The Freestyle Entrepreneur

Let’s call it like it is:  Tough times ahead!  No, I’m not a doom-and-gloomer.  Far from it.  I am an optimist.  Besides, I truly love the challenge of tough times.  They seem to bring out all the best business instincts in me.  

All I’m saying is that it pays to be ready … mentally ready.  I know some SBOs who want to argue about how bad things could get.  Some nervously keep telling themselves that everything will be okay.  I hope so, too.  But they’d better not stick their heads in the sand and hope for the best.   

Just as bad are those biz owners who have already started wringing their hands and talking about how they may not survive, how the coming times will be worse than the Great Depression, etc., etc.  They’ve already quit and are climbing into the lifeboats, even before the Titanic has left port.   

I’ve always believed it was wiser to hope for the best, but plan for the worst. 

My position?  Keep one eye on the macro-picture (how Washington, Wall Street and the world are looking from week to week) and the other on the micro-cosm (your markets, products and competitors).  Then adjust your plans, dig in your heels, and keep on swinging.  And swinging.  And swinging.  No whining.  No excuses.  No alibis.

That way, if things get really bad, you are in the best possible position to weather the storm.  If things only get kind of bad for a short spell, you’ll come out this economic funk positioned to blow the doors off your competition and send your sales, your profits and your business to new levels.

For me, the formula is simple:  Work hard.  Make money.  Have fun. — jri 

“If a man gets tired and has a good alibi…

he’s likely to accept defeat.”

        –    Maxwell Perkins

Popularity: 1% [?]

The Issue: Customer service means meeting the needs of your key constituencies: Those sainted souls who have bought, will buy or might buy your products and services. Performed well, it can easily make your business; neglected, it can break it like a matchstick.

What I Think: Routine customer service should be wind-and-go. At times, though, routine customer service doesn’t cut it. That’s when we either go the extra mile, or decide it’s not worth the effort and accept the consequences.

• How would you have handled the following situations?
• What, if anything, would you have done differently?

Example 1: I take my reading glasses on and off several dozen times a day. So instead of keeping track of where I’ve set them down each time, I wear them around my neck on a cord. I had one cord for a couple of years before it broke—a good run, I’d say. The first replacement broke within a week; the next was too long and got in my way: none others were available.

Googling the company took me to www.Chumspromotional.com.
Phoning the toll-free number, I explained the situation to a pleasant Customer Service rep, Sani Raabe, who immediately offered to mail me several other cords to try. I could reorder the one that worked best. 

Seven samples arrived in a hand-addressed envelope the following week. The first one I tried has been working like a charm ever since. I called Ms. Raabe to say thanks for her concern, and laud her first-class customer service!

Example 2: Ever notice how many adult women interviewed by the media sound like teenagers? Instead of pulling up their words from their mid sections, they speak from the roofs of their mouths. They may wizards in their fields, but aside from their parents and teenage boys, who pays much attention to teenage girls? 

The same goes for men who either don’t sound-off like they have a pear (pun intended) or shriek like banshees.

• One the one hand, a priest at our church simply does not project his voice, so unless you’re in the first few pews, you miss half of what he says.
• On the other hand, screamers like ubiquitous TV product-pusher, Billy May, has everyone within earshot wishing he’d just shut up!

Bad for business? Gee, Do You Think?  SBOs of both the popular genders need to know how they come across to customers over the phone and in person. How to find out? Ask your spouse, a friend or an employee. If the problem is impervious to self-help and self-discipline, invest in a voice coach.

Example 3: The past two weeks have not exactly been good ones for yours truly. First, as detailed in this space last week, my computer crashed and the hard drive had to be scrubbed of some nasty viruses before my programs and previously saved data could be restored. Ironically, a few days later we lost Internet service when my Verizon DSL connection went down for the count, and stayed down.  

Several calls to Verizon Tech Support brought no solutions, just a lame promise: “We regret the inconvenience, and will get back to you within 72 hours.”

Customer Neglect. That was last Thursday; it is now mid-afternoon the following Tuesday, and I’d still be waiting if I hadn’t gotten busy arranging new DSL and phone service from Verizon’s biggest competitor: Brighthouse.

Now that my new DSL service has kicked in, I can post this “Issue of Week” and my eblog, “Daily Grin.” But thanks to the juiciest example of customer neglect I can remember, both are just a tad late!

What Do You Think? Your comments are welcome. Have you registered?

Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, and professional practitioners and individuals. He also is a www.thefreestyleentrepreneur.com Contributing Author.

Visit his Website: www.writergazette.com/WillardAssociates.shtml.
Or contact him at billw15@verizon.net to sign up for his popular new eblog: Daily Grin.

Popularity: 1% [?]

The following is  a guest  article by Dr. Robert (Flute) Snyder of Hudson, Wisconsin, who worked thirty years as a college professor of music, appeared at Carnegie Recital Hall and was reviewed favorably in the New York Times. He served several years as a professional secretary, filled unemployment gaps for almost thirty years as a small engine repairman, all the while writing occasional essays for his and close friend’s amazement and amusement. His present contact with repair shop customers affords him insight into wildly varied personalities and rewards.  Enjoy. — John R. Ingrisano

=========================

As customers come and go through my repair shop, I’m amazed at the diversity of their habits. For instance, I had this customer I’ll call Jon. Jon drives a black BMW convertible, dresses in $800 suits, walks very vertically, and surrounds himself with an aura of entitlement. He’s an insurance executive in a small town agency downtown. Because of the aura he exudes, he’d be able to walk into the head offices of Aetna or Prudential without drawing attention to himself. The receptionist would probably mark him as a Vice President.

When he brings me a piece of equipment to repair, he wants it tomorrow, because he’s got a desperately important job to complete at home. I’ve visited his homesite on the north side of town and know that it really couldn’t make that much difference to the state of international affairs if he never cut his grass or raked his leaves: he lives behind a grove of trees and one can hardly see his place.

Jon always leaves my shop with, “I’ll come back tomorrow at the same time to pick up my machine”. He has no thought about the possibility that other customers might come first. As far as he’s concerned, there are no other customers. He must think I keep this shop filled with equipment to keep up the image of being busy. I need to practice fixing machines so I’ll be ready to fix Jon’s machine as fast and efficiently as possible. Oh yes, and since I’m fast and quick, that means I won’t charge much money.

Jon always wants a re-do on his repair job. Even though his little blower is ten years old and in need of replacement, he wants it to run better than new when it leaves my shop. “Well, I’ll take it home and try it, but if it doesn’t work right, I’ll bring it back for adjustment.”

