Bernie Heine talks about building better relationships in the workplace using the DiSC system. First, we will talk about: (1) How to discover your own style, (2) Understanding other people’s styles, recognizing “what am i like vs. everybody else,” then “how do I recognize other people are,” and then really the clincher is (3) how to build better, more effective relationships now that I know how to recognize other people, and the activity at the end that we’ll do is an Action Plan to pick one person you might wanna build a better relationship with and what are some ideas that I have that actually improve the relationship with that individual.

How You See Yourself

First of all, I’d like you to ask yourself these two very simple questions:
  1. (a) Do you see yourself as someone who is more fast-paced and outspoken (more of an extrovert)?
OR (b) Do you see yourself as someone who is more cautious and reflective (more of an introvert)?
  1. (a) Do you see yourself as being more questioning and skeptical, more interested in the job that needs to be done and task that you are working on?
OR (b) Do you see yourself as being more accepting, more people-focused, more interested in who I get to work with necessarily than what the job that hand this down working on right now? 2 questions
Upon answering these 2 simple sets of questions, you’ll come up with the 4 DiSC styles: D  fast-paced & outspoken | questioning & skeptical i  fast-paced & outspoken | accepting & warm S  accepting & warm | cautious & reflective C  cautious & reflective | questioning & skeptical 4 DiSC styles   Answering these quesions is one simple way of identifying “What am i mostly like?,” “What style am i like?” You can use this also to recognize other people’s style.

How to Recognize Other People’s Behavioral Style

When we’re reading other people, it’s not because we’re trying to label them. It’s because we want to understand people. We profile other people so that we can better understand them, so that we can adapt our needs. By knowing that, we can understand them better, work with them better. All styles on the DiSC Map have their own strengths, have their own limitations. There is no good or bad styles. All of us in the end are really a blend of all four styles. Nobody is just one thing and nothing else. We all have at least a little bit of the others. Some people are very much of like one style and very little of the others. Some people are really close to the center and there are a total blend of all four styles. We are all different. No two alike. No two people have the same style. We read people by observing their actual behavior through body language, tone of voice and expression, and choice of words. All of these things are clues as to which one of these four styles we’re looking at. We need to use all of our senses to really evaluate “What is this person’s style?” The Golden Rule
  • Treat others as you want to be treated.
The Platinum Rule by Dr. Tony Alessandra
  • Treat others as they wish to be treated. This is a better approach to build better relationship with other people. As what we have learned from the DiSC styles, not everyone is like you. We all have our own style. So if I treat everybody like “I like to be treated,” three quarters of the population is alienated, three quarters will not be happy with my approach.
The more successful we are, the higher the level of our Emotional Intelligence, the more we can adapt to ourselves to be like the other styles when we’re with them, and now we can communicate. Call us at PBC for a free consultation and learn about the Everything DiSC Workplace Profile that will help you better understand your DiSC style including your priorities, your motivators and stressors. You will also learn how your DiSC style reacts to other styles as well as strategies to increase your personal effectiveness and connect more effectively with others in organizational settings.

Have you had your business epiphany yet? Learn about some revelations that have helped other entrepreneurs grow their businesses.

Are you frustrated with working long hours? Are you struggling to grow your business?

Hi, this is Bernie Heine, and today I want to talk about seven epiphany moments of business growth.

So here are seven different ways that you can approach growing your business, and I encourage you to take some notes and think about which one of these really resonates with you and what can you do to help grow your business.

Do You Have a Vision for Your Business?

Do you have a vision for your business? Do you know why you’re in business? Do you know want your long-term goals are with having this business? Where do you want to be in 10 years?

So many business owners that I meet can never really answer this type of questions. They never really thought about it. If that’s the case for you, here’s what I recommend.

Take some time out with your staff or with yourself, if it’s just your own business. Get away from it all for a while. Think about the things that really make you want to be in this business. Why are you doing this in the first place? Where do you want to take this business in the next five years, 10 years, 20 years? Craft that long-term vision.

