Jeff Smith, The KPI Guy talks about measuring your progress with key performance indicators. Jeff is on record as the most successful author in history on KPI and Business Management. Find Jeff and all his books, plus a TON of other valuable tools at jeff-smith.com
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Jeff Smith, The KPI Guy
[00:00:00] Hey everybody. If you're watching the video, I'm doing a little night recording here. That's why it's a little bit dark, but I am here today with Jeff Smith. The KPI guy, Jeff is on record as the most successful author in history on KPI and business management. He's a motivational speaker. He's a business trainer.
We recorded this interview last year before I went on my first seasonal break and I planned on getting him. Uh, but that just didn't work out. I am glad to have him here with us. He's got a lot of valuable information. So without further ado, let's get to the interview.
welcome to the second mix podcast, where we reflect revise and remix our lives. I love to talk about things that matter with people who care and I'm here today with a dose of self-development to help me. Better stronger and wiser. [00:01:00] My name is Matt Bennett, and I'm bringing you some old school personal development from the original masters of motivation, as well as interviews with entrepreneurs, authors, coaches, and consults.
Anyone who has a mission of making things better? I like to start out just asking everybody, what do you mean? Well, um, I, I, I don't like talking about myself cause it sounds conceited, but have you has, you've asked me, I will share. So I'm under record as the most successful author in history on this subject of key performance indicators.
And business management as a result of that with books, sales going all over the world, I get asked to speak at conferences. So pre COVID, I was doing conferences all over the world. I've spoken in over 74 countries. Now, hundreds of different cities [00:02:00] and my work I'm privileged that it's touched the lives of millions of people.
For which I'm thankful and blessed. So my speciality is key performance indicators. You might want to ask. What is that? What is KPI? What does that mean? I'm sure. But if anybody has written a book and they're still sitting in your garage, I probably have an answer for that. If someone's thinking about writing a book, I probably have some help for people that want to do.
And then it's about for the last 40 years, my TAFE studied how to successful people become successful. Um, I, wouldn't not say that's my work. That's more of my passion. Although the learnings from that journey, haven't, doubtedly spilled over into my work and enabled me to achieve some incredible things in.
[00:03:00] So, um, I think that should do for now. How about you? What do you. Um, I am a business consultant and I'm an office manager at a brokerage, helping people with marketing, looking at their websites and, um, essentially saying nobody's going to buy anything. Cause you're not even selling anything on this site.
Yeah. I read your site and it does, my grandfather built this business in 1923 and you should come here and I'm like, what do you do? I don't know what you do. Uh, hence the opening question. That will make sense now. Yes. Yeah. And I do a podcast as you know. Okay. Well, thank you for inviting me today. I feel blessed.
I love, I love having you on here. You know, Brian, Tracy talks a lot about key performance indicators though. He doesn't use that terminology. He says. Key performance objectives or, and then he's got another [00:04:00] acronym for it. He's got something else that he says, but he always says key performance objectives.
First. What are key performance indicators? What is KPI? You are the KPI guy. I am the KPI guy. Thank you. So KPI KPI means key performance indicators. So what is a key performance indicator? As you say, Brian Tracy uses. And so does every person in the world, although they might not realize it's all might not recognize them as key performance indicators.
So what that. They help you understand where you are on a particular journey, whether that's on your goal for success, whatever it might be. It helps to plot where you want to be. But more importantly, they ask you questions about how you doing on your route to success. Now that probably doesn't mean much.
So let me put it into an everyday [00:05:00] context. If I may, mark, have you ever sat in a motive? Yes, of course. Yes. So when you look at the dashboard, that is a KPI dashboard. So it tells you things that are going on, not only with the engine, but the environment and your sat nav tells you things like that. So something up, for instance, you'll put in your destination, it will know where you are because of the triangulation of the GPS.
It will then tell you if you continue at your current speed, what time you will arrive, it will tell you where you are on routes, how long it will take you, how far you are into your journey. And all of those things are key performance indicators. Now, why are the three letters KPI on the lips of every successful business person in the world?