This past week I lent him my own excellent blower to use for one day while I “adjusted” his mediocre blower. One week later, it became clear that he was using my blower to clear out the leaves for unimagined acres of forest. I didn’t intend for him to keep it so long so I drove to his house on the seventh night of the week: about 8:30 p.m. I knew he’d be home, hiding in his forest with all the lights in the house off. However, I could see the faint stirrings of light from his TV. I demanded the return of my blower. He obliged, but reluctantly: in his bare feet and silken lounging apparel.

The next day, he came to pick up his blower which I’d completely dismantled and reassembled to repair a loose cylinder head. “This doesn’t have much power. It starts better, but it just isn’t right.” “Yes, Jon, I know it isn’t like new. It’s over ten years old”. “It just isn’t right. I’ll try it and let you know.” The “let you know” part of this discussion is the “I’ll decide if your $45.00 bill is too high to pay.”

To relieve myself of the agony of chasing him for the $45.00, I said, “Take it. Don’t bring it back and we’ll call it even.” In other words, I’ll sacrifice my $45.00 for the assurance that Jon takes his future repair work elsewhere. I’m going to practice saying, “Please take your snowblower to Jake out on Vine Street. He’ll be able to repair your machine.” I don’t want to see Jon again.

On the other side of the spectrum, there’s Mr. Matruska on the east side of town. I took his snowblower, riding mower, and chainsaw back to him yesterday. When he saw the $272.00 bill for the three pieces, he reached into this truck glove box, pulled out three one hundred dollar bills and said, “I didn’t expect the job to be so inexpensive. Also, I’m really surprised you returned the work so soon. Keep the change. I’m going to give your business card to my son in Hammond. Do you pick up work fifteen miles east?”

To myself I’m thinking, “Thank you, Mr. Matruska. For your kind of customer, I’d drive to Chicago six hours down the road. Excuse me while I erase the unkind thoughts I’ve carried in my head for a couple of days about Jon, the entitled insurance man. You make my faith in the goodness of people grow. Thank you. Thank you. Again and again.

What kind of a customer are you?

–         Flute November 2008

P.S. And then there is the little wife who brings her husband’s chainsaw for repair. “We’re not sure we want to repair this old thing. If it costs more than $45.00, we’ll probably want to buy a new one. Be sure to call us with an estimate.”

When I discover that the sprocket has split in two, the fuel lines are broken, and the carburetor needs to be replaced, I call the husband, who says, “Sure. Fix it. Whatever it takes.”

Popularity: 2% [?]

These aren’t shaping up to be get-fat-rich-and-happy times for small business owners.  With the economy losing altitude fast, many of us are tightening our belts, cutting back and hoping this doesn’t turn into a full-blown depression.   

In the meantime, a breed of so-called “customers,” better described as predators, is on the prowl.  These folks are more euphemistically referred to as bargain hunters looking to take advantage of cash-hungry business people.  They mostly bring bad business, and from my experience, bad business is worse than no business at all. 
 
They’ll drive you crazy, waste your time, and leave you with little if any profit.  Here are a few examples:

The thief.  This predator is looking for a freebie.  As a consultant, I’ve found that this is the prospect who wants to see the proposal, the outline and as much detail as possible before committing.  During lean times in my younger days, I’ve darn near given away the store in hopes of getting the contract.  More often than not, they took the idea and then did the project themselves.  What to do:  Call the thief’s bluff by saying something like, “I can give you a quote for preliminary research, which will be taken off the final bill if the proposal goes to contract.”  

The friend.  This is the customer who knows you’re in a cash flow crunch and tries to convince you that he or she is willing to help you meet your cash flow needs by taking product off your hands…at a loss.  What a pal.  What to do:  At the very least, split the difference.  Remember, this predator still needs your product, so turn the tables.  “I can’t give it to you for that price, my friend, but I will give you X percent off my regular price.  That way, we’ll both come out ahead.” 

The teaser.  This is a variation of the friend, but one that tempts you with the casual bit of information that goes something like this:  “Well, I only need one now, but I’ll in the market for another 50 by August 1…that is, if the price is right.”  What to do:  Explain that, “I can give you a fair and competitive price today.  Then, when you’re ready to act on the next 50, I know I can beat anybody else in the area.”

Everyone wants a bargain, but that doesn’t mean you have to let them roll you, pick your pocket, and leave you for dead in an alley.  Remember that the predator who shows up looking to squeeze you today will definitely return tomorrow, but only to squeeze you a second time.  Predators are not loyal customers.  They want just one thing — another deal that adds up to a win for them and a loss for you. 
 
That’s bad business…and that’s worse than no business at all. 
 
John R. Ingrisano
The Freestyle Entrepreneur
www.TheFreestyleEntrepreneur.com.

Popularity: 2% [?]

So You Think Your Computers Are Safe?

The Issue: Computers are indispensable business and personal communications tools, with the operative word being indispensable. When your computer system crashes (that’s, when, not if), the effect on your business and personal lives is that of a maliciously placed Monkey Wrench. But when that unhappy effect is caused by the Internet security systems that are supposed to prevent that very thing from happening, insult is added to injury.

WARNING! Beware of Internet Security Schemes

What I Think: I learned that bitter lesson late Monday last week, when one of the three internet security systems I’d downloaded in recent months based on impressive advertising claims proved to be less than I’d bargained for: a lot less.

In this case, I was running a “free” trial version of one that I’ll call “Monkey Shines Security,” and just that morning had decided not to buy the paid version. So when on receiving an online message asking for my money for the upgrade, I declined. An hour later, however, a Monkey Shines popup appeared warning that a virus had been detected on my computer, and suggesting removing it by clicking “Here” or phoning a Customer Service 800#.

Not only did clicking “Here” produce no result, nothing else worked either!  I couldn’t even get rid of that warning message! It just sat there insolently blocking three-quarters of my monitor , preventing access to any part of my computer system. When I dialed the 800-number listed, the Customer Service rep was no help.

The only thing to do was take the computer to someone who knew which end was up. The next morning I lugged my PC to a local computer store—owned and operated by an SBO who is a savvy computer tech. By mid afternoon the verdict was in: My computer was so riddled with viruses the only thing to do was to save and remove my essential programs; then get rid of the rest and scrub the hard drive before reloading my essential systems and loading new security and virus-blocking programs that the store owner trusted and knew to be effective. I told him to go ahead.

That was Tuesday; it was Friday before the work was done and I could retrieve my computer. I spent the rest of the day, a good part of the evening and the following morning restoring my programs and settings to something approximating their former selves.

