Creating Luxury Brands with an Emphasis on Impact with Alicia Johnson

Creating Luxury Brands with an Emphasis on Impact with Alicia Johnson

The Nitty Gritty:

  • How big brands are changing to embrace the way their consumers are believing
  • What brands should do in response to these new “woke” consumers who use their purchasing power to make an impact
  • Why the need to change rather than just a desire to change is the true motivation for a brand to update their strategy

I had the privilege of talking to Alicia Johnson this week on the Profit. Power. Pursuit. podcast about the current shift by big brands to be more transparent about the values behind their company. She and her husband and business partner Hal, a media artist, have spent the last 20 years at the helm of Johnson + Wolverton, a brand boutique that focuses on brand turnarounds. They have completed projects for BBC America, Jaguar, Cadillac, Comedy Central and more.

Brands Communicate Their Core Values

I started to see that happening—a big brand changing to embrace the way their consumers are believing.

– Alicia Johnson

In her work with a number of luxury brands, Alicia has noticed a shift, especially in the last six months, with people coming together around what they believe in. Consumers started to literally define their impact through their purchases. In one example, brands such as Mercedes-Benz, BMW and Lexus pulled their advertising from Fox News amid the charges of workplace sexual harassment by Bill O’Reilly. It wasn’t until consumers started pushing on the brands that advertised on the show that the network had to deal with it. People are using their money to support what they believe in and the brands that believe the way they do.

Brands and Business Leaders should be Genuine

You can’t put a face on something that isn’t real.

– Alicia Johnson

Business owners and leaders should be clear on what they value and confidently move that forward, just as several brands did in this year’s Super Bowl ads that were super aggressive positioning around values, ethics and choice.

The most important thing a brand or a person can do is be genuine, because “you can’t put a face on something that isn’t real.” However, Alicia counsels brands to be very conscious of whether or not they desire to live in a political space as a business. As a company, if you don’t believe that you want to be there, you need to take a step back and look at some decisions you are making.

“My recommendation to clients is that they’re more thoughtful and move more slowly,” said Alicia. Even for fast-moving brands, reaction time needs to be much more measured. You are better off just taking a breath. It’s when you step back and get into product development or long-term campaigning, that it’s important to look at the shifts in overt alliances to ethics.

Brand Strategy Shifts when there is a Need to Change

When I’m creating strategies, I’m creating an outline for a brand story.

– Alicia Johnson

Change is really hard on an organization, so Alicia and Hal are typically only brought in to help guide a new strategy for brands when something really is not working.

In looking at making a big change for a brand you need to look at WHY and WHAT do we have permission to do? Oftentimes, brands just like people, get lost. They forget about what’s really awesome about themselves and what got them going in the first place. Sometimes it’s just coming back to the core. But sometimes the business that was started doesn’t exist anymore. So, they have to reinvent themselves.

To hear the entire conversation I had with Alicia, tune in to the full episode. We delve further into this unique time we’re living in, how she and Hal learned to take time off and preserve time for personal projects and her own creative project, Positano, a multimedia novel.

Don’t forget to subscribe to the Profit. Power. Pursuit. podcast on iTunes to hear all the nitty-gritty details and conversations I have with my podcast guests about entrepreneurship.

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5 Common Business Questions and What You Should Be Asking Instead

5 Common Business Questions And What You Should Be Asking Instead

These are the business questions I get asked everywhere I go. Are they yours? (Photo by Armosa Studios)

These are the business questions I get asked everywhere I go. Are they yours? (Photo by Armosa Studios)

How much time have you spent learning the ins & outs of online business?

Go ahead. Take a stab at it.

10 hours? 100 hours? 1,000 hours? More?

This is not a post about how you need to put in your 10,000 hours to finally be a success.

It’s a post about how all that knowledge can’t answer the really important questions that will actually propel your business forward.

You see, after our last launch of Quiet Power Strategy: The Foundation, we did some research. Many of the people who said they were interested didn’t join us for 2 main reasons:

  1. They had already taken a lot of courses, had tons of knowledge, and were trying to apply that before they took any other courses.
  2. They weren’t sure if it would work for their specific business.

I totally get both of those objections. On the surface, they make a lot of sense. Maybe you’ve run into similar objections for your own products?

But if you dig a little deeper, I believe there is a fundamental problem that brings these concerns to the surface.

What is it?