And that's because. The top achievers in the world, particularly [00:06:00] they use key performance indicators to provide them with their roadmap, to success with business, business strategy and business management. So if you buy and sell a product, for instance, you'll have a buying price and a selling price, and then a gross profits of $10 or whatever it is use.
And then you'll convert that into a percentage which might be 30%. So that percentage number is a key performance indicator. And Matt, as you are into marketing, you of course will use many key performance indicators as well. Yes. So, so, so just to bring this into context a little more, can I ask you what key performance indicators do you use in marketing, especially when you're looking at people's website and what do they mean?
What's their usefulness? [00:07:00] Well, when you are checking out, let's say someone's website, you would say. Okay. How many people visited? How many of those visitors clicked? The, uh, let's say sign up for our free email, how many people collected and then how many people actually entered their email and clicked go.
And then, and then downstream out of all the emails that you sent, all of those people, how many people purchased anything, how many people, uh, you can see now amazing KPIs in, in, um, in. You can say how many people saved this to a different folder? How many people clicked on the link from the email? How many people deleted the email?
How many people didn't even open the email? Yeah. So all of those things I'm thank you for those wonderful examples. All of those things. Uh, can you performance indicators? And we all use them throughout our life. Many times a day. Business is [00:08:00] highly focused on them. So how do you know which KPIs are the most important ones to go for?
Ah, that's a brilliant question. Absolutely. Super question. Um,
some people. Ask me the question. So Jeff, what are the top 10 KPI, which is really similar to what you just asked me. Um, and that's easier for me to kind of categorize that and that, that is, there is no silver bullet here. So what would be the top 10 for you? UMass will probably not be the top 10 for me, even if we were in the same industry.
So. If you had two to two websites, for instance, let's use your organization. And those websites, one was in the engineering industry and the other was in sports shoes or tennis rackets. It, it really doesn't matter. [00:09:00] Um, they would both be in a different stage of development. So the organization itself would be in a different stage of develop.
And therefore the things that they're interested in and the things that they need to achieve would also be different. In addition to that, the people within those organizations have different levels of development themselves. So you need the right key performance indicators for who you are as a person and your stage of development matched.
The right key performance indicators for the business that you're in the journey line, that you're on the timeline that you need to achieve things and the state of, uh, development that that company is in. Ah, here's the interesting thing, Matt. I go into companies all over the world and they say, [00:10:00] Jeff, can you create a KPI dashboard for me?
And I'll say, sure, what's the level of. Um, developments of the people in your organization to understand key performance indicators. Because one thing that has to happen first, everyone must speak the same language. Now I don't mean English or any Spanish or anything. What they mean is if someone says the word efficiency, everyone in the organization has to know what efficiency means in that particular organization.
Because as a word, it doesn't mean anything. If you say our efficiency is 60%, I say, okay, go be more efficient. What does that mean? It doesn't mean anything. Yeah. So it's about understanding what's the mathematics behind this efficiency key performance indicator, [00:11:00] and then understanding where are the key drivers?
That make a difference to us. And people have to understand, especially the ones working in the area of influence what it is they're responsible for and when they have to do what they are responsible for. So that's the first thing. And then the other thing is once you've put together, let's say 10 or 15 key performance indicators for the whole organization.
In 12 months time, Matt, do you think they would have the same objectives? No. No. So therefore the KPI dashboard needs to change with the changing objectives of the organization. Yeah. So, so there is no top 10. It's only for you to assess what you need right now today to get you to where you want to be.
And the tools that you use [00:12:00] two or three years ago certainly would not be the same and the right tools today. If your objectives has changed and let's take COVID we're right in the thick of S so the stuff that we needed to measure three years, It's completely different now, especially with marketing and online stuff, we need to be much more savvy about what's going on even more so because the world has gone online because of COVID.
So, and, and how we do that and how we measured. It has changed customer facing, uh, resale organizations. It's all changed again. So KPI dashboards have completely. So the top 10 of today in what organization would have been the very different top 10 from three years. Okay. All right. I do want to take a shift for a little bit, but sure.
