“I’ve Never “I’ve Never “I’ve Never “I’ve Never Heard Such Heard Such Heard Such Heard Such Nonsense!” Nonsense!” Nonsense!” Nonsense!”

Dear Reader

My wife Jane and I were sitting outside on the terrace of the Café de Paris in Monaco, close to the Casino de Monte Carlo.

If you‘d been sitting with us, I’m sure you’d remember the day just as well as we did!

Not just because of the con-stant stream of rich and famous leaving their Ferraris, Maseratis and Bentleys for the casino val-ets to park — but more impor-tantly because of a conversation that took place that day.

It was a conversation which revealed the very essence of why some business owners and business leaders create hyper-successful companies with revenues, profits and valua-tions which are the envy of their peers, and why some busi-ness leaders have an endless struggle to match this success.

It was a conversation which was full of valuable nuggets which have the potential to bring dramatic tangible in-creases to your bottom line re-sults.

Let me tell you exactly what happened that day...

It all started when I heard a man at the next table grumble under his breath – “these peo-ple are so lucky!”

Normally, I wouldn’t say anything. And I’m not sure why I did on this occasion, but I was compelled to say to him, “it’s not luck.”

The ‘lucky view’ is one I might have shared a few years back, before I spent a year liv-ing in Monaco and studying for my MBA (I actually went to Monaco after being fired from my job and receiving a gener-ous payoff!). It was at this time that I was first introduced to the wealth and success found in the principality.

I have since spent many years meeting with, interview-ing and studying ultra-successful business leaders to understand how they think, act and make decisions and what they do differently that allows them to enjoy the personal re-wards which come with own-ing or running a hyper-

successful business.

It’s this research which has led me to write two best-selling international business books which explain exactly how great business leaders think and act.

More importantly, it’s led to the creation of two highly ac-claimed business mentoring programmes: Enterprise Leader Development Programme and Foundation Series Plus+ in Enter-prise Leadership’ – both of which explain exactly how the great-est business leaders achieve the results they do, and how you can repeat their success in your own company too.

The man on the next table seemed a little startled by my ‘it’s not luck’ comment.

He replied, “if it’s not luck,

what is it?”

“Ah ha!” I said smiling, “they know something you don’t.”

What they know practically guarantees that they have a constant stream of new innova-tive ideas coming into their business — almost daily — with each idea worth thou-sands, hundreds of thousands or more in new revenues and profits. What they know could be worth the same — or more — for your business too.

As I turned my chair around to speak to the man, I could see Jane’s eyes turning upwards in that ‘here we go again’ gesture and at the same time I could see his wife’s eyes doing the same.

“So,” said Mike as he intro-duced himself. “What is it?

Richard Parkes Cordock, Expert in Enterprise Leadership’ explains what the highly profitable and super successful business leaders who choose to live in Monaco know – that just about every other UK business leader doesn’t.

Monaco, the weekend residence of many UK

business leaders and business owners

SPECIAL LEADERSHIP REPORT FOR BUSINESS OWNERS AND BUSINESS LEADERS

...this was the actual response I got from a business owner who failed to understand one of the greatest secrets

of business achievement

Why isn’t that valet parking my car and why don’t I have a house here in Monaco?”

“You could,” I said confi-dently.

It turns out Mike had his own business which he had been running for many years, but hadn’t quite made the leap to take him up to the next level. His company was doing ok, but was missing out on the quantum leaps and there was clearly something holding the growth of his company back.

“If it isn’t luck,” said Mike again, “and the people who live here know something I don’t, then what is it?”

“Ok, – here it is!” I said getting ready to share with him some of the strategies which are already being used and applied by thousands of business owners and business leaders around the world in the ‘executive quick-start’ Foundation Series Plus+ in Enterprise Leadership.

“Most of the people you see here are business owners. Not all of them of course,” I said as Formula 1 racing driver David Coulthard coincidentally strode past our table.

