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Fatal Business Mistakes
Avoid Killing Your Business by Evading or Correcting these Mistakes!
The entrepreneurial dream is a dream that is not limited to any country, place or person. It knows
no geographic, ideological or ethnic boundaries. It is an urge that strikes deep into the hearts
and spirits o men and women alike that have a vision, desire and courage to be in business or
themselves. Why? Probably because o the opportunity to generate seemingly unlimited amounts
o income based upon their own skills, cunning and knowledge. To operate as their own boss and
to not have to operate within the structure o someone elses making. More importantly, it could be
because o a vision, idea or product that they eel can add incredible value to the lives o thousands.
Finally, but not less important, it is the desire or reedom, income and sometimes even ame that
drives many to the world o being in business.
In these times, more people than ever beore have struck out on their own to take on the challengeo business ownership. In a world o uncertain economics and insecure job markets, the best
security a person can have is being accountable to themselves. Every day, more people join the
ranks o small businesses as partners, associates, contractors and sta members.
I you share in this dream, know it is real and the rewards are big- but so is the risk. I your idea or
service bombs, you are let battled and bruised on the roadside watching the world go by. Yet in my
28+ years in business, the mistakes that businesses make are less about the idea and more about
things that are not so obvious, but can be down-right deadly.
In this report, I will do my best to give you the most deadly mistakes that businesses make and how
to prevent them. By the way, these mistakes are equal opportunity business killers its just that
the smaller businesses may not have the deep pockets to recover. I have worked with Fortune 500
companies, sole proprietors, ranchisors, and small and large businesses in over 15 countries and
can tell you that size makes little dierence when it comes to these atal errors.
The good news is that the solution to most o them is the same: Education. Know your enemy,
study its weaknesses and strengths - and head it o at the pass.
The Fatal Business Mistakes all primarily into these 7 categories:
1. Not being able to SELL
2. Inability to BUILD and DRIVE a TEAM
3. Not BEING ABLE TO TEACH others how to lead
4. LACK OF SYSTEMS
5. LACK OF ACCOUNTABILITY
6. NO CODE o HONOUR, MISSION or VALUES
7. Allowing THE LITTLE VOICE or sel-chatter in your head to rule the day
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This list will come back to haunt you in those moments when you are acing challenges and
obstacles. Just remember that a problem can only persist i there is something unknown. This list is
designed to take the demons out o the shadows so you know them and can easily slay them.
1. Assuming It Will Sell Itsel
I have had thousands o people tell me about their brilliant idea or a product or service that would
be completely irresistible in the market. Blair, I swear this product will just sell itsel, they claim.
I just need People then eel justied in spending all their time ocused on the product instead
o sales and marketing. Many o these businesses go broke because they hold onto the myth that
the products or services will sell themselves. They believe that once one key person nds out, it
will become a viral success or they tell themselves i they get just 1% o the market, theyll be
swimming in cash. I hate to dash your hopes, but the odds o that happening without you selling
are slim to none. The #1 skill or anyone in business is the ability to actually SELL.
For some people, selling is a dirty word. Its beneath them. Its the realm o used car salespeople or
door-to-door hawkers. The reality is that sales equals income. I selling is distasteul to you Get
over it! Whether you are in business alone or the CEO o a publicly listed company, your job is to sell
your concepts, ideas, and products to a very crowded, jaded and skeptical market. You have to be
able to clearly communicate the benets o doing business with you. You also have to nd a way to
cut through the noise in your industry, and stand out and be heard. Thinking the product or service
will sell itsel without a strong selling eort on your part is an exercise in denial.
2. Not Taking the Time to Learn how to Sell or Thinking Selling is Below You
Many times, newbies into the world o entrepreneurship are reugees rom the corporate world.
A world where they had resources, a chain o command, and authority. Selling was something
either taken or granted or relegated to the sales orce not something you had to do yoursel.
So many edgling entrepreneurs bury themselves in their inbox or in organising their ofce, or
perecting their logos/orms/processes beore they even have any clients. Too oten, its a keep-busy procrastination tactic.