But I do want to [00:13:00] clarify, when you say KPI dashboard, are you talking about, are we using an Excel spreadsheet or is this just a mental thing or is this just a piece of paper with the w what do you mean when you say dashboard specifically? Okay. Uh, it could be all of those things matter. It's whatever works for you.
So when I say a KPI dashboard, Uh, what you don't want. Let let's think about the latest car. There are a number of instruments on the dashboard, right? So you'll have a Speedo. You might have a co you'll, certainly have a fuel gauge. But there'll be other things going on in the background that you don't need to see until a problem exists and then a light comes on, right?
Yes. Can you imagine if all of those lights were on the whole time, you I'd call it analysis paralysis, so you don't have to measure [00:14:00] everything, you know, all of the time you need to be selective. So you say, okay, If you now look at an instrument panel on, on your car, probably about 20% of the instrumentation is visible to you.
The other 80% only comes on when there's a problem with those things, and it should be the same in business as well. So when I say about a KPI dashboard, it's about picking the right 10 or 15 key performance indicators. That are useful to you right now. And then you share them with the team. Now, your question really is, well, how do you share them with the team?
Do you do it with an Excel spreadsheet? And there are many ways that you can do this. Um, and it's it. This is about leadership and communication. Let me give you just one example. I used to run a car dealership and we used to have a [00:15:00] split shift with the technicians in the world. And we were working on this thing called utilization, which really asks the question when the technicians are in and available to work.
What percentage of the time are they utilized? In other words, how much of the time are they clocked onto jobs and how much of the time are we paying them for, or they're not working because we don't have enough work. And, uh, this particular dealership I went into was quite weak. It didn't have much. So I did lots of marketing.
All of these things got lots more work in, so this was our hot topic. How do we communicate this to the staff? You could use lots of tech. You could do spreadsheets, you could have TV screens on the wall. I'm seeing all kinds of things. However you might want to think about how do we use that to motivate people.
And one of the things I did the most [00:16:00] effective. So we had the TV screens on the wall. We had spreadsheets, we had all the things, the most effective one I had was a piece of chalk math. So what did I do shift a or they worked. And when they finished, uh, they had their utilization results. So shift B comes in, but before shift B went into the workshop, they have to go through.
And I got a piece of chalk and I wrote on the floor 89%. And then as, as the next shift came in, they said, Hey, Jeff, what's this 89% on the floor. What's that for? And I said, that's the utilization that the team before you achieved and they go, right. So what's in there. They've got 89%. Right? So it's yes.
You need to think [00:17:00] about how you're going to share the information, but it's about those guys that went in, knew what 89% meant. It wasn't just a number and they knew what they had to do, but by me writing it on the floor, it just put some fire in there. Wow. That's it. That's a great way of sharing it with the team.
I love that. I love that. I believe that's called anchoring. You're anchoring them to a number and they're like, oh yeah, they just want you to beat the previous team, you know? Exactly. So did that number just keep going up? Yeah, yeah. Yeah. I mean, there's only, so there's only so far you get for that. The benchmarks, for instance, between 85 and 95.
So AC nine, that they had achieved about mid range. So we were on fire. It was the thing. And of course, once that's sorted and we stabilized it, you just pick another KPI to focus on, but you have to make sure [00:18:00] everybody understands their role, their responsibility, and what they need to do at this. Wow. So here on this podcast, the tagline of this podcast is actually reflect, revise and remix your life.
And, and that is, that is what we do. And I tell people to reflect. And I guess when you're reflecting. You're you're really looking for KPIs. You're saying, did I overeat today? Did I do my exercises? Did I work hard at work? Did I read any books to make myself better? Did I do anything to improve my life based on my goals?
Yeah. So, so KPIs really in business and in life seem to be a framework for reflect. Absolutely. Right. Yeah. And absolutely. So have you ever used these in application to just your life [00:19:00] goals? The things that you want to get done? I don't know whether you were smiling, but when you get wet, you notice me smiling, but when you gave them the name of the podcast, I was smiling ear to ear, and this is peak Haas.