I made those points to make this one:  Though he would not be quoted for attribution, the storeowner told me things that computer hackers do not want people to know:

• Many if not most online security systems have one main objective: taking your money; providing security is secondary. As we’ll see, some are even designed to hi-jack personal information and banking data!
• Hackers are so prevalent, malevolent and aggressive (and so adept at networking among themselves) that even nationally known computer security providers can’t possibly keep up with them. In fact one major brand is up to its ears in a class-action suit by users who’d been burned as I’d been, or worse.
• When a 1996 “Hackers’ Convention” in Roanoke VA left town, the city’s computers were so badly screwed up it took weeks and many, many dollars to set things right. Why did those little so-and-so’s do it? Because they could!
• Someone in Red China—reportedly at the behest of the government–recently hacked into the White House computers. It’s called “spying!”

Even though your computer is infected, you may not realize you have a virus (or viruses!) until you notice something is not quite right. The computer storeowner described signs of trouble:

• A gradual slowing down of normal computer functions, such as system start-up and shut down and opening programs and files.
• Your printer doesn’t work.
• Unusual Error messages appear regularly.
• Your computer crashes regularly.
• Your computer restarts by itself regularly.
• Drives on your computer appear inaccessible.

What can you do to avoid trouble?

• Keep up-to-date anti virus software running at all times on your computer.
• Use a Firewall to keep hackers from breaking into your computer. Some good firewalls are Windows XP, Windows Vista , ZoneAlarm and Outpost.
• Never open email attachments from unknown senders, especially attachments with .exe extensions.
• Be careful opening an email attachment even from someone you know as they may not know it’s carrying a virus.
• Never allow employees to open ANY file attachments sent to company computers-the same goes for yourself and family members on your personal computers. Make that rule stick with suitable penalties.
• Keep up-to-date about recent threats through Internet research.
• Download only from reputable sites and avoid downloading files you can’t be sure are safe. These may include freeware, screensavers, games and any other executable files.
• Backup! Backup! Backup! No anti-virus product can guarantee a virus-free computer; new versions are cropping up all the time. And a backup system: “Carbonite” is a good one, and an excellent investment.
• Avoid computer systems claiming they provide “all the security protection you’ll need.” Install trusted anti-virus and anti-spy ware security systems from different vendors. What one misses, the other might catch.

Maybe most important: Find a computer repair business with at least a ten-year track record for smart, heads-up work and honesty. That’s what I did. Yet it was still a lousy week for business—with insult added to injury when the security I’d been trusting let me down; but I did learn a thing or two.

Saving the Worst for Last

Get set for the scariest Internet security horror story of all!  One or more viruses that can infect your computer system will then attempt to inflict even worse damage. Consider the following form sent by an unknown virus to AOL users, with an AOL logo at the bottom of the screen: 

Safety, Security & Privacy
Helping you have a more safe and secure online experience.

Dear AOL Member, your billing information is currently out of date and must be updated. Please take time to fill the required fields to avoid account cancellation.

First Name / Last Name / Address / City / Zip Code / Phone Number /
Card Number / Card Type /  Expiration Date / CVV2# / ATM Pin#
Bank Name / Routing Number / Account Number
Account Type / Driver’s License Number
Social Security Number / Mother’s Maiden Name / Date of Birth

Next (click here)

If that message ever makes it to your computer screen, clicking “Next” delivers all your personal and banking information into the hands of some very nasty people. Even for those wary enough not to click “Next,” that form cannot be removed without reformatting your hard drive.

Yes. It is that bad…and that sickening.

What Do You Think? Your comments are welcome. Have you registered?

Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, professional practitioners and individuals, and he is a www.thefreestyleentrepreneur.com Contributing Author.
 Visit his Website: www.writergazette.com/WillardAssociates.shtml.
Or contact him at billw15@verizon.net to sign up for his popular new eblog: Daily Grin.

Popularity: 3% [?]

I believe we get as many second chances as we are willing to take.  It’s when we are no longer willing to get up, but instead give up and stop trying, that we are in trouble.
 
I’ve been knocked down — I mean flat-on-my-face knocked down hard — twice in my life, from had it all to lost it all.  The first time I managed to lose a life I’ve been building for 25 years.  After mourning a lot, I licked my wounds and declared my life a “Do Over,” starting all over again.   The second time — starting to run out of mistakes to make — I realized I’d been blessed with a “Third Life” and lots of new opportunities.  Each time I learned a lot, earning more than just bruises and disappointment.  Today?  Nicked and graying, with a few old wounds that will always ache like the dickens when an old-memory front comes through, I cherish every second chance I’ve been given. 
 
My point?  Never give up.  Never give in.  Seize the opportunities you are given.  Most of all, every time you get knocked down, get up and keep on going, savoring the blessings and opportunities of each and every day. — jri
 
“It is never too late to become what you
might have been.”
        –    George Eliot

Popularity: 2% [?]

I contend that all of us are in sales regardless of our chosen vocation or profession.  As a small-business owner—your livelihood depends on your ability to sell and yet many entrepreneurs are not truly effective at it. For twenty years I made a living selling life insurance. The early years were truly a struggle until I had an epiphany.

Odds are high that you’ve heard the word ‘epiphany’ but never looked it up in the dictionary. Until the moment I started writing this piece, neither had I.
 
To save you the trouble, here’s the definition according to Dictionary.com:
 
e•piph•a•ny  : noun, plural -nies:
  A sudden, intuitive perception of or insight into the reality or essential meaning of something, usually initiated by some simple, homely, or commonplace occurrence or experience
 
I remember the day very clearly that selling life insurance became easier for me:

• The day I quit worrying about how to answer an objection with a canned response
• The day I realized that the clients/prospects had more to gain by seeing me than I did by seeing them
• The day the phone no longer felt like a 500 lb. weight when I picked it up to secure an appointment
• The day I quit acting as if I were a sales professional and actually became one
• The day I had my sales epiphany

The life insurance industry has a pet name for people whose agent has either retired or left the business: Orphan Policyholders. They are a good source of contacts for neophyte producers because it gives them someone to call on.

 I tried to get an appointment several times with one such individual—a farmer near Fort Dodge, Iowa—without success. I’ll refer to him as Roger in this piece.
 
I called him and said that I had important information about his policy. Roger blew me off; indicating that there was nothing to talk about and he didn’t have time. Not wanting to be a bother, I accepted his objection without a fight.
 
So it surprised me one day to receive a call from his wife indicating that they would like me to come out. That should have been a red flag but I was so happy to get the interview that he caught off-guard on the day of the visit.
 