People are asking the wrong kinds of questions and looking for the wrong kind of information.

If you fall into the first objection territory, it means you’ve been focused on gathering information to create your tasks lists for running your business. You believe the more information you have on running your business, the more effective you’ll be.

If you fall into the second objection territory, it means you’re looking for a specific way to make your business work. You believe that a solution that’s tailored made for your unique structure, industry, or proclivities exists and that when you find it everything will fall into place. Correct information, correct next steps.

Information can’t save you or your business unless it has a strategy behind it.

Now, that’s not to say information isn’t powerful. But information can only be powerful when it is applied toward achieving a specific goal.

What I see is a whole lot of business owners going around trying to execute on what they’ve learned with no plan or strategy. So it fails. So they go back for more information—that proverbial missing piece.

And, you guessed it, a nasty cycle is formed. One where you’re spending all your money and time acquiring new information that is hypothetically useful but ill-matched to your strategy or lack thereof.

Here’s what one of my business thinking mentors, Nilofer Merchant, had to say on a similar subject:

“Perhaps people fixate on execution (‘doing what’s required’) instead of finishing up strategy (‘choosing the direction’) because it’s easier to see progress during execution than during strategy formation and development.”

Does that sound about right?

You keep going back for information because information tends to give you a relatively tidy to-do list. You complete the tasks and that means you’re hopefully doing something right.

It is not nearly so neat and tidy to sit with big questions about the direction of your business, how you’ll achieve your goals, and how you’ll compete in the marketplace.

I know, I’ve spent the last 2 months in this place. It’s messy and hard. It really isn’t any easier for the pros, other than we have better tools and processes.

But you need to. It’s the difference between short-term success and long-term frustration and long-term success and short-term frustration.

To demonstrate how business owners that find long-term success ask different questions, I’ve made a list of 5 common questions. Then, I’ve provided an alternative question and guidelines for wrestling with the answers.

That way you get double your money back on this blog post! You get your question answered plus a better question to ask so you can make better use of the information you have.

Ready to get started? Here we go.

What do I need to do to spread the word about my business?

If I wanted a lot of cheap clicks to my blog, I could make you a list of 30 ways to spread the word about your business. I could list every social media platform, I could throw in some local marketing tactics for good measure, and then I could share some advanced maneuvers.

And, if you were overwhelmed, slightly confused, and wondering how you were going to find the time for all that at the end of the post, you’d be in good company.

Instead of asking What, try asking How.

How do you want to connect with the right people?

Forget about learning specific tactics for awhile and consider the type of relationship you want to have with your clients. Think about how you want them to feel. Factor in how you’re best able to help them get results.

Then write down a description of what that connection looks like.

I want to create long-term relationships with smart business owners who value independence, thinking for themselves, and prioritizing long-term success. I want to connect with them in ways that get them thinking and leading instead of following.

That’s how I would describe the way I want to connect with my right people (you in?). Since I know that, I don’t waste time learning about marketing tactics that don’t fit that description. The things I do to “spread the word” about my business and what I have to offer are very limited (that’s good!) because of that description so I can focus on just those few things.

Any time a new tactic comes along that everyone’s buzzing about, I can quickly make a decision about whether it fits that description or not.

What should I sell?

Well, if you’ve been paying attention to anything lately you know that the answer is an online course, right? Wrong.

No one can tell you what to sell. What’s worse is that if you’re focused on the “what” of what you’re selling, it means you’ve likely lost focus of the “who” of who you’re selling to.

Great, innovative, cult-status products (like the ones you want to create, right?) aren’t born from blueprints. They’re a process of careful design and evolution.

Design starts with knowing what the people you’re designing for what to accomplish. It doesn’t start with a form in mind.

So again, the better question to ask is not a What question, it’s a How question.

How could my customers get the best results?

We like to say: function before format. You need to know how the product is going to work, what it’s going to do before you can determine the form for delivering that result.

One of the things our clients want to do is navigate business transitions and bust through ceilings (revenue, energetic, operational, etc…) in their businesses. Often that means creating a plan for doubling their revenue, transitioning to an agency model, or building leveraged-income products.

Lately, I’ve been focused on how we could do this more easily, more conveniently, and more inexpensively for our clients. I’ve also been thinking about how traditional course delivery has failed them in this area.

Answering the question, “How could my customers get the best results?” has allowed me to pioneer a brand-new model and format for our signature program. The details aren’t quite ready yet—but if you want to know more about it, you can sign up here.