For at least 40 years now, I think he's longer than that. About 40 years I've been studying successful people. So I've shared this stage with Brian Tracy a couple of times. So I've met some real famous people. I've met some multi-millionaires. I was born a lovely family, a great parents. They looked after me real well, but we had normal.
And didn't understand what success was. And then I decided to pursue successful people to find out what is it that successful people do to become successful. [00:20:00] So I found out after interviewing 325 millionaires multi-millionaires because I initially thought success was all about money. What isn't it isn't however, that that was the beginning of my journey.
And then what I found out, all of these people do 11 things in common, and I thought, okay, if I isolate these 11 things and I do them myself, I should be able to replicate successfully. Guess what it worked fantastic. So much going to say. So what are the 11 steps, right? Yes. Yes. What are the, well, let me start you off with step one, two and three, because this is relevant to the name of your podcast, which is why I'd got a huge smile on my face.
So. [00:21:00] Uh, is to know what you want. Whereas clarity, I would say 97% of people in the world do not know what they want and since certainly cannot do it with clarity. So they, they fall at step one. So there's no point in knowing step two and step three. Uh, so we'll talk about that in a moment. Step two is to write it.
And you, and you write it down with a pen. You don't type it with a keyboard. I don't know why much, but this there's some connection. When you write with a pen and paper to, to put this stuff in your head and your brain, it's very different experience to typing. That's probably the only thing that I write with the pen though days, actually my goals, but then the next phase is the three R's review react.
Reverse. [00:22:00] Which is why. Yeah, it's got, you know, you said smiling. So my whole company logo is a graphic about how successful people become successful and it has these 11 steps in it. And, and on the goal setting part, it's got these three marks, which is review reaction before. So, so to begin the journey on the 11 steps of success, let me just recap is to know what you want, and we can talk about some examples about that and, and how people fail to write it down with clarity and then review route revised.
Wow. That's that is pretty cool. I like, uh, I like when things come together like that. Yeah. Now we are, your revise is what I say for remix. Yep. Cause, cause I'm thinking more like write it down and then [00:23:00] for revise, it is figure out what you need to do next and then remake. Those ideas that you just came up with actually employ them in your life, but yes.
Yeah. So are you doing this? Are you going to do the podcast on video or just. I am Jenna, just audio. I'm going to keep the video and maybe put stuff up on a YouTube channel someday, but, okay. Well, if, if, if you want to come back and do a video, uh, this is completely your choice. I have a live working in model for the formula for success.
Okay. And, uh, so if you want to come back and do that, and if your listeners now think, okay, yes. I want to see that perhaps they can send you a message and then we'll get back on and we'll create the video. And, uh, and I'll show the 11 steps and how this formula for success works. And it's all about review, [00:24:00] react, revise, but it's using key performance indicators to plot your goals with absolute accuracy.
All right. Uh, yeah, I would, I would do that. If anybody emails me, I will. Get this, uh, get this happening. So I'll leave that with you. Okay. So let's talk about your charity, but I want to tell you in, so my wife started a, started a charity. Yeah. And I'm trying to figure out how to market it because marketing a charity is an entirely different thing, like sure.
Because the target audience of the advertisements is different than the target audience of the people that you're trying to help. Generally, if you're selling a widget, you try to find your target audience of the people who want to buy the widget. Right. And so that's easy. You figure out who they are and then you talk to them.
Yes. But now. [00:25:00] Your target audience is a completely different, uh, um, ambiguous mix where you're like, I want to help these people. Now I have to find these people who want to help these people. And I've got to talk to these people. Yeah. So it's tough. But anyway, um, I was just thinking about you obviously, uh, with your, I think you, you have your own charity, right?
Um, no, um, uh, um, CEO, but. No one owns a charity, right? You're a board member or a CEO or a chairman or, or whatever, actually owns a charity. It's not the right company. You're doing it for the good of the people. Okay. In, in that charity and as CEO, I am sure that there are KPIs involved with that chair. With me with you, the KPI guy.