Your Business Is a Reflection of You

The epiphany moment number two is understanding that your business is a direct reflection of you. How you do things is how your business will look. So the more you invest in yourself, the more you improve your personal effectiveness, your leadership skills, your marketing skills, your sales skills, the stronger your business will be.

So many people focus elsewhere but if you’re leading the organization, then the money you spent directly on you impacts the success of the company. Continuously plan to improve yourself. Think about what you might do right now to take the next step.


Passion and Enthusiasm Aren’t Enough: Skills Matter

Don’t assume that enthusiasm and passion are enough. Sure, you’re very passionate about your business and you’re very enthusiastic, but do you have all the right skills?

You need that level of energy as an entrepreneur, but when was the last time you worked on improving your skills? Are you still using some knowledge that you learned maybe back in college or maybe on your first job? When was the last time you read a new book on business or took a course or went to a training program or got another degree or additional certification? How much are you working on those things?

Imagine a professional athlete, maybe someone in the NFL, and imagine that they’re still relying on the skills they learned when they were in high school or in college. They would not be very effective, would they? Yet, so many business people fall into that same trap. So think about what you can do to improve yourself, your personal effectiveness, and your knowledge to be a better leader.

Understanding the Value of Connections

Epiphany moment number four is understanding the value of connections. A lot of business owners focus their attention on their prospects and their customers. It’s all about closing the next sale, and that’s all great, but don’t forget about the other connections. Don’t forget to network.

What about strategic alliances? Do you know some businesses that have the same customers as you have but sell different products? How often are you networking with those people or working with them? Think about all the connections and strategic alliances you can build. Go beyond the direct customer contacts that most people are so focused on.

Don’t Be All Things to All People: Focus on a Niche

Don’t try to be all things to all people. So many times I hear entrepreneurs say “well if I narrow my focus too much, I’m going to miss out on all these clients that are over here and over here. There’s all this business to be had.” In fact, the more you try to be all things to all people, the more you’re not really important to anybody, and that means that your profit margins are likely to be very low.

The more you focus on a niche where you can have a targeted message on the benefits that you bring to a narrow focus of people, the more you can sell at higher prices.

So think about who you really are targeting? What are you selling to those people and how can you increase your margins by being more of an expert in the field?

Avoid Doing It All Yourself: Learn to Delegate

Epiphany moment number six is avoiding the “it’s easier to do it myself” syndrome. How many times have you heard yourself saying that or maybe heard others say “well it’s just easier for myself” or “let me just take care of this.” Well, it might be easier to do it yourself right now, but it’s rarely more effective.

Catch yourself when using that term and think “at this moment it might have been easier for me to handle this right now,” but think long-term. If you keep doing that, when will you have time to do bigger and better things? When will you have time to invest in the growth of the company as opposed to being focused on all these menial tasks? So, learn to delegate!

Understanding the Benefits of Systematizing the Business

So epiphany moment number seven is understanding the benefits of systematizing the business. So many small businesses don’t have systems that are laid out in a clear manual because they say “it’s not really important. We all know what we’re doing. Why do we need to write this down?”

Well if you think about a franchise business, you often pay $100,000 essentially just to get the operating manual, the step-by-step recipe for how the business works.

Now, why is that important? First of all, it helps in training. It documents how we do things, but also, it gives us an opportunity to go back and make corrections and edits. If we’re making up the processes every day, or if we just assume we’re following the same process but haven’t ever really documented it, how can we make improvements? How can we make process improvements? How can we get better? How can we learn?

Take the time to systematize the business. Have an operating manual you can refer to when bringing on new people or expanding the business. It’s a lot easier when you’ve got documented set of processes to fall back on.

So finally, let’s take some action here. Think about these seven epiphany moments we just talked about. Pick one or two that really resonate with you. Create an action plan and get going today!


Call us at PBC for a free consultation and learn about some revelations that have helped other entrepreneurs grow their businesses.

From believing in your product to creating a win-win relationship with your prospects, discover the secrets of a successful sales process.