This is where real innovation is born. Not just innovation for innovation’s sake—innovation for business sake. Innovation that is people-focused and prioritizes function before format sells extremely well.

If you want to know what to sell, the only person you can ask is yourself.

Who should I hire?

I get it: you’re overworked and out of energy. If I could just tell you who to hire, then maybe you’d be less overworked and have a little more energy.

Unfortunately, this isn’t a very good question, either.

In this case, Who is masquerading as our What, but the How question is still the real answer.

How could others create value for my business & my customers?

Lately, I’ve been focused on getting my clients who are building teams to forget delegation. Seriously!

Okay, delegation certainly has a role and there is always something on your plate that could be done better by someone else. However, delegation is a super base level tactic when it comes to getting help growing your business.

If you really want dynamic team members who contribute to the growth of your business—people who add to your bottom line instead of just your expenses—you need to think in terms of value contribution.

People who create value for your business don’t just do the things you’re already doing. They create better experiences for customers, they solve problems for customers, they enhance customers’ ability to get results.

In my business, my whole team is creating value for our customers outside of what I delegate to them. For instance, I hired Breanne Dyck to consult on operations last year. By creating more robust onboarding systems, smart systems for delivery content, and better ways to track user behavior, we’re able to create better customer experiences.

That’s also decreased the percentage of people who need help from our support team—which is essential to our ability to scale.

Instead of thinking of what role you should hire for, consider how you could enhance your customer experiences and business capabilities.

What technology should I use?

Last week I did a webinar with LeadPages—they create software that makes it easy to grow your list—and next month I’m hosting a webinar with ConvertKit. I love apps and technology and I’m lucky to have friends who develop it.

But that means I hear this question quite often.

Here’s how to change this What question into a How question.

How can I use technology to create the best experience & results for the people I want to work with?

The reason this question works so well is because the answer is essentially a shopping guide for the technology that’s going to work best for you.

Let me give you an example: I was a devoted MailChimp user for years. All the years, really. I knew I had outgrown them but I didn’t leave because I loved them so much. (I still recommend them for many business owners, by the way.)

As my email list grew and grew, it became harder and harder to manage to send the right campaigns to the right people. The question, “How could I use technology to create the best experience for my readers?” became ever more important.

The answer to the question is that if I could use technology to better understand what my audience wanted to read, what problems they were facing, and what offers they might be most interested in, I could create an amazing experience for them.

So when Nathan Barry called me up to talk about ConvertKit and explained how he designed the software to do exactly that, I was hooked.

It took time to set up and I’m still getting the hang of creating those experiences. But, I love it!

Focus on how technology could improve experiences or results for your customers (and you too!). And then go looking for something that does specifically that. You don’t need to compare what everyone else is using—the best solution for you might be something you’ve never heard of.

What content should I create?

Alright, last question. You want to know what to put in your blog posts, emails, podcasts, videos, and Facebook updates to get more attention and more sales.

Again, totally understandable. Content marketing is super important, right?

Unfortunately, there’s no prescription for content. If you look at the prescription content that’s out there, it’s super boring. You don’t want to bore your customers into buying from you, do you?

Someone somewhere recently was talking about the difference between content marketing with information and content marketing with insight. Oh, how I wish I remembered who it was so I could properly credit them.

For the people I often work with, I’d throw in another category: content marketing with inspiration.

For business purposes, insight will when over information or inspiration any day. Information is a commodity. Charlie Gilkey said at the Quiet Power Strategy Summit: “If you try to sell information, Wikipedia will win every time.” Inspiration is increasingly a commodity as well.

So your imperative for content marketing is to provide insight into your potential customers’ challenges or goals.

How do you do that? Answer this better question.

How can I provide insight into my customers’ situation so that they become more prepared to buy?

Sure, I might be stretching it a bit on the How part here, but you get the idea.

An example of this is in action is this very blog post. I could easily have written this post with a number of resources (my own or others) with the “answers” to the 5 most common business questions. It would have gotten links and traffic.

But instead, I wanted to shed some light on why these questions don’t help you grow your business, how they keep you stuck and dependent on others.

Because I want to connect with smart, independent folks (see Better Question #1), it’s important for me to show you that distinction. If you love this post, there’s a good chance we’d work well together and that you’d dig my methodology for thinking about and planning for your business.