I am sure [00:26:00] that that's how you laid it out. Oh yeah. Uh, yeah. Yeah. So, um, there, there are two charities I'm involved with. I'll just share the one with you. Okay. So, um, in my personal life, my passion is flying. I'm a pilot. Wow. You wouldn't think that. Where's my job was you having traveling to different country every week?
So for relaxation, I fly, but it's me. That's in control, not someone else. So a number of years ago, I was asked by someone who was a pilot in a, in a, in a pilot in charity to say, what'd you like to come and help? And it's the purpose is to transport. Anything that is possible to be transported by air. It might be a person.
It might be equipment. It could be absolutely anything at [00:27:00] all. It could be looking for missing persons, anything that would help from the air. And, um, you would be expected to fly, to donate your time to donate your aircraft. There's absolutely no money in it whatsoever. It's just, do you want to help and assist?
So I said, yes. And then, um, I was helping and assisting, and, but this charity wasn't doing much at all. In fact, it didn't do any marketing. It was a bunch of pilots who were very well intentioned saying, I'm here. If you need me for anything, just. And of course they're invisible and no one asks, so very few missions being flown.
So they're thinking about closing it down. And then someone saw one of my videos on my websites and said, oh, Jeff, [00:28:00] you're into business strategy and things. And you are, um, you've you fly for a hobby? And I said, yes. So most of the people in this organization. They're ex fighter pilots or airline captains who also fly.
Not all of them have any business argument, but they're incredible pilots. And I said, yeah, I can understand that. And they said, will you come and have a chat at one of our meetings? Because we're deciding whether we continue with this charity or not. We want some business advice. I said, sure. So I went to LA.
Um, I won't say much about it other than American airlines is not run by pilots. Is it mad? No, it is not. And this charity was being run by pilots. So that's why it wasn't. So they were all working in their [00:29:00] business. No one was working on their business. So I said, okay, what you actually need is a CEO. You need a proper board of directors.
You need a marketing director, you need training, you need all of this data. It needs to be tested like a, like a company. And they said, oh, that's fantastic. So then they started electing members and it was all the same members. That were there an hour before my conversation to them. I said, look, if you guys had the knowledge to do this, you would have done it already.
And they said, okay, then, so will you be CEO then Jeff? And I said, ah, I hadn't seen that one coming. However, if I am going to be CEO, here's my first rule. The current organization must fold everyone. Holding a position will be removed from the position. [00:30:00] I'll decide on the structure and I'll put the right person in the right place.
That's my condition. And they went, wow. But I've been chief pilot for 12 years. I say, yeah, well, you won't be chief pilot anymore. It ends the moment you make me see you. Oh, you just came here. Yeah. Sometimes you have to be tough like that. Otherwise you just carry on with lots of pain. So they, so I gave them more plans and then I disbanded what existed and then set it up like a company in the following six months, we did more missions than in the last 20 years.
And it continues to do so. Rather than just sitting back and waiting to say, here we are, we just a bunch of pilots and this might be an ID for you, Dave, rather than having a charity that survived all by [00:31:00] itself, where they decided to do was to have strategic alliances with other charities. For instance, we fly, we don't have anything on the.
So it would be sensible then to think, well, who has a charity that's on the ground that we might be able to have a strategic Alliance with. And there's an organization called blood bikes. I don't know whether you have that in the UK, but their name kind of says what it is. And they're like a courier service on a bike, a motorcycle, and they move blood to different places around.
In relays. So it helps with traffic and things like that. So I spoke to their chairman and they said, when you have, um, large areas to cover stuff, a thousand miles or, or something like that, or across water, [00:32:00] then the limitations are obviously on a bike. You have a number of relays to get across the country.
What about. If we had an aircraft in between, so we flew the long leg and just met a motorcycle at each end, you can meet us at an airfield and they went, wow. That would be fantastic. So we set up that a strategic Alliance and we were doing frozen milk, especially in, um, COVID times there's an island, just in-between, uh, England and France called Jersey.