After introducing myself and exchanging pleasantries, I asked Roger what he had in mind. His demeanor instantly changed from cordial to hostile. “This policy is what I have in mind! I’ve been ripped off and want to know what you’re going to do about it?”
 
Momentarily stunned, I became defensive even though I had no involvement in the matter. “What do you mean?” I stammered, “It’s a very good contract.”
 
“No it isn’t. The guy sold me a $10,000 policy and now your company is trying to tell me that it’s a $5,000 policy!”
 
Having prepared his file, I knew the problem. “Roger, this is a $5,000 Whole Life policy as it states right on the front page. However, it also had a $5,000 Decreasing Term Rider. Every year since you purchased it, the term has been slowly decreasing until what you now have left is the base contract.”
 
“That’s not what I was told by the guy who sold it to me.”
 
Asking about the agent, I learned that he bought it from a friend who was part-timer in the business and quit. That meant several possibilities:
 
1). The part-time agent had not a clue what he was selling;
2). He knew but did a poor job of explaining; or
3). He explained it well and Roger either didn’t understand or forgot.
 
Whatever the cause, he was venting his frustrations and I was his captive audience who had to listen. “You agents and companies are all alike, always ripping off the public!”
 
I tried for fifteen minutes to calm him down and discuss the situation rationally.
 
I did not succeed.
 
His wife was embarrassed by Roger’s tirade, understanding that he was killing the messenger (that would be me) who had nothing to do with the initial transaction.
 
That’s when my sales epiphany occurred.
 
Roger was in a mood to neither listen nor admit that he should have accepted my past requests to review his policy. He would have known how the contract worked and may have converted the remaining term.
 
I suddenly did something totally against my nature. Rather than debate the disgruntled client and make him even angrier, I slowly closed my brief case saying, “Roger, I regret that this has happened. I have no idea what the agent said to you. My only option now is to see what you would like to do. I tried several times to talk about this but you chose not to. I believe that it is in everyone’s best interest for me to leave.”
 
Total silence as I stood up, fully prepared to walk out the door.
 
“I’m sorry,” he said. “I shouldn’t take it out on you. Please sit down and tell me what I can do?”
 
It would be a nice story if I could tell you that Roger and I became best friends and he bought a million dollar policy. That didn’t happen.
 
What did happen is that we had a calm and fruitful conversation. He accepted partial responsibility for not keeping on top of the issue and I apologized on behalf of the company for the misunderstanding. We parted with mutual respect after discussing what he might do about his future insurance coverage. No decisions were made that day.
 
What also happened to me was of greater importance. It became perfectly clear that I knew more about the situation from the beginning than did the client. I could have been of great assistance had I been more persistent in getting that appointment. I could have helped him.
 
So what does that all have to do with you on the Sales Desk? My guess is that you’ve figured it out.
 
You can provide answers to agent problems that they might not even know they have.
 
If you pick up your phone with confidence, courage and a purpose for your call–you will be amazed at who will listen and how much they will appreciate you.
 
You are NOT bothering them. You are offering them an incredible opportunity to take advantage of your time, talent and expertise.
 
If I had been more authoritative the first time I called Roger, we both would have won.
 
Because I wasn’t, we both lost.

I venture to say that it’s the same with you. If your product or service is truly beneficial to your prospects—please have the courage to shout it from the rooftops and into the phone. At the very least, give your potential customer the opportunity to turn you down. Ask for the appointment and ask for the sale.

Bill Sheridan—SHERIDAN WRITES, LLC        www.sheridanwrites.com

Popularity: 2% [?]

There are two things I hate.  One is “management theory.”  The other are meetings.
 
Regarding management theory:  I’ve been in business nearly 25 years.  No, I’m no genius, and I’m not as rich as Steve Jobs.  But I have learned that good management theory is nothing more than good common sense.  Example:  Know your market and tailor your product accordingly; hire good people and treat them right; get to work and don’t waste any more time on meetings.
 
Regarding meetings:  Dumb management theory generates long, boring, meaningless meetings,  90% of which should never take place.  Too often, managers call them because they have no idea what to do about a situation, so they bring together others who are just as clueless, so they can all bump around in the dark together. 
 
Okay, some meetings are necessary.  So, when you have no other choice but to hold a meeting, do the following:  Define EXACTLY what its single purpose is … in advance; politely (or not) cut off anybody who meanders off topic; limit it to 15 minutes; start on time and end on time; walk out the door when the 15 minures are up.  If there is no group concensus, make a decision based on what you have learned in the meeting … and then just do it. 
 
The bottom line:  Most management theory and most meetings have one outcome: They destroy initiative.  When I worked in a corporation, I was ready to dig into the week on Monday morning.  Unfortunately, the entire editorial staff had to endure the 3M (the two-hour Monday Morning Meeting), during which we all had the opportunity to bore each other spitless talking about (A) what we had done the week before and (B) what we were going to do this week. 
 
Work hard.  Make money.  Have fun.  (Note:  I did not say: Have meetings)  –
John R. Ingrisano
 
“All management theories become conspiracies
against good management and serve mainly to
cover the manager’s ass.”
    –    T. George Harris

Popularity: 3% [?]

As an economic capitalist and and a political conservative, I know one thing for sure:  As business owners, we do not share wealth … we CREATE it!  We take a lump of material worth 50 cents or an idea worth even less, add some sweat and ingenuity, and create a product that sells for $4.50 or more.  That’s capitalism at its best. 
 
Bottom line (and worth repeating):  We don’t need to share wealth.  We create it:  We create jobs. We create opportunities.  We create a life of comfort and security for millions of men and women in this country. 
 
All we ask are two things:  (1) that the government and other confiscators and regulators leave us alone, so that we can do what we do best; and (2) that the people to whom we give our money (employees and suppliers) are willing to work hard to earn it and give us value in return. 
 
Work hard.  Make money. Have fun.  And create wealth! — JRI
 
“Thomas Edison did a lot more to improve
the world than Karl Marx.”
        –    Steve Jobs

Popularity: 3% [?]

The Issue:

Judging by the volume of mail generated by the October 20 Issue of Week, “Getting Your Bills Paid” is a red-hot topic for small-business owners! So this week, instead of spouting off what I think, we’re going to share ideas from a reader about how SBOs can get their bills paid despite the lousy economy.