If you don’t dig it, you probably aren’t reading this far. I’m totally okay with that.

If you’d prefer answers to all the What questions, there are plenty of people who will sell that to you. I won’t. Sure, I’ll give you some options and I’ll tell you what I think but I’d much rather help you think through the problem for yourself. I want to help you make independent, strategic decisions about where your business is headed.

BONUS: What should I charge?

There is no appointed “right” price for your offers. You get to choose. 

But, whatever you choose, it better make sense for your business both numbers-wise and story-wise. 

I’ve put together a 6-day free course to walk you through choosing the right prices for your business so your customers are happy to pay and you can finally get ahead with your finances. Sign up below!

How to Price Your Products & Services—Without the Guessing Game

Get the 6-part FREE course for pricing with confidence and quitting the guessing game for good.

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Have Trouble Creating an Action Plan and Sticking to It?

For as much as you love the idea of figuring out how to do business your way, you also want a clear-cut action plan. You sense that someone else has come along and figured out the best way to launch a program, turn a service into a product, or build a compelling brand, and you want to know the 1-2-3 step plan for making that happen.

But you’re also not naive. You know there’s no cookie cutter action plan that just works for everyone. So you try to create your own.

And you still come up short. You take action only to find yourself back in the weeds and confused about priorities.

Why does that happen?

I’ve been thinking about this problem quite a bit. I want to figure out why it is so easy for me to turn an idea into effective action and so difficult for so many other people.

Here’s my current hypothesis:

Your action plans fail because they assume your goals require linear action. You try to create a set of steps to follow instead of a strategic map that incorporates all areas of your business.

Once you’ve passed the startup stage of your business, all of your execution has to be integrated action instead of linear action.

Linear action is “first I do this, then I do that, then I’ll do the next thing.” Integrated action means knowing that when you act on one thing, it affects many other parts of your business. One simple action can create a chain reaction of necessary actions.

To get the most out of any plan, you need to account for how you’ll manage those chain reactions. Some, you’ll act on immediately. Those are the things that best support your strategy and help you create the most amount of leverage. Others, you’ll intentionally put on the back burner. You can’t do everything right away.

You also need to know your overall strategy for each area of your business so that once you realize a chain reaction is occurring in that area, you can act with intention in line with your strategy.

Here’s what that looks like in my business:

Integrated action plan for my business

I’ve started a complete restructuring plan for 2016. It includes changing the format and scope of the foundational Quiet Power Strategy™ program, adding additional outcome-oriented programs, and building multiple channels for new members to join our community.

I started by planning out the first 6 months of the year on giant calendars. This was linear action planning. Now I can see when I will start promoting, launching, selling, and delivering our new programs.

However, if that’s all I would do, my plan would fail.

Now that I have a basic structure for my 2016 plan, I need to rework many other parts of my business. I’ve decided to rebrand our membership community and incorporate it into Quiet Power Strategy™; I’ve decided to move from Mailchimp (sad face, still love ‘em!) to ConvertKit; I’ve created a plan for identifying, segmenting, and nurturing new members based on their interests so that we can connect them to the right offers.

Each one of those things (and the many other decisions and systems involved) warrants its own linear action plan. But again, without integrating that into the overall plan, those action plans are worthless.

If you try to reduce your action plans to linear action, you’ll always (and I mean, always) come up short. A formula—even one of your own creation—is just never good enough. One step in that formula will always lead to another chain reaction of steps.

This is also why it feels like you’re regularly biting off more than you can chew. Once you get started on a good plan, it quickly spirals out of control because you realize just how much more there is to do.

One way I’ve found to effectively combat this problem is to pre-mortem my plans. A pre-mortem is essentially a way to reverse engineer your problem-solving and incorporate it into your action plan to begin with. When you do a pre-mortem, pretend your plan has utterly failed—the patient is dead on the table—then list any and all reasonable factors that could have contributed to its failure.

Once you have that list, countermeasures need to be integrated into your action plan. Now, you have an integrated action plan.

As you turn your focus to the next phase of your business, pay special attention to the chain reactions that necessarily occur because of the decisions you make. Create plans that anticipate and incorporate these chain reactions so that you’re not left in a lurch with your action planning.

What’s Gotten You Here Won’t Get You There: The Tutor House Case Study

It doesn’t matter how much time, energy, blood, sweat, or tears you put into marketing and selling what you’ve already created if it isn’t designed to get you where you want to go.