And there was a woman on there who'd given birth. To a premature baby and she couldn't produce breast milk. And because of COVID, they couldn't get, uh, ordinary breast milk. So they needed, um, COVID free frozen breast milk. And the only milk bank was in the UK. So I had a call to say, Jeff, can you fly this across the water 80 miles?[00:33:00]
Um, otherwise this premature baby will. I said. Sure. So we, we got the motorcycle to pick the milk up from the milk bank, ride it to us at a local airfield. We then flew it 120 miles of which 80 was over water, dropped it into the hospital and the baby survived. Awesome. And I thought this there's something here.
This, this really, really well. So then this organization led bike, started calling us to say, can you help us on this? Can you help us on that? And, and so our, our reach extended, then I found out there's, um, a university hospital in Birmingham. Birmingham is in the middle of the United Kingdom, second largest city, few million people.
And it has a university there, university hostile. That does a lot for world medicine as well. [00:34:00] And, uh, across the world, there's a bacterial or a viral infection called C diff. I can't remember the, the long name too long of a medical for me, but shortened to C diff. So people were going into hospital, picking up this additional infection and it was either crippling.
Losing the arms and legs or killing them and giving them antibiotics was accelerating the route to death. And the problem is it's putting good bacteria back into the body in a quick enough time, but without using antibiotics. So Birmingham university have a refined a system where they take fecal matter.
From healthy beings, obviously clean it up and work their magic on it. And it has [00:35:00] to be frozen to minus 80 degrees Celsius, that's cold and then ferried to the patient. And it must be, it must leave Birmingham and be within the patients within five hours. That meant if we sent the blood bikes. They could only reach a two hour diameter of Birmingham.
So if you lived within two hours of Birmingham, he would survive. If you got Cedar, if you lived outside of two hours, we most likely to die if you got C-Diff. So I said, right. Okay. How about if the bike picks the medication up from the us? Brings it to a local airfield, which is 10 miles away from the Birmingham hospital.
We then put it in an aircraft and fly it to wherever it needs to be in the UK. We [00:36:00] meet another blood bike where we land. And so we have the furthest reach ever, and we got it inside the patient in two and a half hours. That means. We now can reach that medication can narrow reach every single person in the United Kingdom now Bon on, and we're shipping that medication every week.
So that really is a case where we developed the charity and the strategic Alliance to save lives. So that's one particular initiative. I'm really sorry. That is fascinating. That is, uh, amazing. When you think about the fact that it started out with a group of pilots who wanted to help people, but they just had no direction.
They had, they, they weren't even saying how, how can we help people? They were just sitting around and hoping somebody would call that needed a plane, right? Yep. I pilot on a plane. I'm here. [00:37:00] Right. And I'm sure you've seen lots of websites that do that. So what is it that you do exactly? Yeah. That's, that's a beautiful first question for anything.
Yeah. Um, yes. So, um, we're really fortunate in that we don't need much money because each of the pilots, including mine, Who do you selflessly donate our time, our aircraft, our fuel, everything we, and we don't charge the charity for anything. We, we just go do it.
That's really cool. I mean, I've never heard of that, anything like that. So what else was fascinating? Right, right. I guess, I guess that's funny that I would say I've never heard of it when it's the first of its kind anywhere. Yeah. Yeah. So outside of probably military operations, think of stuff like that all the time.
Absolutely. Right. Yes. And, uh, and of course, most of these [00:38:00] pilots are ex military pilots as well, so fantastic pilot. But I'm just not an understanding of the business. So I just put the people in the right place. I got business people doing the business end and the best pilots during the flight. Excellent.
I love it. Yeah. Well, Jeff, thank you for coming on the show today. I do have a couple more questions for you. The first would be, I do like to give my listeners an exercise to do based on the expertise of the guest. Do you, do you have any exercises? I know I'm, I'm throwing this out as a surprise, but do you have any easy exercises that, that my audience could do?