Is your sales process more like a hockey game or more like ballet?

Hi, my name is Bernie Heine, and I want to talk about 12 intriguing principles around selling.

Client Builder Selling Process

So what do I mean about hockey and ballet? Well, you know in a hockey game, while fundamentals are important and people learn to do all the different moves, the game itself is very random. The puck can go in any second in any different direction. People are always moving, manipulating, trying to trying to get the process under control and make it work for them, and there’s just quick seconds where it works and then it’s over again and they’re trying to regroup. Ballet is a scripted, choreographed, flowing movements organized people. So when your sales process, is it more like a hockey game or is it more like ballet? And we think they it makes more sense to be focused on the ballet version, to be organized with a process where you know and your prospect knows where you are at all times.

The worst thing that happens in the sales process is when the prospect and the sales person are completely out of sync. This mutual mystification where we think it’s pretty much closed and the prospect doesn’t ever want to talk to you again, and this happens time and again. So having a process that you fall back on where you know where you are is very helpful.

So I use the client builder selling process, which is what I teach to my clients, and I don’t want to talk about the individual steps of the process today, but I want to talk about these principles that underlie the process.

Believe in What You Sell

So principle number one is you must believe in what you sell. Your prospects will never be as convinced about your products as you are. You have to really believe that what you sell is a good product and that as a sales person, it’s your duty to the world to bring out these products to be able to help other people.

Keep the Focus on Your Prospects

Principle number two is to keep the focus on your prospects at all times. This is not a show about you and how brilliant you are, and how much interesting information you can deliver in a short period of time. It’s about the prospect. You get there by asking questions and showing genuine interest in who they are as a person and what the concerns are of their business, and the mindset we have is “I’m financially independent and I don’t need the business.” People can sense when you’re desperate and you’re trying to push your stuff on people. Take the other road which is “I’m happy to do business with you if you want me, but I don’t I need the business.” It’s not being arrogant, it’s being thoughtful of who they are and where they’re coming from.

Better Prospecting, Better Selling

Principle number three is the better you are at prospecting, the better you will be at selling. Prospecting is that connection between marketing, which gets people to be interested in your products and know about your products and sales, which is closing the deal and making the business happen.

Prospecting is a connecting piece. So the better you are reaching out to people, understanding people’s needs, analyzing the marketplace, all those factors will make you much better at selling.

Seek to be Trusted, Not Liked

Principle number four is it seek to be trusted and not liked. Often times, you hear people talk about know, like, and trust. Well first I have to get to know you, and then I will like you, and then eventually I’ll trust you, and then we can do business. Well the liking is actually only important for a certain sector of the population, so I use a disk model and those would be the eyes. they really need to like you so they’re extroverted and they’re people people. They need to like you in order to do business. But for the rest of the population, it’s not that important. What’s really important is that they trust you. People will do business with people that they trust, but that they might not want to have them as friends. They might not like them in particular, but they trust them. They know this person gets it done. This company does what they say they’re going to do. This organization follows up. That’s trust and that’s what we need to seek, not just being friends with people.

Collaboration, Not Competition

Principle number five is collaboration, not competition is the best mindset. I want to collaborate with my prospects. I want to create a business relationship that works both ways, a win-win. If I’m competing against my client looking for a win/lose. I win, you lose. I get lots of money, you get a little tiny product. That’s not the right mindset for selling. I have to think it’s cooperation. I want to get a win/win. I want you to be very happy with your products, and I want to get paid for that, and we want to work together to get there and not fighting each other for air time.

People Buy Emotionally

Principle number six is people buy emotionally and then they rationalize intellectually. So we make decisions with the center of our brain. It’s the part doesn’t even understand language. We need to be emotionally connected in order to make a decision. And often times, you’ll hear people talk about a gut feeling: “Well I just didn’t really feel good about that.” Well no matter what the numbers say, if we don’t have a mutual feeling of trust, we’re not going to close the deal. You’re not going to buy from me if you don’t you trust me, and that’s not a rational thing, that’s an emotional thing, You have to feel emotionally good about this is where we’re going.