The beauty of starting a business today is that it can be rough & tumble, fast as lightening, and fly by the seat of your pants. You don’t need to know what you’re doing and you don’t need to plan ahead. But I often see business owners stay stuck in this cycle of unintentional creation.

They keep creating products or programs. They keep creating marketing campaigns. They keep creating content.

But they don’t create a true system for growth.

They end up frustrated–sometimes at the edge of burnout–and tell me, “I’ve realized that what’s gotten me here won’t get me where I want to go.” Yes, exactly.

You can make money, change lives, and create great stuff without a plan. But if you want to take a break, realize a big goal, create a legacy, and level up your earnings in a big way, you need more.

When Adrianne Meldrum, founder of The Tutor House, came to Quiet Power Strategy, she was ready to make some changes and try things she hadn’t done before in the name of creating an intentional, cohesive strategic plan. Here’s her story:

Adrianne Meldrum, Quiet Power Strategy alumna

Adrianne Meldrum, The Tutor House

324 hours lost.  Hours I couldn’t get back no matter how much I wanted to.  These hours were not lost watching television or browsing social media.  They were not on account of making mistakes and fixing them.  The hours were the victim of worry. Worry was starting to take the joy out of running a small business for me.  At night when my entire home was quiet, I was awake worrying if I had made some serious mistakes in my business.  It had to be something serious because I did a lot of things right in my business.  

I had  opt-ins, products, a podcast, a new app, and a tribe of dedicated followers.  I often would feel hopeful that the launch of my newest idea would be the ticket that would finally set me on the path to profit.  It just had to be some huge mistake that I was overlooking.  It had to be!  The question that always ended this barrage of thoughts was, “Why was I spending so much time working without much in profit?  Is this really worth it?

Just when I was ready to throw in the towel with my business so I could claim my life (and my sleep) back, I got an email from Tara inviting me to her free webinar about doing business your way.  This caught my eye.   I attended the webinar and then devoured her eBook.  So much of what Tara was saying made sense to me.  The way I was doing business is what other people were advising and in fact may not work at all for my own business.  For the first time, I felt the weight of what Tara was saying.  My unique talents were the key to my business success and she could show me how to harness them.

During my time in the Quiet Power Strategy program, I felt empowered after each lesson.  I understood myself better as a person and why my tribe is attracted to what I have to offer.  Tara taught us about personal archetypes, or how the world perceives you.  When I saw my results, I couldn’t believe how well they fit me.  I found a lot of value in understanding how to use this knowledge to make decisions in my business.  It made writing sales copy easier and also allowed me to embrace some of my limitations so that I would look to add other team members that had different strengths than mine in the future.  

Quiet Power Strategy taught me to start with the end in mind when creating a product first.  This was a game changer for me!  My flagship product resonates with my audience because I was able to make the benefits clear.  Before I would slave away at the new product and then write my sales page when I was exhausted and just ready to be done.  By swapping those actions, I was able to use some of those key phrases that connect my audience and I, directly into my product bringing it full circle.  

Quiet Power Strategy has also completely changed my mindset.  Tara taught us about valuing ourselves and our unique craft whatever it may be.  During one of our group phone calls, she was able to help me bust through some assumptions I had about my audience and make a plan to succeed.  I’ll be honest, there were tears when I realized that the pricing I chose was one of those big mistakes that I didn’t see and lost sleep over.  Pricing based on value affects so many pieces of your business.  Now I have the confidence to take my business and navigate it back onto the right path.

Tara and her team taught me how to re-work what was already working in my business for maximum impact right away.  After completing Quiet Power Strategy, I have earned ⅔ of what I originally invested within three weeks of finishing and I am on track to earn the rest back within a month.  This was some of the best money I’ve ever invested in myself.  

I sleep really, really well these days because I know how to confidently move my business forward with tools like the Business Model Review, the Quiet Power Inventory, the Customer Perspective Process, and the Chief Initiative.  With the help of QPS, I’ve had my first ever successful launch!

To echo other QPS-ers, “This process is freaking changing my life!”  I am excited to work through the lessons again and uncover new insights.  Thanks Tara and Team!

***

One of the biggest realizations Adrianne made was that she was actually underselling her products. By not connecting them to outcomes that her customers already knew they wanted, she was convinced they wouldn’t pay more than $10 or $20. We tied real, urgent results to what she was already selling, put it into a complete package, and raised the price by a factor of 10.