That's going to help them with their lives and their direction. Yes, I, and I'll tell you what that is in a moment, but I want to ask you something else. First, Matt, [00:39:00] I speak at conferences and I do training and I kind of spend a whole week with an organization. And there's a reason that much of the training that happens in the world.
Does not work and it's because it's treated as information transfer. So I can, I do on many occasions, give exercises on training courses, but the thing that will lead to success is not the knowledge. It's the implementation of it. Yes. So I'm going to ask you about. Once I've given the exercise, what will people do when they've completed this?
Or if they complete this, are you expecting them to send it to you? Do you want them to send it to me or you're just going to [00:40:00] leave people to decide whether they want to do the exercise or not as one back at you. So in general, I give the exercise or my guests gives an exercise and then we talk about it in my Facebook.
We talked about it. Did you do the exercise this week? And, uh, let's say 5% of my listeners will engage and do it. And that's one of my KPIs is to figure out how to get up to 10%. Right. Because that'll, that'll double the amount of listeners who are actually doing the exercises. Okay. Well, let's kill two birds with one stone.
Then if we're talking about improving performance, what we have to do is first learn stuff and then do stuff. So if you don't do anything, then your chances of success in that particular area or. [00:41:00] So here's a challenge, no matter what it is you want to do or achieve in your life. The first thing you have to do is to decide what you want, and you need to have that written down with clarity.
Now, my challenge to the audience, and I'm very happy. If anybody wants to send it to me also, and I can integrate into your Facebook group, if you wish me to is write it down. And it's quite difficult to do. So saying I want to earn $10,000 a week in passive income. That's not a goal. I want to write a book.
That's not a goal because there's something else behind. For instance, I was doing a mentoring program with a lady last week and she said, I've got an idea for another book. Oh, oh, another one. How many have you written? She said, oh, one. I [00:42:00] said, great. She said the problem with they sit in my garage, I've not sold any.
And I said, okay. She says, I did my golden everything, but it didn't sell. And I said, and what was your. So she told me, and basically her goal was to write a book and I said, well, your dreams have come true because you did write a book. What your actual goal, what you wanted to do was to sell the book, to help people and maybe make some money.
Right? She said, yes. I said, but that wasn't your goal. When you started out, your goal was only to write a book and your goal was fulfilled and all of those books. Now it's a new girl. So, so the challenge here is to think about what you want to achieve and write down your goal with clarity, with absolute clarity.
And if you can do that and then implement stuff, you will [00:43:00] be a hundred times more successful than you've ever been on any other projects. I promise you. Okay. Yeah. And it's only relevant to those people who want to succeed at something. If you don't, then it's not relevant. So shifting that number from 5% of your listeners to 10%.
That's yes. I want to shift from five to 10% so that, so that I can see even more progress that the podcast is actually helping people. Absolutely. And, and then you can pick on subjects that are relevant to what people have submitted in their goals as well. So you hit three birds with one stone, so you get to see what people want.
And then you can invite, speak, or speakers or mentors like myself, maybe pick one of these as a live example on your podcast and go through a mentoring session. How cool would that be? [00:44:00] That that would actually be really amazing. I kind of have a couple of things started like that with marketing. I, I love the fact that I'm going to, I'm going to delete those words that I just said.
I don't mind being transparent. On my podcast, like I've opened up my life to everybody who listens, because that is really the only way, like to say that this stuff works for me. Then I was three years ago. I was a bum. I was making $8,000 a year as a musician. And I wasn't really trying to get better or do anything with my life.
And just assumed this is who I am and I can't get any better. And then I ran across Zig Ziglar and Jim Rowan and Brian Tracy, and started listening to those guys every single day. And then, so I wanna, I want to open myself up to that stuff. So I don't mind being transparent. Um, in fact, even going so far so far as to say, because my listeners don't engage that [00:45:00] much.