People Only Buy When They Have Pain

Principle number seven is very related to that. People only buy when they have pain. People have to have pain or there’s no sale. We as salespeople have to tease out what are those pain points. What are the things they’re really bothering people that our solutions can alleviate.

You Need a System for Prospecting and Selling

And principle number 8 is we need to use a system for selling and prospecting. You can’t just randomly walk in and change it each time. How can you ever get better if you don’t have a process? We need a process, we need a system, we need to have something that we’re following we can also share with out prospects so that we stay on the same page at the same time.

You Can’t Convince Anyone of Anything

And principle number nine is we can’t convince anybody of anything. People have to convince themselves your solutions are the right ones for them. When we force people to do stuff against their sort of better judgment and we tricked them into some sale, it’s not a lasting relationship. Sure, maybe you’ll close one deal, but you’re not going to build a pipeline of valuable customers and prospects if that’s your mindset. So they have to convince themselves. They have to know “yes, this is the right thing. Let me buy your product.”

Sales is a Process of Disqualification

Principle number 10 goes very much along with that, which is sales is a process of disqualification. We start with a wide set of potential prospects, suspects, people that might be interested and we narrow it and narrow it and narrow it. We need to constantly be looking for ways to make the list smaller so that we can focus a lot of our energy on the high quality leads. We shouldn’t worry when people are not immediately interested in buying because we can’t sell everybody. We have to narrow the focus, so we can do a really good job with ones that really need our products.

Give Prospects the Freedom to Say “No”

And along with that, principle number 11 is “give your prospects the freedom to say ‘no.’” Show them the exit doors. Don’t force them to stay in. That’s what they want to hear. Prospects are often afraid but the salesperson won’t give up. They’re going to have rehearsed stalls and objections, and they’re going to know what to say. When I say this, they’ll say that. When I go here, they’ll go there and try to force me into a corner, so that’s why they often say “oh, I have to think it over.” No, I don’t like to end and a discussion with “we have to think things over.” I want clear plans. If it’s a ‘no,’ tell me right now in my face. I can handle it. Don’t give me that “no, I need to think this over” when really you mean “I never want to do business with you ever again.” That’s fine. Tell me so we don’t let this stumble along and we’re talking around each other. We need to be on the same page.

Give Yourself Permission to Fail

And finally principal 12 is give yourself permission to fail. You’ll make mistakes. It’s fine. We learn from our mistakes and we move forward. Maybe you’ll say some of the wrong things in and you’ll lose a sale. Well that happens in life. We don’t close every single thing we start, so give yourself permission to fail so you’re giving yourself permission to experiment and try new things. And I encourage you to try on these 12 principles of selling.

Call us at PBC for a free consultation and discover the secrets of a successful sales process.

It’s better to be a boutique than a department store. Learn why having a narrow focus can help you increase margins and build credibility.

So are you very focused on the main thing, or are you a little more scattered in general?

Hi my name is Bernie Heine, and I want today a little about the power of focus.

Why Focus is Important

Talking about focus on the core things really matter most to your business.A lot of entrepreneurs think “well, if I to narrowly define my business, I’m going to miss out on all kinds of opportunities that are right and left of where I, and therefore my business will get smaller.” Well the truth is actually the more I focus my business on one or a few small niches, the more I’m considered in the industry as an expert. The more I’m an expert, well the more I can actually charge for what I do.

Be a Boutique Rather Than a Department Store

Think about the difference between a department store and a boutique. Boutiques tend to have higher prices. We expect when we walk into a boutique that it’s going to be more expensive, but what do you also expect? Well, you expect the salesperson to be very knowledgeable. If you go into a department store, you expect they know something about their products, but you’re not really expecting them to be super knowledgeable. But in a boutique, you expect them to know why about the product and be able to help you in very unique ways. So when we’re in business, think about the same way. If if I’m very very broad, I can expect to get very high margins for my products, but I find that that industry expert people come to charge more, so I can work less and make more.