“…but most are. It’s what they know as business owners or business leaders that has given them the rewards which you can see they clearly enjoy. They know that the way to grow their business comes down to three main areas:

“Making their customers believe.

Making their teams be-lieve.

And making themselves and fellow leaders believe.”

These are the three core themes of Enterprise Leader-ship and it’s the principles of I BELIEVE (the leader), WE BE-LIEVE (the team) and THEY BELIEVE (the customer) which are taught in both Enterprise Leader Mentoring pro-grammes.

Ultimately, business is all about belief and when you align the belief of the leader-ship of your company, with the belief of your team, and the belief of your customers, you create an environment where profit and growth can be maxi-mised.

“Belief?” said Mike. “I’ve never heard such nonsense. I’ve been at the sharp end of business for over 20 years and I know that belief has little to do with success. It’s not belief but getting on the phone and pursuing customers, that’s what drives my business. It is tough and every day is a battle. If I believe anything, it is that it’s a war out there.”

Now you and I know that business should not be a war.

No customer wants to be part of a war zone. Your cus-tomers want to feel loved, they want to feel that your employ-ees care about them, and they want to do business in a friendly environment; defi-nitely not in a war zone or be part of a battle!

Like Mike, your ultimate challenge is to make your cus-tomers believe in you. Because when your customers believe in you three things happen.

Firstly, they buy from you. Have you ever bought any-thing you didn’t believe in? I suspect not.

Secondly, customers buy from you time and time again so you can maximise their life time value. The true worth of

your customers doesn’t come from just one-off transactions, it comes from developing last-ing, profitable relationships. It comes from creating a brand and making your customers be-lieve in you and want to keep coming back to buy from you.

In your business, the only way you’ll ever make your cus-tomers want to keep coming back to you is if you keep innovating, keep creating and making sure you are always relevant to them – and they always be-lieve in you.

Unless everybody in your company fully understands the true value of a customer to you, it is all too easy to let your standards slip, and loose your customer’s belief.

When your customers loose their belief in you, they loose their desire to buy from you – AND you loose out on a life-time of further revenue and profit from them.

This critical principle of maximising the life-time value of your customer is something that every one of your employ-ees, regardless of the position they hold should understand and apply in their work.

Maximising life-time value is spelt out in detail in the En-terprise leader Development Pro-gramme, a programme which has been created from the ground up for your employees. It is also explained in summary in the Foundation Series Plus+, a ‘quick start’ introduction into Enterprise Leadership which has been designed for you, a business owner or business leader.

The third thing, that hap-pens when your customers believe in you is that they do your marketing for you and tell their friends, family and business associates about you. But for that to happen you have to thrill them, you have to WOW them, you have to dazzle them. You have to be outstanding in everything you

do.

It’s no different from seeing a great movie and telling somebody else about it.

There’s al-ways some-thing about a great movie that has hooked you in, and is easy to rave about and ‘pass on’ to your friends.

In fact, I saw a great movie last week. It was called ‘Shall We Dansu’ and it was the Japa-nese original of a movie that was re-made in Hol-

lywood called ‘Shall We Dance’ starring Richard Gere.

But here’s the thing.

I’ve seen the Japanese origi-nal, which is a wonderful film and I’d recommend it to you and to anybody else, but I haven’t seen the Hollywood remake, because I hear it’s not so good.

You may be wondering why I’m telling you about a Japanese movie, as clearly Mike was when I told him the same story. But I’m telling you this for a very deliberate rea-son to demonstrate the power of word of mouth marketing.

I’ve just told you about something that I believe in (the Japanese version) and I’ve also told you about a movie that I haven't even seen, but I have little belief in because of the negative customer reviews I’d read and the poor write ups by film buffs.

You should know your cus-tomers are doing the very same thing. If for any reason they have a negative experi-ence with your company, or you do not provide excellence in everything you do, it’s all too easy for your customers to spread negative ‘recommendations’ about you, rather than ‘positive ones’. Once a prospect picks up on these negative recommenda-tions, their belief and desire to buy is very limited.