I hear a lot o people say, I want to be a business owner not a salesperson. I can tell you that
the roadside is littered with the lost dreams and hopes o people who thought they were great
business owners, but didnt or couldnt sell. But, seldom will you nd a great salesperson along that
roadside. They always know how to generate income in any economy.
In 28 years o business, I have never stopped learning how to sell better. Never stopped practicing,
drilling, role playing or studying. Neither has my team. One o the main reasons companies hire our
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SalesPartners is because they want a coach to keep them accountable to their sales goals. Selling is
a learned trait. You dont have to be born with it; you just have to learn it.
3. Wrong Reasons or Starting a Business
Whenever I mentor or coach olks with their businesses, I ask them WHY they started their business.
The answers are always interesting. Granted money is a big motivator, but there are plenty o days
in your own business where there is no money and the prospects or income look bleak. What
is your motivation then? Some say they dont want to be a slave working or someone else. Fair
enough. But slavery is not relegated to employer-employee relationships. When you are working
or your business rather than your business working or you, income is scarce and you have no
choice that too is slavery. Or, how about these reasons: My Dad was a business owner; I inherited
it; my riends said it was a good idea; I wanted to have more time or my amily; or I hated my job.
The most successul businesses I have seen have a mission something they want to do in the
market that makes a diference. They want to be able to make a statement about who they are and
what they do: They want to create a legacy. This same drive is also the essence o branding. What
promise will you make to the world and deliver? Overnight delivery? Satisaction guaranteed? For
our SalesPartner ranchise owners around the world, the mission is to Improve the quality o lie
or everyone through transormation o the marketplace. There needs to be a re inside that will
take you past those times when the going gets tough.
4. Leveraging and Overextending Too Soon
Visions o grandeur are great, but trying to leverage your business too soon can be atal. Trying to
launch a ranchise beore you have a successul prototype can get you in serious trouble. There are
several levels o growth to any business. When we work with businesses, it is clear whether they
are: Emerging; in chaos; stable; abundant; or in a power position.
Replication beore stability is like trying to build a house in the middle o an active earthquake!!
Attempting to raise money or a hal-baked, unproven idea is not out o the question i you have
the business experience or team to pull it o, but or the average person that is stretching too
ar, too soon.
I you have a vision o multiple locations, get one stable and cash owing rst. By opening that
second and third location, you have just multiplied any unresolved problems that you had with the
rst one. Overextending yoursel nancially too soon kills countless businesses daily. Overextending
yoursel, your time, and your resources can also take a toll on your amily, your health and the rest
o your lie.
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5. Abdicating Core Responsibilities Too Soon
Boy, wouldnt it be great i you could just sit by the beach sipping Mai Tais while other people do
all the work? Its a great dream, but its also oolish to think you can start a business and not be
involved. There is a huge dierence between delegating, empowering, and abdicating. Many new
business owners who dislike sales want to bring someone on to do it or them immediately. Not a
bad move, but that does not mean that the business owners dont sell too! As a business owner, it
is critical to learn how to sell, market and to even teach others how to sell.
You, the business owner, may not be the best in your organisation at the business unction, but
you still need to have a eel or it, a hand in it. I you are going to give direction to others you
best know what you are talking about. I you are oggy about accounting LEARN the BASICS.
Abdicating accountability to numbers and stats to an accountant, bookkeeper or CFO does notabsolve you rom being nancially literate.
You can also spend a ortune on marketing consultants and companies who will promise you the
moon, but at the end o the day, you know your business better than anyone else. You know your
message the best. Those olks can help you, but not do it or you.
A business must also have an eective method o training its own people. Very ew businesses
know how to teach so they are always looking or good people. There are plenty o good people,
but lots o bad or nonexistent training.
Our SalesPartners provide a very valuable service in the area o sales training and team building.
SalesPartners tailor and then deliver core training or the specic needs o their clients- which is
always signicantly less costly and more eective than continually searching or good people.