What You Think:

Peter Bowen, Bangor, Northern Ireland, emailed to suggest the following: …Fortunately, most clients pay on time or early. But the few that don’t can drive business owners up the wall! Before trying the online equivalent of punching them in the nose, think about the people who owe your business money and how you manage new client relationships from day one. Then answer these questions:

• Do you check their credit and trade references?
• Do you find out how a client’s payment process works?
• Do you specify when and how you want payment?
• Do you get a watertight contract signed before starting work?
• Do you take a deposit?
• Do you get confirmation that the work you do is satisfactory?
• Do you invoice promptly; are your invoices accurate?
• Do you remind clients before the due date?
• Do you follow up on overdue invoices within 3 days?
• Do you keep following up?

If you do all of that and still get stiffed, perhaps it’s time to stop running your business as a hobby.

We SBOs are often so keen (read desperate) for business, we’ll do things for clients without getting the basics in place. We hope they’ll be as honest about paying us as we are in delivering value to them. We work on trust and are then deeply offended when someone proves to be untrustworthy!  Go figure!

That’s how so many SBOS end up solving today’s problem (too little business) by creating much bigger problems tomorrow: not being paid for the work we do. What we need is a set of rules to protect our businesses from our own enthusiasm–a way to improve cash flow and reduce bad debts.

I’m not suggesting that you send Ugly Mike around with his baseball bat. But I do suggest adapting the kinds of things that work for larger companies. For example, a system that lets your debtors know you’re as serious about getting paid as you are about the quality of the work you do.

Letting the System Do the Work

When times are tough, even people with the best intentions can have a hard time juggling bills. However, that doesn’t mean we can or should let them slide—even for a little while. It’s bad for business, and sets an even worse precedent.  Out-of-sight, out-of-mind is very real: people pay attention to what’s in front of them. That means you need to be there at the right time with the right message.

You won’t offend clients by asking for timely payment in the right way. People have come to expect businesses of all sizes to send a series of gently escalating reminders when they’re late in paying their bills:

• A polite reminder arrives few days after the due date.
•  If they still haven’t paid, another reminder is mailed a couple of days later.
•  The next letter has red writing across the top.
•  If that fails, it’s time for a final demand and then off to court for default judgment.

That’s the heart of the system, and the system does the work. It’s turnkey, automatic and impersonal; but it’s also relentless in looking after your business interests. It takes the emotion out and leaves you confident that you’re doing the right thing. It will improve your chances of being paid on time and reduce bad debt. Moreover, by managing invoices before they’re overdue you’ll improve cash flow while showing clients that you’re serious about your business as they, no doubt, are about theirs.

If you’ve been looking for a system like that, try going to http://www.getting-paid.com/
You’ll find an easy-to-use automatic invoice-chasing system for small and medium-size businesses. It’s like having an in-house credit manager for the price of dinner for two! No more wasting hours of productive time fuming at people who don’t appreciate your work!

Pete Bowen fell in love with business during the first week of primary school, when he realized he could make and sell eye-pokingly sharp wooden swords. It took about 3 days for the teachers to shut him down but ever since then he’s loved small business and enjoyed the company of small business owners. His primary interest now is in using technology to automate the repetitive tasks that have to be done to make your business tick. Business owners get much better results when they’re driving the business rather than being the engine (When they don’t let running their business interfere with running their business!). Pete has a degree in civil engineering and is married with 4 children.

What Do You Think? Your comments are welcome. Have you registered?

Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, professional practitioners and individuals, and he  is a www.thefreestyleentrepreneur.com Contributing Author.

 Visit his Website: www.writergazette.com/WillardAssociates.shtml
Or contact him at billw15@verizon.net to sign up for his popular new eblog: Daily Grin.

Popularity: 3% [?]

Like millions of our fellow Americans, Renee and I placed ourselves on the Do Not Call list.
 
We did so reluctantly because of my many years as a life insurance agent. The telephone was crucial to our livelihood so I felt a little guilty about not taking the unsolicited calls.
 
Unfortunately, however, because marketers had fewer numbers to call, we were inundated with more of them than ever. We received opportunities for trips to Branson, MO; siding and roofing bargains; and more lawn services than I knew existed. Thus, rather than miss important events in the lives of Britney Spears or Lindsay Lohan on Inside Edition at 6:30 p.m., we added our names to the list.
 
Since we subsequently receive fewer calls (the legal exception being politicians, charities and companies with whom we have worked recently), I almost enjoy getting them now. Frankly, I sometimes have to remember that I’m not in a call coaching session.
 
A recent example:
 
“Is William there? (A sure sign that it’s a stranger because all my friends call me Bill).
 
“Speaking.”
 
“William, I am calling from Hyundai and want to know what you thought of the service we recently provided?” (I resisted the urge to tell him that he forgot to ask if I had time to speak to him on the phone).
 
“Okay, what do you want to know specifically?”
 
“I just (again…forced myself to not tell him never to use the word ‘just’ because it diminishes the importance of his message) have a few questions. Is that okay?” (Coming close to asking if I had time but too late in the conversation. That ship had already sailed).
 
“Sure, go ahead.”
 
He asked five questions, seeming to like my positive answers to the first four but somewhat taken back by the fifth, “Will you be bringing your car in for the next oil change?”
 
“No, I won’t.” (He did not ask me why I answered in the negative so I did not volunteer an answer. They’re too expensive and not open when I’m working, information that might be very valuable to them).
 
“Okay, that’s all. Just one more question (meaning that it really wasn’t all). Would you mind if we sent you another survey by email? A longer one.”
 
“I’m curious. Why would you need to do that when you just asked me the questions.”
 
Uncomfortable silence (it wasn’t in his script).
 
Finally, “Well, uh, er, (filler words) I don’t really know. I’m just (that word again) supposed to ask.”
 
“No, I really prefer not to fill out a survey. Thanks for your call. “(Even though I missed what happened in the OJ trial while we were talking and  wasn’t excited about answering the phone during our supper/Inside Edition hour).
 
“No problem,” says he. (Whatever happened to “You’re welcome?”).
 
In general, the young man was polite, had a nice telephone voice and was doing his job. If grading was called for I would have given him a ‘C+’ or ‘B-.’ However, it served to remind me how little he would have had to do in order to earn an ‘A.’
 
Maybe I should take us off the Do Not Call list and risk the chance of missing when Brad and Angelina are going to adopt a few more kids. It would give me a chance to practice my craft at home more often.
 
Or… maybe…just maybe… I should get a life!
 
Bill Sheridan—SHERIDAN WRITES, LLC
www.sheridanwrites.com

Popularity: 3% [?]

 
It’s early in the downturn, and I’m already seeing some companies — mostly the new kids on the block — going under.  It’s a shame.  How can you guarantee you won’t be next?  You can’t.  There are no guarantees in business!  But there is one thing you can do — work like a dog.
 