Also by being more the expert, you can focus your marketing communications to be more targeted so that it’s more relevant to your target audience. So we want to talk about things that benefit our target market and when we’re narrowly focused, we can say things that really bring them in. They can actually see themselves in your marketing communications, and that drives higher loyalty towards your solutions versus your competitors. And in those communications, we can talk about the benefits. And the benefits are those things which are usually not even on the invoice.

Think About the Benefits Your Product Offers

Think about when you sell your product, your company doesn’t really want to buy what you sell, they want to get the benefits from what that product delivers. So on my invoices as it says business coaching, but clients don’t really want business coaching. What they want is the benefits that the coaching brings them. So I help them talk through difficult ideas that they might have or situations that they’re involved in or work with the helping them improve their businesses, or helping them improve their relationships with their employees. Those are the things that they get as benefits from working with me but that’s not what it says on the invoice. So in our marketing communications we want to focus those concepts on the benefits that we bring and this idea of focusing into a niche allows us call out those benefits much easier than if we’re just broad brush and do work with everybody.


So let me leave you with a few questions. Are you now narrowly enough focused to be able to get some of those benefits? Or are you diluting your efforts and trying to be too broad/trying to be all things to all people? I encourage you to take the approach of being everything to a few people and really helping them as an expert in your field.

Call us at PBC for a free consultation and learn how thepower of focus plays an important role in increasing your profitability.

You are your brand! From having the right mindset to following up, learn how to make contacts and represent your business.

So is networking an important part of your marketing strategy?

Hi, my name is Bernie Heine, and today I want to talk about 10 networking tips that will help you be more effective at networking.

Your business is your brand. You are your brand. You’re representing your business every time you go out and meet with other people and talk about your company, your abilities, products you sell, and your business is total reflection of how you present yourself in those circumstances. So I have a short list of items here that I want to talk about today the might help you become more effective whenever you’re out networking

Develop a Networking Mindset

So tip number one is develop a networking mindset. So what do I mean by that? So networking is about creating networks. It’s about connecting individuals. So when you’re in a networking meeting, you’re out meeting different people we want to have that mine said they were there for the principal purpose of making connections, not just my connections with many people, but think about making connections overall in the group.

Develop and Practice Your Elevator Pitch

Number two this develop and practice your elevator pitch.Now what’s the elevator pitch? It’s that really quick introduction you use when you meet somebody: “hi my name is Bernie, and I’m a business coach.” Now how does that leave people? Well, how about if I said “Hi my name is Bernie Heine, and I help executives earn more and work less.” How does that sit with you?

So thinking about the elevator pitch is often best when we talk about how what you do benefits other people and not specifically what you do. We want to avoid the back and forth boring kind of interaction that people often have with each other because they assume what they really need to say is “hi, I’m an insurance salesman or I’m an investment banker or I’m a business coach or I’m am executive coach or I’m a a trainer.” Those are all interesting things, but they don’t encourage much dialogue. It doesn’t encourage people ask more questions. When you focus on the benefits you bring to your clients, you have a much bigger impact in the message. It will encourage some dialogue to take place.

Only Choose Events Relevant to You

So tip number three, choose only the events that are relevant to you. Networking is not just going out partying, it’s work. We want to meet people that help us in our business and our careers and getting ahead. So take a look at the speakers list and the guest list and make sure that the event you’re going to is one is really relevant to you and really important.

Create Some Goals, Who Do You Want to Meet?

So tip number four is once you’ve identified the events you want to go to is create a strategy. Create goals about who is it in particular that you want to meet. What are you going to say to those people when you meet them? Have a clear idea what the outcome should be of attending that particular event.