6. Thinking You Can Do it on Your Own
A big mistake is thinking you can build an enterprise by yoursel. All businesses need advisors,
mentors and teams to be successul. We are taught in school to do things on our own. Not to
cooperate. No wonder so many ail in business!
Business is a team sport. I dont know about you, but I am not smart enough to do it mysel, nor do
I want to be. In my book the ABCs o Building a Business Team that Wins, there are simple ormulas
to take ordinary people and turn them into awesome teams. One o the limiting thoughts that
prevent team ormation is: When I make more money, I can hire a team. Wrong! With that thought,
that day may never come.
Teams are not always compensated with wages. Teams are not always employees. They are advisors,
partners, joint ventures, ranchisees people who believe in you and your mission. You are not
Superman-or-woman so dont try to be. Odds are, youll ail.
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7. Operating in Isolation
There are some who are legends in their own minds. They think they know the market, know what
it wants, know how to deliver it without being IN it. Theyre building a better mousetrap without
ever having seen a mouse. Sorry. Thats not the way it works. My partner calls them sky pilots.
Those olks who sit holed up behind their computers guring out the market without getting out
there and TALKING to people.
In these days, you have to make live contact with people to understand where they are, what they
need and how you can truly help them. Become part o the market. Know your market better than
anyone else and TALK TO LOTS OF PEOPLE ALL THE TIME. One o my mentors calls it REACH. The size
and success o your business is a unction o the size o your reach. Its not necessarily how many
people you can reach, its who you can reach that makes a dierence. More as, when you touchthem, does it matter? Do they learn rom or act on what you share?
8. Not making the Shit rom Creation to Management
Its one thing to create great ideas. Its another to manage a process o delivering it. Many
entrepreneurs are continually creating because they are good at nding and solving problems.
The problem is that cycle is endless. There are countless opportunities to solve problems; but to
monetise your solutions, you have to also create and manage a process to deliver it.
Take my business or example I teach people how to sell. I created a proven sales training
process, which we then passed on to our SalesPartners so that our training would be accessible
to businesses around the world. We created a process to train our SalesPartners in how to train
business proessionals.
Once a process is created, someone has to enorce it. In our business, thats my partner Kelly. Kelly
continually MANAGES the process and make sure it is executed properly again and again that
people are trained on it the right way so they can generate consistent results. This is a very dierent
skill set than creating the process.
In my business, I know that I am stronger in creation than I am in managing. That is why my partner
and I are such a good t. He loves to manage the processes and make them hum. A creator is
orever changing the process, which is like over-pruning a tree. You will kill it. This also requires the
willingness to accept your strengths and your weaknesses- and let others with the strengths you
lack lead around you.
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9. Accepting that Training is Essential
Do you want explosive growth in your business? In John Maxwells The 21 Irreutable Laws o
Leadership: Follow Them and People Will Follow You, John shares that the Law o Explosive growth
is predicated on teaching others how to lead. Most organisations that get o to a rousing start
sputter because there are no training systems in place. As the business grows, it must nd a way
o replicating and transerring the knowledge gained to the next generation o team members.
Without this training, the original bread winners are trapped doing what they do.
What happens when you land that big account and now you need more bodies to get it done?
Are you going to throw them to the wolves and watch them struggle and ail or develop a training
system that gets them up to speed quickly, dependably and in a way where they eel like they are
positioned to succeed and win? And by the way, training is not show and tell. Training is immersionin the physical, mental and emotional aspects o the job; whether it is sales, accounting, marketing
or customer service. It must be replicable.
You might eel like you dont have time to train someone else, especially at this level o immersion.
You just need the work done. But, to grow your business, you have to make the time. To be a great
leader, you must also be a great teacher. SalesPartners can help you design and acilitate that
training so that your vision and your processes become the core o your company culture.
10. Ignoring the Personal Development Side o Business
Its not personal. Its just business. Riii---iiight. Probably the biggest mistake o all in business is
ignoring the act that business is an emotional contact sport.