That’s my secret weapon:  I love to work.  It’s my comfort zone.  (Yes, that probably reveals a lot about my psychological ink blot file, but I really don’t care.)  That’s why I’m a survivor.  I have been borderline wealthy and down to my last 17 cents.  But I keep going. 
 
My point?  Want to survive (and maybe even thrive amid) the tough times we’re just heading into?  Cancel that vacation, give up bowling night … and dig in for the long haul.  — JRI
 
Show me an eight-hour man, and I’ll
show you someone just passing
through life, surviving.”
        –    Herve Filion
                The winningest harness racing driver

Popularity: 3% [?]

The Issue: SBOs barely have enough time to change their socks once a day, so getting to those piles of non-business reading is usually a non-starter.  Ever feel if you could only read faster you’d miss out on less important or interesting information?

What I Think:  I never could speed read the old way. Remember? Drifting an index finger back and forth down the page, dragging your eyeballs behind. True, it didn’t take long, but I usually didn’t learn much either.

A college prof taught me a better way to speed read. It’s simple and it works, and I’ve used it for decades. Even better, as a writer/editor it helps me be more like those Lions of Concision, Strunk and White: Clear, Brief and Bold.*

Here’s how to read whatever you need to read; to learn a lot and do it fast!

1. Read the title, subtitle and first paragraph. That’s where good writers tell you what they’re going to tell you.
2. Read the first sentence of each paragraph and one example (if any). That’s where good writers put key ideas.
3. Read the last paragraph. That’s where good writers wrap up what you need to know, and throw in one last point. 

Try it!  See how much your reading speed and comprehension improve. And now that you’ll have more time on your hands, how about those socks?

*The Elements of Style by William Strunk Jr. and E. B. White.  At 92 pages this masterpiece of concision was user-friendly long before anyone knew what that meant. Its message: “Be clear, be brief, be bold”, and that’s how it’s written.

What Do You Think?  Your comments are welcome. Have you registered? 

Bill Willard has over 30-years experience providing high-impact written communications to small-business owners and independent professionals. Through interactive, Web-based “Do-While-Learning™” programs, e-Newsletters and straight-talking articles, Bill helps clients get the job done: profitably improving performance, helping grow their businesses, skipping expensive mistakes, making the journey to success faster, smoother, easier. And fun! A Phi Beta Kappa and former managing editor, he lives in Clearwater, FL.

Contact him at billw15@verizon.net. Or visit his Website: http://www.writergazette.com/WillardAssociates.shtml

Popularity: 3% [?]

Popularity: 3% [?]

How SBOs Can Get Customers to Pay Up in
Spite of it All

The Issue:

With American consumers drowning in the unsecured-debt crisis, and the financial industry in turmoil, Congress responded with the $700 billion rescue plan (Was there no better way, people?). Whether they believe the bailout will work or not, however, financial experts agree we are far from being out of the woods.

What I Think:

As usual, when the economy catches cold, small business gets pneumonia. Entrepreneurs and small-business owners need to stay afloat, tough economic times and the government’s embarrassing display of Socialism notwithstanding. One very big thing to do is making very sure they’re paid for their products and services!

Try These: By following these 10 tips recommended by online invoicing firm FreshBooks, SBOs can make sure clients and customers pay up in full and on time, in spite of it all! 

1. Bill Early - When wrapping up a project, send your bills out immediately. Avoid moving on to another task without collecting your payment.
2. Bill Often - A constant reminder of a payment due will increase your chances of actually receiving it!
3. Time is Money, Keep Track of It! - Document your work time accurately to ensure that you are fairly compensated for your efforts.
4. Charge an Upfront Retainer Fee - Requesting a retainer fee upfront provides a cushion while you are working on another job.
5. Take Advantage of the Moment - During the planning stages of a project, most people are excited and tend to be more flexible. Use this opportunity to request a partial payment.
6. Set It and Forget It - Don’t waste billable hours on invoicing. Establish recurring billing and invest your time elsewhere.
7. Automatic Late Payment Reminder - Establish a system that will inform you and your clients of late accounts .Remember: the sooner that you are aware of a delinquency; the sooner you will receive payment.
8. Give a Good Impression - The public’s perception of you will dramatically affect the way that you do business. Providing good customer service demonstrates that you are a professional and you will be paid accordingly.
9. Make Billing as Easy as Possible - If you make bill paying difficult, you are guaranteed to lose money. Try to provide debtors with easy, convenient options to submit payment online or with other methods.
10. Keep Your Records Up to Date - Confirm that all bills reflect the current balance and are sent to the right party. Customers are more likely to avoid payment of inaccurate bills.

About FreshBooks: FreshBooks (www.freshbooks.com) is an online invoicing and time-tracking service that helps entrepreneurs save time, get paid faster, look professional and focus on what they love to do – their work.

Bill Willard has over 30-years experience providing high-impact written communications to small-business owners and independent professionals. Through interactive, Web-based “Do-While-Learning™” programs, e-Newsletters and straight-talking articles, Bill helps clients get the job done: profitably improving performance, helping grow their businesses, skipping expensive mistakes, making the journey to success faster, smoother, easier. And fun! A Phi Beta Kappa and former managing editor, he lives in Clearwater, FL.

Contact him at billw15@verizon.net. Or visit his Website: http://www.writergazette.com/WillardAssociates.shtml

Popularity: 4% [?]

 
Odds are that business will get a whole lot tougher before it gets easier.  And that doesn’t matter who wins the election. 
 
If McCain pulls off a miracle, let’s face it, the Republicans today are ill-equipped to truly lead. 
 
If Obama strolls into the White House in January, you as a business owner can begin thinking of yourself as one large teat (that’s a polite way of spelling tit).  You will get no help from the government, but you will pay more taxes and endure more regulation (yes, even for small businesses).
 
So, why is that good news?  Because only those who know how to plan, work, assess and hang tough will survive.  So, if you’re one of them — someone willing to dig in and do what it takes — you will survive the coming lean times. 
 
Still, why is that good news?  Well, this downturn will shake off the easy-money come-alongs who hung out a shingle and called themselves entrepreneurs when times were easy.  Many of your weaker (albeit annoying) competitors will be looking for salaried jobs by Christmas 2009.  That means less competition, and … 
 
Less competition will mean more opportunity in the long run.  No, it won’t be easy, but that’s our secret weapon:  We weren’t looking for easy when we made the cockeyed decision to become SBOs. 
 
