership

competency of Mindsets is all

about ensuring messages hit

home. In a one to one

environment its all about findingpeoples preferred way of

receiving information and

targeting your communications

that way, but in a group

environment, particularly with

your critical messages, it is about

covering all the bases.

If you can find ways to

communicate with most of the

people most of the time you will

be streets ahead of other leaders.

In the Organisational Thought

Leadership Programme we use a

nine box model which builds on

and beyond the work of Howard

Gardiner, to map out what is g oing

on for your audience.

To introduce you to this, there areeffectively 3 levels in which your

audience is sitting. There are those

who are fresh to the topic, the

beginners who are going to be

gathering information and trying

to make sense of the information.

At the next middle level there are

the people with intermediate

knowledge who will be busy in

their minds arranging the

information, seeking patterns,examples and looking for

meaning and distinctions. Finally,

there are those with an

understanding of the topic who

are seeking a deeper meaning

and context.

I challenge you now, next

time you are structuring an

important boring

communication piece, thinkdeliberately about these

groups of people and the

stages they are at,

considering their needs to

receive, rather than yours to

deliver.

Tom at least still had a job to do

after the destruction of the plant:

cleaning the 300 local cars sprayed

with fluorescent dye particlesfloating on t he Yorkshire breeze.

But... will we keep ours, if our

compliance messages float offin

the wind too?

Jenny Vickers is a lawyer expert in

helping businesses do compliance

differently and is a Thought Leaders

Mentor based in Auckland.

Contact details:

Web www.zeopard.com

Email [email protected]

Phone +64 9 529 1500

is anybody hearing your really

boring, important messages?

Consider others needs to

receive, rather than yours todeliver...

http://www.shelleydunstone.com/http://www.shelleydunstone.com/


12/15

The major challenge of being a

Thought Leader is to leverage your

ideas. And, one way you can do

this is to create a product.

They allow us to express our ideas,

earn more money and build our

reputations without us being there

to deliver the benefits in person.

When creating your products,

choosing the right one at the right

time is crucial. The key is to k now

your place in the food chain. At the

bottom are simple ideas withsimple designs. As you move up

the food chain your products

become more complex and so

does the design cost plus the

leverage you receive.

Four factors determine where

you are on the product food

chain:

1. Your income and design budget,

2. The depth and breadth of your

intellectual property,

3. The spread of your delivery

modes, and

4 . The quality and size of your

client base/audience.

The biggest mistake you can make

is to choose a product that doesn't

fit your food chain level. Forinstance, when you start out you

might love to have a custom

designed board game. And, this is

simply not going to work. You're

not realistically going to be able to

afford it, you won't have the

quality and breadth of ideas to

base it on and you won't have the

client base in place to take

advantage of the end result.

A simple framework for choosing

the right product for your Thought

Leaders practice is the three Cs:

Capture, Create and Congregate.

1. Capture

The first level of product creation is

to capture what you're already

doing. For instance, in Speaker

mode you can make an audio or

video recording of you in action.

The beauty of 'capture' mode is

that its affordable, takes very little

time and builds upon your current

activity.

2. CreateThe second level of product

creation is to combine a number of

your ideas into a single artifact.

For instance, a trainer may create a

card or board game. The aim of

'create' mode is to take your

current activity to a new level. It

builds a different level of service

and delivers it in a new format.

3. Congregate

The third level of product creation

is to build your own communit y.

For example, a membership site

where you charge a monthly

subscription fee filled with ebooks,

audio and video resources. This

level requires a considerable

collection of intellectual property

and an existing pool of fans to

draw upon. In the early days of

your practice, this is too resource

hungry to be effective plus you

won't have the numbers to make

your online space come alive.

Instead, you can build to this level

by compiling email lists,

connections on Linked In, friends

on your Facebook fan page and

Twitter followers.

To avoid making a big product

mistake, review where you're at on

the food chain before deciding

whether to capture, create or

congregate.


GeoffMcDonald is the creator ofthe Bookrapper concept and isa Thought Leaders Mentor basedin Melbourne.

Contact Details:

W: www.ideasarchitect.com.au


P: 0407 830 902

The biggest product mistake you can make
mailto:[email protected]?subject=mailto:[email protected]?subject=http://www.ideasarchitect.com.au/http://www.ideasarchitect.com.au/


13/15

Rapidly manifest great results by

just being you in ways that

others value!

Ever been in this situation?

You are keen to create more

business or clients.

You are at an event such as a social

event, a training course, a

networking event or a conference &

you meet someone new and they

ask:

So, what do you do?

Umm err well I sort of... do

some stuff Im really good at

cough, splutter, sip your drink

(change subject)...

So, what do you do?

Or,

You start to talk about what you

do and three minutes later their

eyes glaze over, they politely stifle a

yawn & start looking for

somewhere else to go.

Of course, this has never happened

to me and Im sure wouldnt have

happened to you!

But it did happen to a friend of

mine once. Maybe one of your

friends had a similar experience

Step 1: Creating your Mojo

Manifesto

Your Mojo Manifesto is a simple

four to ten word declarative

statement which consists of two

elements:

1. It captures the essence of who

you are, at your best, when you are

in service of others and the planet.

2. It is one idea expressed in a way

that creates your key message as a

compelling benefit for others.

It is not a slogan or motivational

saying. It is not a way of trying to

get people to buy your ideas/

services, it is an authentic way of

proudly communicating what you

are about in a way that is simpleand relevant for others.