What takes most people out o the game is the emotional stress, worry, panic, rustration and
atigue that comes with building a business. I learned many years ago that the toughest sale o all
is selling mysel to mysel. It is mastering the Little Voice in my head that doubts, sabotages and
erodes my condence.
When your mood level is high, you see opportunities in every obstacle. When your mood level is
down, every molehill looks like a mountain and even the smallest problems seem insurmountable.
To produce consistent results in your business, you have to be able to control your thoughts and
eelings. When youre down, how do you get your mood level high again? In the early days o my
business, I wasnt that emotionally strong. I sought approval o others, second-guessed mysel, and
beat mysel up on a regular basis. I hated eeling stressed out all the time, so I sought great teachers
and coaches that I still use to this day to teach me the skills o managing my thoughts, belies and
emotions.
Every personal development course I ever did, automatically increased my selling ability. Why?
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Because the toughest sell o all is between my own ears. Your Little Voice can be your biggest
enemy or greatest ally. But, i you are unconscious about it, it will rule you and sabotage your best
eorts. What most people ail to grasp is the gut wrenching, teeth gnashing, laying-in-bed-retting
roller coaster that comes with having a business. Business IS a personal development workshop
that you can never walk away rom but the better you master yoursel and your team, the more
money you will make.
11. Under Capitalisation and Poor Money Management
I could write a whole book here about insufcient capital, unrealistic orecasting and poor budgeting
habits o the typical start up and growth mode business. The inability to raise capital comes rom
two things: 1) The inability to sell and 2) poor money habits. I you cannot show a command o
these two areas, no one will trust you with the ability to generate prot.
Managing money should be simple: Earn more, spend less. But, many people are either ocused on
sales only and ignore their costs, or do everything to conserve money and strangle their sales and
marketing eorts.
Being a spend-thrit or over-spending will kill your business. Weekly accountability to numbers
and good discipline will allow help manage costs while allowing or growth. It is important to take
risks to generate business, but orecasting with no budget is a disaster. Putting your uture in debt
without a solid plan and nancial controls is like giving your teenager a credit card with no limits.
Your exuberance as a business builder may cloud your better judgment. Remember, when emotion
is high, intelligence runs low. I you have bad money habits personally, they will reect in your
business. Any nancial issues that you have when you have no money, will get worse once money
starts owing in. Sales does NOT cure nancial incompetence.
12. Ignoring Margins and Proft
Many businesses do not need more sales. More sales will actually kill them. This may soundcontradictory to number 11 above, but, the act is that they need more prot margin on what they
are already selling, not more sales. One o our SalesPartners ranchisees had an account looking
or help to help increase sales. We asked to look into some o the clients numbers or a better
understanding o the business. What we ound was that more sales would make him go broke
aster. He was buying product to sell at 85% o the price he was selling it at. Ater a bit o overhead,
every sale was digging his grave deeper!
Every transaction should contribute to a healthy prot. Doing too much or ree or on the hope or
more business is devastating. Be able to track every dollar earned to the bottom line.
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13. Not knowing your Product or Your Customer
The market is always talking to you. You have to listen. Many is the business owner who had an idea
that they knew would kill the market But they went broke anyway. Do not be arrogant. Look
at the trends. The market is always changing. Twenty years ago, the ax machine was a must-have
piece o ofce equipment. Would you want to be selling ax machines today?
What problems does your product REALLY solve? Maybe its something you did not oresee. What
does your customer REALLY want? Its not what you want to sell them. Its not even the eatures o
your solution.
In our business, its not the sales training that people want theyre looking or sales and business
growth. Sales training is just the means to the end. Its like that old story about drill bits. A customer
walks into a hardware store and the sales clerk is explaining every eature o their ancy drills. The
customer is overwhelmed. He didnt come in or a drill. He doesnt care about the speed o the drill
or the metal alloys used in the drill bit. He just wants a hole. Help your customers understand how
to get what they want and youll be successul.