Now she’s selling more than she’s ever sold before.

If you’d like to learn more about Adrianne and her Tutor Business Framework program, click here.

This session of Quiet Power Strategy is half sold out. Join us for the Fall Session (we start September 28) and create your personalized strategic plan with our hands-on support. Click here to learn more.

Why Your Business Won’t Survive Without a Strategy

In 2004, I started working for Borders Books & Music and quickly worked my way up to managing a store with an annual volume of $5 million. I witnessed a lot of ups and downs in my time before leaving in 2008 and the company going out of business in 2011. The biggest downs came from Borders’s complete lack of strategy.

They would choose a direction and then change it without giving it time to prove itself. They would give more autonomy to store managers and then they’d take it away, only to give it back a few months later. They would focus on ecommerce and then try to drive more traffic to physical stores. They’d focus on the quality of titles over discounting and then issue more coupons than people knew what to do with.

At any given time, Borders would be pursing multiple conflicting “strategies.” Their managers felt disempowered, their employees felt directionless, and even their customers would wonder aloud what was going on.

When bankruptcy came, no one was surprised.

Making any decision—from who to serve, to what color to use on your website, to what price to charge—about the direction of your business can be difficult.

A lot of business owners I see struggling are resisting the decisions in front of them. They’d rather play both sides, try something new, or continue to research and delay the inevitable need to commit.

When you’re not making firm decisions and taking the action those decisions inspire, your business will suffer. I’m sorry to say, but your business might even end up like Borders did.

Without strong strategic decisions, your customers will feel lost, your products or pitches will feel unfocused, and the purpose behind your business will be unclear.

Decision-making is what business strategy is all about. If there are no decisions, there is no strategy. If there’s no strategic decision-making, there is no success.

Your business won’t survive without a strategy.

When a strategy succeeds, it seems a little like magic, unknowable and unexplainable in advance but obvious in retrospect. It isn’t. Really, strategy is about making specific choices to win in the marketplace.

— Roger Martin, Playing to Win

Creating a business strategy that breaks through the noise is about declaring “yes” to some things and “no” to others. And, as you might guess, the yesses and noes aren’t about right and wrong.

Strategic decision-making: Toms is a give-back-first business, not a shoe business.

Take a look at Toms. Now, Toms has sneakers, sandals, platform wedges, and all other manner of shoes. They also have a whole marketplace of goods by other companies. But in the beginning, Toms sold one style of shoe. They made a decision to go to market with one style and focus their marketing on the One for One campaign.

Toms decided to be a give-back-first company instead of a shoe company.

If they wanted to be a shoe business, they would have gone to market with more than one kind of shoe.

Toms decision wasn’t a question of right or wrong, good or bad. It was a question of values, preference, skill, strengths, and effectiveness.

Now, consider Amazon. Amazon has made the decision to be a logistics company, not a bookseller. They may have started by selling books but Jeff Bezos put the most investment into distribution logistics from the get go. Now, they can sell almost anything and ship it to you in 2 days.

Even the development of the Kindle fits this strategic decision. Want a book? You can start reading it immediately.

If Amazon wanted to be a bookselling company instead of a logistics company, they would have invested more initially in connecting readers or helping you find your next book.

Look at your own field. What do some people say “yes” to when you’re firmly a no? What do you see as the conventional way to do things and how would you prefer to do it differently? How have the decisions leaders in your field have made affect the way their businesses are perceived?

What can you decide to focus on that puts your business in a category of one like Amazon or Toms?

Making a decision to go a different direction, to make a choice other than the default, is a strategic decision.

It puts your business in a category of one. When based on your strengths and unique effectiveness, it makes your business more compelling. Making a strong and interconnected set of choices is the first step toward success.

Other strategic decisions are who you’re going to serve, how you’re going to connect with them, what price point you want to charge, how you’re going to package & deliver your offer, or what emotions you want evoke when people use your product.

The more intentional you are with the decisions you make, the stronger your strategy.

Now, not every strategy works—but to even have a chance at success, your strategy needs to be based on focused, intentional decision-making.

Every decision you make is an opportunity to put your product or business in the best possible position for success.

If you resist making decisions, you resist success. It’s as simple as that.

What decision have you been wrestling with lately?

Would you Tweet me and let me know? Sometimes it helps to call attention to it and share it with someone else.