How long will the suffering go on?  I’m no economic crystal-baller.  However — and this is the weird part — if Obama wins next month, there will be a two-year, kids-in-the-candy-store splurge, followed by a Republican return to control in 2010.  (And hopefully, the Republicans will be ready to lead by then.)  If McCain wins, we are likely to have two years of modest confusion and some — but not enough — recovery,  followed by a return to the chaos of 2008 in 2010, because the Dems will capitalize on the mid-term elections. 
 
The bottom line:  Neither party cares a whole lot for SBOs these days.  So, do what you do best — roll up your sleeves, dig in, and do what YOU have to do to survive and maybe even thrive during these lean times.  Good luck.  — JRI
 
“There is no security on this earth.
Only opportunity.”
            –    Douglas MacArthur

Popularity: 4% [?]

Keeping Your Small Business from
Being Swallowed By the Big Boys

The Issue:

Wall Street nose-dived this month when investors realized the administration’s $700 billion rescue plan and steps by other governments were not unfreezing credit markets fast enough. Predictably, the effects of that market shakeup have been reverberating all over Main Street.

What I Think:

The grim economic conditions in the U.S. and beyond could significantly reduce the small-business survival rate. But when the going gets tough, (to coin a phrase), the tough get going.

What are the best actions for SBOs to take in light of the sliding financial markets? Dave Colburn, CEO of Smart Online, suggests: “By casting a larger shadow, small-business owners can prevent their businesses from being swallowed by bigger fish.” 

To get that done, Colburn urges SBOs to use these proven tactics to increase their chances of survival by creating the illusion that they are larger than they seem:

1. Create a Small-Business Network - Bundling products/services with those of another small business may help the “little guys” compete with larger businesses at a lower price to their customers. Sharing customers allows small businesses to reach larger markets.
2. Do Not Disappear - While it might be necessary to cut spending in the marketing department, disappearing totally is not the way to go. Instead, be more strategic by choosing advertising and sponsorship opportunities that speak directly to your customer base. By making those outlets aware of your intent to advertise exclusively in their spaces, and buying in advance, you can usually count on better rates.
3. Whatever You Do, Do Not Sacrifice Quality - Layoffs during economic downturns may be unavoidable but if it’s necessary to downsize, the quality of your product or service should not suffer. Maintaining your reputation costs a lot less than rebuilding it.
4. Take Advantage of the Resources Available to You -The internet is a powerful and cost-effective tool to help small business communicate with their client base—current and potential. Take advantage of networking sites to reach a larger audience: Linkedin, Facebook and Twitter can effectively send your message directly to customers.
5. Pay Attention to Your Business - This no time to let little things fall through the cracks.  Pay bills on time, set up bill reminders, and guarantee that your business can still afford its office expenses.  Also, pay close attention to legal regulations that may affect your business. We’re seeing that what goes on in Wall Street affects you, so pay attention to the news, and make sure you’re in compliance with employee regulations. The Small Business Administration has found that regulatory compliance costs small businesses 45 percent more than it does their larger counterparts. 

This month’s turmoil on Wall Street has gripped the attention of investors, consumers and politicians around the globe. Depression may not be in our future, for as always, the stock market is sure to rebound. But as Dave Colburn points out, the time for taking action to assure your business’ survival is now!

Dave Colburn is CEO of Smart Online (http://www.smartonline.com), provider of online systems for small businesses. He has extensive business experience, having previously served as President, Global Manufacturing Industry Practice, Electronic Data Systems, a provider of business and technology solutions. His career includes service as president of four manufacturing and industrial corporations, and chair of several automotive industry association boards of directors.

What Do You Think? Your comments are welcome. Have you registered?

Bill Willard has over 30-years experience providing high-impact written communications to small-business owners and independent professionals. Through interactive, Web-based “Do-While-Learning™” programs, e-Newsletters and straight-talking articles, Bill helps clients get the job done: profitably improving performance, helping grow their businesses, skipping expensive mistakes, making the journey to success faster, smoother, easier. And fun! A Phi Beta Kappa and former managing editor, he lives in Clearwater, FL.

Contact him at billw15@verizon.net. Or visit his Website: http://www.writergazette.com/WillardAssociates.shtml

Popularity: 5% [?]

Stop shaking your head about the uncertain economy.  We’re all in the same boat.  The goal is to make darn sure that, no matter what happens, you are still afloat when the turnaround comes around.
 
Remember, some people made money in the Great Depression.  That’s because they refused to take a sky-is-falling attitude.
 
What to do:

• Look for bargains.  They’re everywhere.  Just make darn sure you can afford to capitalize on them. 
• Go lean; stay lean.  At least for the time being, distinguish between “necessity” and “luxury.”  Lose the luxuries and your odds of winning the survival game will increase dramatically. 
• Be proactive.  Don’t sit around waiting for the government to rescue you or for that long-shot prospect to act.  Adjust your inventory, your product line, your prices, and your sales strategy to today’s tough-economy realities. 
• Track down big customers/clients and remind them how much you can do for them.  Relationships still sell, so go out and sell relationships.
• Remember, your customers/clients are nervous, too.  Work with them, reassure them.  But most of all, make sure that, if they are in trouble — if there is a chance that they might sink and stick you with their unpaid bills — that you protect yourself and make sure that your boat does not go down with theirs. 

The bottom line:  Pay attention to business like never before.  The sloppy, dumb and unimaginative may not survive.  Don’t be among them. 
 
Work hard.  Protect your business.  And, yes, keep having fun.  — jri 
 
“The team that makes the fewest
mistakes usually wins.”
        –    Don Shula

Popularity: 5% [?]

• Don’t over-react.  Instead, take the time to assess your business situation.  If we head into a recession, big deal, it will pass.  The secret is to watch for danger signs AND signs of opportunity.  So, do not panic and make quick, major decisions.  
• Don’t overextend.  This may not be the best time to borrow money for arbitrary uses.  Watch your debt. Tighten up your expenses. 
• Consider a third option on big projects.  Neither stroll boldly ahead on major plans and ignore the seriousness of today’s situation … nor cancel them outright.  Instead, put them on wait-and-see mode and reassess on a week to week basis.    
• Be cautious about definitive advice, the kind that says “Do this” or “Do that” (except for my advice, of course).  No one really knows how the curent economic situation will play out — not your banker; not your broker; not your barber.

Popularity: 5% [?]

Dealing Effectively with Employee Performance Problems

The Issue: SBOs and managers often don’t know (or don’t want to know) how to deal effectively with employees spending too much time at work doing things that have nothing to do with business. Are you among them? If so, trying to avoid being the office Bad Guy when you have actionable intelligence about counterproductive behavior usually does more harm than good to your bottom line.