In Every Interaction, You’re Going Through Various Stages

Tip number five is note that in every interaction, you’re going through a series of stages. When you first meet somebody, and then then you enter into questions and dialogue back and forth and you establish certain connections and the idea that you know different people, you’ve been in the same industry, you’ve had a similar job. You’re pulling together connections and then you’re looking to move to next steps. And next steps might be “this isn’t really working, this is not the right person for me, I don’t see any opportunities here, let me pass this person on the someone else, or we want to set up an appointment so that we are looking to close the conversation and say “great, I’ll give you a call tomorrow, or we’ll meet next Tuesday for lunch,” whatever you agree to.

What you want to have is a clear closing. You want to think about every interaction in the networking event as going through that similar process and moving towards a definitive endpoint you both agree makes the most sense.

Work The Event

Number six is make sure you work the event. Have a set of goals laid out. What do I want to accomplish?

Now some of you might be extraverted and you probably love going to events and you just can’t get enough of meeting people and talking to people and engaging with them. A downside of that might be that you end up spending too much time with too few people and it might be very interesting conversation but is it getting you toward your goals? Now if you set goals in advance that you want to meet six or seven people or you want to get three business cards, or you want to set two appointments, whatever that you might be having those in the back of your mind during your conversations might help you move along and not just spend too much time with one individual that you really along with and love to talk to.

But let’s say you’re more on the introverted side. Going to these networking events might be a very painful experience. Well having a set of goals can help you know when you’re done. So I had a conversation about this recently with a client about just setting up three appointments was his goal. So therefore once he got to that point, he knew he could disengage from the event and not have to be out there the whole time. He knew sort of his endpoint and he knew what he was up for.

Be Interested, Not Interesting

The seventh tip is to be interested, not interesting. Be interested in what you’re hearing from people and not focused on your performance. You’re not on stage delivering a monologue to a crowd, you’re at a networking event and you want to learn about other people. You want to understand where they’re coming from. The best salespeople listen much more than they talk. In networking you’re a salesperson and you need to listen to understand what other people’s needs and wants are, so that you can then come with a good strategy for how to best help them. So be interested in other people and not worried about being interesting.

Networking is Not Selling

The eighth tip is networking is not selling. Selling is something we do afterwards when we’ve set up an appointment with somebody. This is not a time to be hawking your wares, and people that do that and there are plenty of people you’ll meet at networking events that feel this is a big sales opportunity, they often get shunned by the group.

They’re the people nobody wants to talk to anymore because they’re in your face trying to sell you something right now, trying to get you to buy whatever it is they have right now in this minute. The only thing we’re trying to accomplish in a networking event is to gain connections, help other people get connected, and for us to have appointments set afterwards. There’s plenty of time to be selling your products after the event.

Bring a Colleague Along with You

So the ninth tip, and this goes for really large events, you might want to consider double teaming. Take a colleague along and split up the group. Split up the list of names of people you want to talk to.

A key thing to pay attention to is don’t find yourself each talking to the same individual. If you’re there with two people, spread out. If you see that your colleague is engaged in a conversation with someone, avoid also entering into the same conversation because you’re there to accomplish your goals which is to meet all the people you have on your list. Two of you at the same time with one person might be fun but that’s not really the purpose of why we’re there.

Follow Up

And number 10, the final tip, is follow up. In business, most things is to build trust, and following up is a great way to show our level of trust. We talk to a lot of people, we said a lot of things, and now we have to do the things we said. If we said “I’m going to call you tomorrow,” call them. If we say we’re going to follow up with an email, follow up with that email. But in every case we need to follow up and meet the commitments of our promises.


So good luck with networking. Get out there and be yourself, set goals, and develop your businesses and develop your brand.

Call us at PBC for a free consultation and learn how to represent your business.

From thinking strategically to making sure you have a plan of action, learn how to make your business better.

So I often hear my clients say, “I want to have the best year ever.”

My name is Bernie Heine, and I want to talk today about four ways to make your business even stronger.

Begin with the End in Mind

So number one, as the late Dr. Stephen Covey said, “begin with the end in mind.” So start with your vision. Where do we want to go with our business? I always recommend that my clients take time out. Do a strategic planning timeout. Get away from the office with your main team and talk about “where do we want to go with this business?” Craft a really solid vision, mission, and value statement. “What’s really important to us? and “where we want to go and how to get there?” are the beginning points for any successful business.