The cool thing about capturing

your Mojo Manifesto is that it

expresses who you are as unique

and valuable to others while

liberating you from insecurity and

neediness.

It feels good, and is very attractive.

An example of a Mojo Manifesto

is:

Thought Leaders: Helping clever

people be commercially smart.

Step 2: Rapidly manifesting

great results

The three levels of Manifestation:

To create or bring into reality the

existence of something in our lives,

there are three levels of power in

which we operate. These things are

going on constantly, and for us,

mostly unconsciously, whether we

like it or not, or whether we like the

results or not.

Level One: Thoughts - Thinking

about it. Visualizing it. Gettingemotional about it.

Level Two: Communication How

others hear and see you, through

what/how you speak, listen, write,

make requests, how you appear,

how you conduct yourself, your

products and even your consistency

with your message.

Level Three: Action This is the

power zone of manifestation - the

greater the action you take - the

faster results will manifest.

The irony of really nailing your Mojo

Manifesto is that your thoughts,how you communicate and your

actions will automatically align with

this statement because it is a

natural expression of you.

Your professional life becomes a gift

and a source of fulfillment.Ivan Waters is a Thought Leaders

Mentor based in Melbourne and is an

expert in helping finding effective and

sustainable ways to easily get results.

Contact details:

Web: www.loveyourbody.com


Phone: 0408 625 907

whats your Mojo Manifesto?

http://www.loveyourbody.com/http://www.loveyourbody.com/mailto:[email protected]?subject=mailto:[email protected]?subject=http://www.loveyourbody.com/http://www.loveyourbody.com/


14/15

It was Charlie Jones who saidthat the key factors that make a

difference between who you are

today and who you will be in 5

years time are the books you

read and the people you meet.

We reckon he was right, but now,

the change can h appen quicker,

and the ways you can learn are

more diverse.

We have been running meetingsfor thought leaders for almost 10

years. A Thought Leaders event is

so unique.

Where else in the world would you

get to attend a program where the

audience is as stimulating as the

presenters? In the past, the only

way you could really know thiswas in the breaks. Those short

sessions where you duck to

the loo, grab a muffin, chat

to some new people briefly

and then, almost with regret,

have to break up the chat to go

back into the learning session.

Well, what if the whole program

was as good as the break? What if

you just had a whole event

dedicated to the mutual sharing of

ideas between some truly great

thinkers and subject matter

experts?

The Summits are built around the

phenomenally successful Open

Spaces format. This structured

approach to unstructured

meetings has been used in the

United Nations assembly

discussions and in small regional

communities in the outback. It

works!

Of course

you have to

take our word for it the first time.

After a few minutes though, you

will come to see this as one of the

most natural and effective ways for

people to get together to share,

learn and meet.

There are four principles of

Open Space...

1. Whoever comes are the right

people

2. Whatever happens is all thatcould have

3. Whenever it starts is the right

time

4. When it is over, it is over

And, there are two laws...

The Law Of Two Feet implies that

if, after being part of a session you

are no longer interested in it, you

have permission to leave. The law

puts responsibility for your own

actions on your own shoulders.

Bumblebees And Butterflies are

for those people who wish to use

their two feet and 'flit' from

meeting to meeting. These people

can pollinate and cross-fertilize,

lending richness and variety to the

discussions.

Its elegant in its simplicity!

Not only do we not apologise for

the likelihood that you might just

think differently when you finish

the day - we hope that is exactly

what happens. Indeed, that is the

role of thought leadership.

So what do you do? Well, go to the

registration site and invest $990

and get our all you meet specialdeal. Thats right. You can attend

any of the advertised dates and

locations. You can register by

going to

www.thoughtleaderssummits.com

And, come to the first one as our

VIP Guest!

a new wayto share,learn & meet


sydneyThursday 6 May 2010

Thursday 5 August 2010

Wednesday 20 October 2010

brisbaneWednesday 2 June 2010

Wednesday 1 September 2010

Wednesday 1 December 2010

melbourneWednesday 30 June 2010

Tuesday 24 August 2010

Wednesday 27 October 2010

aucklandTuesday 18 May 2010

Friday 27 August 2010

Friday 26 November 2010
http://www.thoughtleaderssummits.com/http://www.thoughtleaderssummits.com/http://www.thoughtleaderssummits.com/http://www.thoughtleaderssummits.com/


15/15

Where Why What to do

Its not what you know but also who you know.

This is the key place to meet, network and

communicate directly with the whole Thought

Leaders membership community.

Build a profile Join the local community group

Introduce yourself to a local mentor

Blog your thoughts

Be coolserve dont sell

You get tonnes of great information on how to

capture, package and deliver your expertise.

Create an RSS feed to the episode list

Watch videos, post comments, share the

content with your friends, clients and

colleagues via facebook, twitter etc

Read streamed articles and specifi

c thoughts onhow you go about developing your expertise.

Set up an RSS feed

Post comments Share the content

Get short bursts of mentoring.

Stay up to date with latest networking and

learning opportunities

Follow

Re-tweet the stuffyou like

Its the one stop portal for all these different

online places. Link to all in the Thought Leaders world

They are the live, belly-to-belly, face-to-face

experiences that combine the multiple benefits

of sharing, learning and meeting.

Participate

Ability for to you apply to become a Thought

Leaders Accredited Mentor.

Branding

Licensing

Positioning

Navigating your way around the

online world

Thought Leaders Magazine | Issue 4 | September/October 2010

Documents

Transcript of Thought Leaders Magazine | Issue 4 | September/October 2010