14. Poor Accountability: Financially and Behaviourally
I remember a wildly successul trucking company that was growing so ast that they ignored #11.
Their accounts receivables were high, collections low and the need or cash high. Without strongaccountability, they decided to delay the paying o their payroll taxes or a ew weeks to ree up
cash. A ew weeks led to months. The government can wait right? WRONG. That company went
down in a very big and ugly way.
Using money that belongs to someone else can be like a drug. Well pay it back later. But later
doesnt happen because you become used to having access to the extra cash that belongs to the
tax man, vendors, employees, etc. Financially, emotionally and psychically this devastates many
business owners to the point that bankruptcy is the only solution. I the money isnt yours dont
touch it without agreement.
Also, every person in sales must be accountable to their numbers. How many calls will they make?
How many appointments? How many presentations? These numbers must be reviewed each week
as part o holding everyone accountable. The power o a team is huge when managed properly.
Managing means measuring. No measurement no improvement.
I you need help creating a system o accountability that will work or your business, our SalesPartners
can help. Theyll create a system to bring your team together. Theyll hold your team responsible to
your Code o Honour and help hold everyone, including you, accountable to your numbers.
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15. No Clear Selling and Marketing Cycle to Generates Steady New Business
Its amazing that many businesses do not really know where most o their money comes rom.
Your business has a selling cycle, whether you know it, or not. I you are hoping that business will
continue to come rolling through the door, you are cruising or a bruising.
Analyse where all your sales come rom, starting rom origin to the nal close. What is the pattern?
Focus on that cycle and rene it until it hums. Dont all into the common trap that is a big mistake
or most businesses: Wasting a lot o time and money trying dierent marketing strategies, selling
strategies and pursuing tangents that some OTHER guys used that seemed to work or them. I you
have any business at all, you got it through a series o processes. Identiy them and maximise them
rst.
Our SalesPartners do an excellent job in helping clients do this properly. They help businesses
scoop up the millions o dollars that are still sitting on the table. I can tell you that I have personally
thrown more money away than I care to think in my career to marketing and PR companies that I
abdicated my marketing to. They were not bad people. They simply set out to create new strategies
to generate business or me rather than looking at what already worked and maximising that. And,
I was too impatient to stick to the knitting and ollow the process that attracted customers to my
business.
In the end the process is the process. Once identied and calibrated, you can improve each
step o the process. One o my team members said it well: Marketing or many is like an old hand
operated water pump. You pump like crazy and nothing happens at rst. Then it starts to gurgle,
trickle and ultimately a ow o water comes out. The problem is that it takes you a lot o energy to
get it owing. That is like a marketing strategy that says: Sell, sell, sell! Business starts owing. You
relax a bit to ull and rest and what happens? The water ows or a little while, trickles and stops.
Now what? Start pumping again. Thats a bad ormula. Stick a solar powered automatic pump on
that thing so you have a steady stream o income.
16. Thinking Momentum will Carry You
One o the dierences between a good business owner and a rookie salesperson is that when
a salesperson makes a couple o big sales, what do they do? Celebrate (thats good) and take a
break (thats not good). Remember our pump analogy? Momentum can be an excuse or not
doing anything. The ormula or momentum is velocity times mass. That means velocity must be
maintained and the amount o eort going in must be steady. I you back o, so do the results. A
good owner keeps systems moving. You use wins to raise the bar to more wins. Yes you celebrate.
But celebration doesnt mean taking your oot o the accelerator.
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17. Being too People Dependent Instead o System Dependent
The late Dr. Edwards Deming was the guru o quality control in the late 20th century. His point was
clear. A business must have systems and processes that allow people to do good work without
hampering their progress. I a problem arises, typically its a system problem not a people
problem.
The most overlooked system in business today is training. Its having systems that teach people
how to be competent and good at what they do. That is why SalesPartners are so busy. Whenever
you see lots o employee turnover its usually because o the lack o good systems. People are
expected to be superhuman or special. I I hear the words one more time, I cant nd good people.