Conduct a SWOTT Analysis with Your Staff

The second idea is conduct a SWOTT analysis with your staff. So get the team together. This is also a great off-site activity. Get out of the office and go somewhere you can really encourage some more creative thinking and put together a SWOTT analysis. Now what does SWOTT mean? Well it’s just a simple acronym for strengths, (what are all the things we’re really good at, weaknesses, (what do we need to get better at?) opportunities, (where do we see in the marketplace as other areas we can grow into?) threats, (what do we see as pending threats? Maybe technology trends, competitive threats might impact us in the future,) and the fifth letter is another ‘t’ for trends (so what are the big trends that we’re seeing in the marketplace?)

So by pulling all this together, we can create really good strategies about where we want to take the business.

Strategic Planning

The next step is strategic planning. The first thing’s first, what are the most important initiatives that we have to get focused on right now to get moving? And what are the more longer-term things that we need to be focused on? Having the vision, mission, and value statement and having the SWOTT analysis work sets us up to be able to create those strategic priorities. Those main things we need to get done are then further broken down into the strategies that can implement and prioritize so that we’re working on the most important things right now.

Who? What? When?

Now the fourth idea is who’s going to do what by when? Let’s make sure that we have a clear plan of action where the entire team is involved in knowing who’s working on what initiative, when it’s due, what the goals are so that this whole activity is a coordinated effort from the whole company moving towards that vision you’ve established for yourselves.

Call us at PBC for a free consultation and learn strategic ways to make your business even stronger.

Learn why growing revenue is more important than cutting costs and discover other secrets to boost business performance.

So do you know what the top three rules are for exceptional business performance?

My name is Bernie Heine, and today I want to talk about a very interesting book: ‘The Three Rules for Exceptional Business Performance’ by Raynor and Ahmed. So they studied over 25,000 businesses over 45 years and came up with a list of 344 companies which really proved to have exceptional performance.

Better Before Cheaper

So the first rule is better before cheaper. So this is answering the question what value do we provide our customers? These exceptional companies focused on things that weren’t necessarily included in the invoices they sent to their customers, so these are things about exceptional customer service and going the extra mile to help customer out. They focused on “what are the things we can do in our strategy to be better, add more value to the equation, and be better for our clients rather than looking for ways to be cheaper. This strategy allows them consistently be competing on non-price activities.

Revenue Before Costs

So the second rule is revenue before costs. So this means internally their strategy, the strategy that is of the really successful companies, was to focus on building revenue as a principal way of achieving higher levels of return than it was cutting costs. Because there are basically three ways to improve the return on assets, or the overall profitability of a business, you can grow the revenue or you can cut costs or you can cut the amount of assets you have. Companies that consistently prioritize growing revenue over cutting costs or slashing assets proved to be really successful in the long term. That doesn’t mean that they didn’t have to go through cost-cutting or didn’t have to cut assets, especially in terms of downturns in the market or restructuring businesses, but they always prioritized growing revenues above those other opportunities.

So in summary, it’s better before cheaper, so focus on what are the things the customer really values, not just the things that are on the invoice. What additional values do they get? And two, it’s revenue before cost, focusing on growing the top line is the number one priority, and cost-cutting those other things second.

And number three, there are no other rules.

Call us at PBC for a free consultation and learn how to cut costs, grow your revenue, and discover other secrets to boost your business performance.

One-on-one meetings are essential to effectively managing employees. Learn how to make the most of them.

So do you have really good, close relationships with your people?

My name is Bernie Heine, and today I want to talk about getting back to the fundamentals of management, and that is about building relationships.