I don't always know what to do with my bod guest. I don't know what it, what the, what should I talk about next week? Right. Okay. Here's here's enough. The mess, everyone. Who's listening to this podcast who wants to move forward with their life, write down what you want, your goals and objectives. Submit it to Matt, whether that's the way, whether that's on email or on face.
If you want me to I'll pick one or two of those and on the podcast, we'll go through them and I'll teach you how to achieve greater levels of success. Using those things that you've written. How does that sound? That sounds wonderful. I think that this will be a really fun experiment and I think that people are really going to be helped by that.
Yeah. Well, let's see how many people write down. [00:46:00] Um, action. Let's find out if we can move that 5% to the 10%. And the thing is you can even ask for more than 10%, the universe tends to deliver what you asked for. Okay, that's good. Well, everybody can email that to firstname.lastname@example.org. Just so you know, got to get that in there.
Yeah, sure. And then a question that I ask all my guests is if you had the entire world on the line for 43 seconds and everybody could understand you, what would you say? Well, I'm the KPI guy. So it's got to be something to do with that. Hasn't it really? So based on the conversation we'd have today, here's what I would say.
We live in a world where everything is being measured. Everything. When you're working on your goals and [00:47:00] aspirations, make sure you measure the right things in the right. Okay. That's fantastic. I love that. And I'm going to go about trying to figure out how to measure the right things in the right way.
Yeah. Well, that comes down to the objective that I've set for you is to write it down with clarity. And then when we've done it, then we can start looking and integrating what things you need, what things you need to know, and then what things you need to do to bring those goals and aspirations into reality.
So I kind of tried to hook the two things together. All right. Well, can I, can I ask you another question? You just did? I didn't. Okay. Then, then may I ask you two more starting now? Yeah. Um, all right. So when you talk about writing down with [00:48:00] clarity, yeah. I mean, how deep do you go? Like I have maybe extremely deep.
Um, so let me read backtrack and rewind. And the lady I spoke about earlier, she wrote down and had on her keyboard everyday. I want to write a book. So she got what she wanted. Well, she got what she asked for, not what she wanted. So she wrote the book. What she really wanted was to sell the book and make some money.
But just to make some money is not good enough to be in your goal. Let me give you a live example. I speak to lots of people and I say, what do you want? And they say, I want more money. That's when I really, really want. And I say, okay, hold out your hand. I'll put my hand in my pocket mat and they'll give them a dollar bill.
And I say, there you go. Your dreams are fulfilled. Now I have more. [00:49:00] And I said, oh no, I want more than that. And I said, but you will not specifically. You asked for more money and here you are, you now have more money if you just said, and this is what successful people do much with their goal setting. I want a million dollars.
I want to see a million dollars on my bank statement. I want to see it there on midday on June the ninth, 2020. And that's what my goal is. Can you see how that's completely different to saying I want more money? Yes. So how deep do you go? You go as deep as you possibly can go with as much clarity as you possibly can.
Let me give you an example. If you went into a restaurant, most of them have a nice big menu and you said, can I have a meal plan? What did they do? [00:50:00] They show you point to the menu? Yeah. So what do you have to do in writing your goals? You're asking the universe to provide for you. And if you just say general things nonspecific, they can't give it to you.
So you have to go as deep as you can with as much clarity as you can without any ambiguous. And if you look at a restaurant menu, there's probably 50 dishes on there. And the reason is because all of those 50 dishes completely different. And you read them all, I guess, your taste buds going. He wants to know all of the ingredients.
If it just said meal one meal to meal three, what would your reaction be?
What is in Camille to of course. So, so that's about writing your goals. You need equal clarity in writing because you're asking the universe to deliver. So the [00:51:00] universe needs to know what exactly what you want.
thank you for listening to the second mix podcast. I am Matt Bennett. Please leave a review and give me an honest rating. Wherever you can subscribe on your favorite platform. To hear the latest episodes you can send an email to email@example.com to read the blog, check out the resources, buy me a cup of coffee.
And you can even leave me a voicemail right there on the site. Take steps that will make your week incredible and keep reflecting, revising, and remixing your life. I'll see us.