I will scream! Most people are good. The systems are the problem.
Sometimes you are too close to your own business and need an external resource to help you
identiy what can be systematised. Our SalesPartners are experts at helping develop and incorporate
systems into businesses.
18. Hoping Instead o Goal Setting and Planning
Many wide eyed entrepreneurs go into business hoping or the best. That is a horrible business
plan. Clear goals pull you toward your dreams and desired outcomes. You have to become a
compulsive goal setter not just a problem solver. What do you want to deal with more: Goals orproblems?
The Little Voice Mastery Champion Level Goal Setting Program steps you into the right goals with
the right process to get what you want. Do plans always go according to plan? No. But the process
o creating a plan clears your head o the doubts, concerns, and surprises that can trip you up
later when you are already invested in the game. I am not a big planner. But I am a big goal setter.
Following a proper goal setting process will yield a simple plan. Do I always get my goals? No. But
it keeps me in motion and directed. The path to every goal allows you to correct and get bigger,
whether you achieve the goals, or not.
19. Solving Problems by Working Harder
I you have been in business or a while You will nd the solution to most challenges is NOT
working harder. That is a revolutionary concept or many people, just like it was or me. Working
harder at solving a problem that you have been working on or some time becomes deeating,
rustrating and orms bad habits. Many business owners have burnt themselves out and even quit
because o hard work that got them nowhere.
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That is why you must have advisors, a team, and be willing to take new risks in areas that are
challenging you and to nd new pathways that are more elegant, easy and lucrative. Sometimes
its a 180 degree shit in direction that solves the problem. The way to get out o a hole is to simply
stop digging!!
I you need someone rom the outside o your organisation to help you look at new ways to deal
with the same seemingly unsolvable problem, SalesPartners can give you a resh pair o eyes. Based
on working with many business clients across a wide spectrum o markets and industries, they have
been exposed to a variety o business systems and solutions that can benet your business, too.
20. Ignoring the Power o Reach, Association and Connection
Ralph Waldo Emerson said, Build a better mousetrap and the world will beat a path to your door.
I believe he did a huge disservice to entrepreneurs who came ater him. Waiting or the phone to
ring, blindly sending thousands o emails, hoping that someone sees your ad and nds you is a
sure road to ruin.
No matter how big or small you are, there are always those out there who you can connect with,
associate with, joint venture with, or simply talk to that can open a world o resources, capital and
ideas that you can never predict. Certainly you will never experience it i you dont reach out to the
world and ask. As I once heard I you dont ask the answer is already NO!
21. No Code
Every great team, business, culture, army or amily has one thing in common: A set o rules. I call it
a Code o Honour. Its a set o rules that sets the behavioural standards o the team itsel. The Ten
Commandments is a Code. The Constitution is a Code.
Many organisations have great products and great people, but they implode rom within. The
intellectual capital and energy is wasted because the team itsel either operates at hal capacity or is
dysunctional altogether. It doesnt matter how good your competition is, i your own team cannotget it together. This happens because in the desire to create open and ree thinking environments,
nobody wants to create rules that restrict. But, in the absence o rules, people make up their own.
Not good or bad just dierent. This is a giant problem and a sad one to see great ideas and
talents go to waste because people are going o in dierent directions.
Examples o good Code o Honour rules are: Never abandon a team-mate in need, communicate
direct about problems, dont blame others or justiy behaviour, and celebrate all wins. The Code o
Honour is a set o behavioural rules that determine the habitat that you and your team members
all live in. One Code does not serve all people. But it must serve your business, your mission and
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your values. The size your company can successully grow to as an organisation is directly related
to your ability to enorce your rules.
So there you have it. Youve read the 21 atal mistakes to avoid with tips on how to avoid them. Here
is the good and bad news. The bad news is that you will probably make some o those mistakes
anyway. But the good news is that now you might be able to avoid many o these mistakes, or at
least correct course quickly.
Be awesome!
Blair
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