So we often hear from our clients is that they just don’t have time to work one-on-one with their people. Everybody’s busy, they’re overscheduled, we don’t take the time. We have that once in a year employee review meeting and we talk about all the things they did and didn’t do right during the year. But what about taking some time for some real meaningful one-on-ones on a regular basis, not just once a year. I want to talk about a simple four step process to go through in having those one-on-ones, making them more meaningful, and getting more out of it to really build better relationships with your staff.


The first step is the introduction. Make sure we layout very clearly what it is we’re going to be talking about in this meeting. What are the objectives/projects/issues we want to cover in this meeting?

Be Clear on the Topic

The second step is to be very clear on what questions we have, what data we have, what information are we bringing into the meeting , so it we can have a real good dialogue about the third step of the process which is to develop an action plan.

Develop an Action Plan

What are the things that this employee needs to do by when, what resources are they going to need, how can you help them be successful at achieving their goals?


Finally the fourth step is to summarize we just talked about. It’s the action plan when things to get done by, by whom, and by when. How can I support? So did you leave the meeting with a very clear understanding of how we’re working together? How this is not only improving the person’s work life but also their career whatever else we can do to help them be more successful employees.

One very important factor to remember when as were developing these relationships is people don’t usually quit companies they usually quit their boss and make with their boss because they had built that relationship because they don’t feel valued and respected in building this kind of relationship with regular one-on-one meetings with your employees is an awesome way build those relationships

Call us at PBC for a free consultation and learn how you can effectively manage your people.

From reading every day to avoiding procrastination and never giving up, discover how you can make the choice to be successful.

So do you have rich person habits or poor person habits?

Hi, this is Bernie Heine. Today I want to talk to you about an interesting study about habits of rich people, and how those differ from habits of poor people.


Thomas Corley did a lengthy study of hundreds of very wealthy people and hundreds of very poor people and found out that there is a very big difference in the habits of each group. Before I talk about habits, I want to mention a concept called “be-do-have.” So a lot of people will say “geez, if I only had a million dollars, then I could do the things millionaires do and I can finally be the person I really want to be.”

Well in actual fact, the equation works the other way around. Being who you want to be is a decision, it’s not the outcome of your life. I can decide today that I’m a successful person. I decide today that I’m a good father. I can decide today that I’m a good husband. These are decisions I take about how I lead my life. And if I say I’m a successful person, then I just need to look around and say “well, what do other successful people do?” and do the things that they do. Then I will have the benefits that those people also have.

So it’s “be, do, have.” Be the person you want to be, do the things that those types of people do, and you’ll have their success. So in the book “Rich Habits,” he identified what some of those “do’s” are. People often ask me “what should I do if I want to get ahead in life? “What can I do to be more successful?”

16 Habits of Successful People

So let me tell you what the list is:

  1.  Live within your means.
  2.  Don’t gamble.
  3.  Read every day – stuff that adds to your knowledge.
  4.  Limited TV and Internet time.
  5.  Control your emotions, especially fear.
  6.  Network and volunteer regularly.
  7.  Be a star at work and business. Give that extra that it takes.
  8.  Set goals, not wishes.
  9.  Avoid procrastination. Be proactive.
  10.  Talk less and listen more.
  11.  Avoid toxic people.
  12.  Don’t give up. Focus, persistence, and patience pay off big time.
  13.  Believe set aside those self-limiting beliefs.
  14.  Get a mentor or coach.
  15.  Eliminate bad luck from your inner dialogue.
  16.  Know and seek out your main purpose.


What You Can Do Today

So I encourage you to get started on this right away.Take a look at that list of 16 items. Pick a few of those that really resonate with you and put in a plan to implement them. Set yourself some goals and whatever you do, tell people about those goals. Involve your community in helping you get there. Who are the people near and dear to you? Close to you that you can tell “geez I’m really working on this fear thing. I think I’m too fearful” or “I really do talk too much and I need to listen more. Tell me when I’m talking too much.” So involve other people. Get a mentor, get a coach, or use your infrastructure to help you and begin letting these 16 habits and you’ll be amazed at the impact this will have on your life.

Call us at PBC for a free consultation. Let us help you discover how you can make the choice to be successful.

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