What I Think: SBOs need to hold employees accountable for the results they’re paid to produce. So instead of being a pushover or worrying too much about being tactful, you’re better off stepping up to the plate and dishing out some no-nonsense proactive coaching.

What is Proactive Coaching?

Proactive coaching is a supportive management approach that helps SBOs and managers overcome the usual ups and downs of changing employee behavior. According to AT&T’s Onward Small Biz:  “Proactive coaching gives employees a great opportunity to upgrade their performance from average to excellent.”

Here’s how it works:

• Step up to the problem.  You may been overlooking the behavior in question too long; but coming across as a hypocrite at a time like that is a lot worse than being taken for a pushover—with “taken” being the operative word.
• Be direct.  Sub-par performance costs your company money. It’s a bad investment, and putting a stop to it is up to you.
• Meet one-on-one. Schedule a one-on-one sit-down session with the employee to discuss his/her sub-par performance, and what it means to the company financially.
• Set measurable expectations.  The more specific and quantifiable you are about behaviors the employee needs to change, the more manageable your corrective steps will be.
• Avoid ultimatums. Again, be as specific as you can. Let the employee know you’ll continue assessing his/her progress, but this meeting represents an opportunity to change–perhaps the last opportunity.
• Evaluate progress. Set times and dates for follow-up meetings to evaluate the employee’s progress. If your expectations are being met, praise the employee. If not, explain that the employee’s job is at risk; by failing to alter his or her performance, that job may be on the line.

By trying to manage performance as a group exercise, good employees will be insulted, while your message is usually lost on those needing it most. Performance is individual; so is proactive coaching, which builds character and yields many happy returns on your investment.

What Do You Think? Your comments are welcome. Have you registered?

About the Author

Bill Willard has over 30-years experience providing high-impact written communications to small-business owners and independent professionals. Through interactive, Web-based “Do-While-Learning™” programs, e-Newsletters and straight-talking articles like the one below, Bill helps clients get the job done: profitably improving performance, helping grow their businesses, skipping expensive mistakes, making the journey to success faster, smoother, and easier. And fun! A Phi Beta Kappa and former managing editor, he lives in Clearwater, FL.

Contact him at w.willard3@knology.net. Or visit his Website: http://www.writergazette.com/WillardAssociates.shtml

Popularity: 7% [?]

The Issue:  Long-term care is a variety medical and non-medical services to help people with chronic illnesses or disabilities meet health or personal needs, including the activities of daily living: dressing, bathing, and using the bathroom. Long-term care services can be provided at home, in the community, and in assisted living centers or nursing homes.

What I Think: The need for long-term health care and related services is hardly rare; it can come at any age, and is virtually guaranteed!

But too many Americans misunderstand their eligibility for long-term care benefits, mistakenly believing the government picks up the tab from Day One. As a result, every year thousands of Americans finance long-term health care with their retirement savings, in effect, spending down most of their assets to qualify for federal welfare: Medicaid. No SBO I know would call that good business.

The more written about long-term care and long-term care insurance, however, the more people will understand the risk of the former and appreciate the value of the latter.

• Most people should make long-term care planning part of their retirement arrangements, or address it when working with an estate planner. But even for retirees, it’s still not too late to prevent potentially devastating long-term care crises.
• Long-term care insurance can protect business owners’ assets and provide peace of mind. Discuss with an experienced insurance agent whether “LTC” insurance is suitable for you, keeping in mind that no single LTC policy is designed to fit everyone. With an agent’s help, however, you can find LTC protection that fits your situation and meets your needs, at a price you can afford.

When should you buy long-term care insurance? As Harley Gordon, president of Corporation for Long-Term Care Certification, puts it: “The moment you become concerned over the cost of possible future long-term care and you decide that Medicaid is not for you.”

In short, as with most things, the best time to plan for long-term care is before you need it.

What Do You Think? Your comments are welcome. Have you registered?

Bill Willard is a freelance writer in Clearwater FL. He has been a high-impact writer and editor for over 30 years. In addition to his byline pieces, Bill’s beat includes ghostwriting and editing for businesses of all types and sizes, professional practitioners and individuals, and is a www.thefreestyleentrepreneur.com Contributing Author. Visit his Website: www.writergazette.com/WillardAssociates.shtml
Or contact him at billw15@verizon.net.

Popularity: 6% [?]

Note from author:
The following article, written by me, was published in the June 2000 issue of ‘Life Insurance Selling Magazine.’ I feel that it is very appropriate for this venue because it has been my experience that most small-business people do not carry adequate life and disability insurance.
 
 
I have worked for more than thirty-five years in the insurance business, as an agent for two-thirds of that time. Many times–particularly through the struggling years–I asked myself, “Why not just give up?”
 
The answer was always the same: Dad. Jim. Mary. Brian. Jon. Mike. Greg. Some of these stories hit very close to home. All of them helped reaffirm my belief in the need for insurance.
 
Learning from tragic circumstances
Dad died when I was seven years old. It was 1951 and he left my forty-three years old mother with no life insurance, a failing business to run, and six children to raise. In my mind I can still hear her saying, “I don’t know where the next meal is coming from.”
 
My mother was consumed with fear and worries about clothing, automobiles, education and the myriad of other financial concerns that you might expect. She developed an ulcer but somehow struggled through her own personal depression. Eventually, after our family locker business went under, she became a secretary and each of the kids began working part-time jobs.
 
At the time, I had no idea that there could have been an alternative. I did not know how the magic of life insurance could have created an estate for Mom, my two sisters, three brothers, and me. Dad did not make that choice.
 
Now, I’ll fast forward to my start in the life insurance business in 1968. I wrote a policy on a wonderful young man, Jim, who had been recently married. At the time he bought the policy to provide security for his new bride and to put away money for the long-term. I saw Jim at a football game on a Friday night and made arrangements to deliver his policy which had been approved and was on my office desk.
 
“Yes, Tuesday night will be fine,” he said. “We would love to show off our new apartment to you.”
 
That Sunday I received a shocking phone call. Jim had been killed in an accidental shooting while hunting that morning. Within a few weeks, rather than deliver a policy to Jim, I was delivering my first death claim check to his grief-stricken twenty-one year old widow.
 
In another one of my early cases, although she was single, Mary purchased a policy as a put-and-keep account after we had the “live, die, quit or disabled” discussion that I always used in my sales presentation. She was vibrant and enthusiastic about everything she did. The last time I talked to her, Mary was excited about her new job as secretary a