As the law states, the first 2.5% of population are the innovators, and the next 13.5% are early adopters.
Altought quick to see the potential and willing to take risk to try new technologies or ideas,early adopters are not generators like the innovators. But both groups are similar, as Moore says, in that they rely heavily on their intuition. They trust their gut.
The farther right you go on the curve, the more you will encounter the clients and customers who may need what you have, but don’t necessarily believe what you believe. As clients, they are the ones for whom, no matter how hard you work, it’s never enough. Everything usually boils down to price with them. They are rarely loyal.
The importance of identifying this group is so that you can avoid doing business with them. Why invest good money and energy to go after people who, at the end of the day, will do business with you anyway if you meet their practical requirements but will never be loyal if you don’t?
Each of us assign different values to different things and our behaviors follow accordingly. This is one of the major reasons why it is nearly impossible to “convince” someone of the value of your products or ideas based on rational arguments and tangible benefits.
According to the Law od Diffusion, mass-market success can only be achieved after you penetrate between 15% and 18% of the market.
The goal of business then should not be to simply sell to anyone who wants what you have – the majority – but rather to find the people who believe what you believe, the left side of the bell curve. They perceive greater value in what you do and will happily pay a premium or suffer some sort of inconvenience to be a part of your cause.
Though there are occasions when a firm hand is needed, I learned early that one of the most important qualities of a leader is listening without judgment, or with what Buddhist call bare attention.
In The Tao of Leadership, John Heider writes:
The wise leader is of service, yielding, following. The group member’s vibration dominates and leads, while the leader follows. But soon it is the member’s consciousness which is transformed. It is the job of the leader to be aware of the group member’s process; it is the need of the group member to be received and paid attention to. Both get what they need if the leader has the wisdom to serve and follow.
In Zen it is said that the gap between accepting things the way they are and wishing them to be otherwise is “the tenth of an inch of difference between heaven and hell”. If we can accept whatever hand we’ve been dealt – no matter how unwelcome – the way to proceed eventually becomes clear. This is what is meant by right action: the capacity to observe what’s happening and act appropriately, without being distracted by self-centered thoughts. If we rage and resist, our angry, fearful minds have trouble quieting down sufficiently to allow us to act in the most beneficial way for ourselves and others.
- Step number one is to have a desire. You must have an intense, burning desire for your particular goal.
- Believe. You must absolutely believe, deep in your heart, that you deserve the goal and that you are capable of attaining it.
- The third step to goal achievement is for you to write it down. A goal that is not in writing is not a goal at all.
- Analyze your starting point.
- Decide why you want a particular goal in the first place. Make a list of all the ways that you will personally benefit by achieving that goal.
- Set a deadline. If your goal is big enough, break your deadline down into sub deadlines. When you break down your goals into daily and hourly amounts and activities, you will be astonished at how much more you get done.
- Determine the obstacles that are standing between you and your goal. You can apply the 80/20 Rule to the obstacles and difficulties blocking you from achieving your goals. This rule says that, in most cases, 80 percent of the reasons you are not attaining your goals are internal. They are within you rather than in the world around you. Only 20 percent of the obstacles are contained in your external situation or in other people.
- Determine the additional knowledge, information, and skills you will require to achieve your goal.
- Determine the people whose cooperation and assistance you will need. Relationships are everything.
- Make a plan to achieve your goal. A plan is an organized list of tasks that you will have to complete to get from where you are to where you want to go. A plan is a list of activities organized by time, sequence, and importance.
- Visualize your goal each day as if it were already attained. Imagine the pride, satisfaction, and happiness you would experience if you were already the person you wanted to be, with the goal that you want to enjoy.
- Back everything you do with persistence and determination. Resolve in advance that you will never give up. You must decide, in advance, that nothing will stop you. Then, when you face the inevitable obstacles and difficulties that occur, you will be psychologically prepare. You will bounce rather than break.
We do better in cultures in which we are good fits. We do better in places that reflect our own values and beliefs. Just as the goal is not to do business with anyone who simply want what you have, but to do business with people who believe what you believe, so too is it beneficial to live and work in a place where you will naturally thrive because your values and beliefs align with the values and beliefs of that culture.
Now consider what a company is. A company is a culture. A group of people brought together around a common set of values and beliefs.
The goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.
The goal is to hire those who are passionate for your WHY, your purpose, cause and belief, and who have the attitude that fits in your culture. Once that is established, only then should their skills set and experience be evaluated.
Great people don’t hire skilled people and motivate them, they hire already motivated people and inspire them.
The fact is that your life will be a continuous series of problems, difficulties, setbacks, and temporary failures. These unexpected and unwanted reversals and disappointments are a normal, natural, and unavoidable fact of growing up. To change your thinking and change your life, you must make a decision to get over them and to get on with your life, no matter what happened. Until you do, you remain a slave to the past, which cannot be changed in any case. Make a decision today that, from now on, you are going to eliminate all the “if only’s” from your life.
You discipline yourself to stand back mentally and deal with the problem intelligently. You use your mind to see the situation objectively and make better decisions to resolve it.
I am a great admirer of Abraham Lincoln, and one reason I am is because he came to the point so quickly. He was a master of brevity. He made the most famous address in the history of the world. The man who preceded him to the platform spoke for two hours. Then Lincoln spoke – for exactly two minutes.
Overtalking is one of the worst of all social faults.
Whenever you become conscious of talking too long – stop! “Set Off the alarm clock” on yourself.
A salesman cannot know too much, but he can talk too much.
I don’t mean we should be abrupt. We quickly resent the person who is abrupt; but we admire the person who is brief and to the point.
As a leader, I have always followed the principles I first saw demonstrated by the regent at the Great Place. I have always endeavored to listen to what each and every person in a discussion had to say before venturing my own opinion. Oftentimes, my own opinion will simply represent a consensus of what I heard in the discussion. I always remember the regent’s axiom: a leader, he said, is like a shepherd. He stays behind the flock, letting the most nimble go on ahead, whereupon the others follow, not realizing that all along they are being directed from behind.