Now it’s all very well knowing that business is all about belief, and creating be-

Profit and growth are maxi-mised when the belief of your company’s leadership, team and customers are aligned.

Your customers want to feel loved, they want to feel that your employees care about them, and they want to do business in a friendly environ-ment; definitely not in a war zone or be part of a

battle!

Monaco: the playground of the world’s

most successful business leaders

lief in the eyes of your custom-ers. But it’s a different thing to physically create belief in the eyes of your customers.

Great business leaders know and understand that to make their customers believe in them, they have to turn around the way they look at themselves – and the way their customers look at them.

In most companies, possi-bly even yours, when you draw your organisation chart it is quite likely that you’d put yourself at the top.

Underneath that, you’d draw in your directors, and managers and underneath them, the rest of your team. By definition, underneath these people are your customers.

This is a traditional pyra-mid structure of a company.

It’s also quite likely in your company — as it is in just about every other company in the world — that the vision you and your fellow leaders hold is not understood or shared by the rest of your team, or by your customers.

I know from the business leaders I speak to, this disjoint is something they immediately recognise in their companies.

But what the great leaders I’ve met, interviewed and studied do is to invert the pyramid and recognise that business is all about serving their customer – and therefore they turn their business upside down and put their customers at the top of the pyramid.

The simple saying ‘if you haven’t got a customer, you haven’t got a business’ will always be true!

These same leaders know also that the only way they’ll be able to make their custom-ers believe and buy from them, is if their own team believes in the first instance, and the only way they’ll be able to make their team believe, is if they – the leader — believes in the first place.

This brings back the three core principles of Enterprise Leadership which is the align-ment of I BELIEVE (the leader), WE BELIEVE (the team) and THEY BELIEVE (the customer).

The truly great business leaders, multi-millionaire and billionaire entrepreneurs take the principles of I, WE and THEY BELIEVE a step further.

They know that to have the greatest chance of making their customers believe and want to buy, every individual em-ployee in their company must step up and see themselves as a leader.

They know that for their company to reach its highest level of revenue, profitability and overall growth, every per-son in their company must think, act and make decisions like them — a customer-focused business owner/leader.

The same is true in your company.

At your heart, you are a business leader who is pas-sionate, who is confident, who is persistent and is prepared to step outside your comfort zone to conquer your fears, doubts and limiting beliefs.

It’s because of your leader-ship ability that your team be-lieves in you – and it’s why your customers believe you when you talk to them.

It’s your mindset and atti-tude of leadership and per-sonal leadership that you need to infuse into each and every member of your team, because ultimately it’s your people who deal with your customers, and it’s your people therefore who are responsible for mak-ing your customers believe in your company.

We call people who think, act and make decisions like business owners ‘Enterprise Leaders’, because they are the natural extension of you, the business owner, business

leader or entrepreneur.

Enterprise Leaders embody your spirit. They share your passion, belief and confidence and they’re able to bring to your company greater levels of innovation and creativity. They’re able to tap into new areas of imagination and ideas. They’re able to make decisions with confidence by first asking ‘what would I do if I was the owner of this company?’ and ‘what would I expect to be done if I was a customer of this business’?

When you train, develop and mentor your people to think, act and make decisions like you – they go the extra mile for your customers, be-cause this is exactly what you would do as a business leader.

Never again will your cus-tomers feel frustrated when dealing with you, never again will they feel taken for granted, and never again will your company be accused by your customers of being com-placent or not caring, because now every member of your team has the urgency, commit-ment and conviction that you have as the business owner/leader in your company.

You can be sure that only positive recommendations are being spread about you in the market place, and not negative ones.

Your route into developing your people to think and act this way is through the Founda-tion Series Plus+ in Enterprise Leadership.

In this short, but compre-hensive introductory pro-gramme you’ll hear how 23 of the UK’s most profitable and most highly regarded self-made business leaders think, act and make decisions, and you’ll discover how to bring their thinking to your com-pany and turn your people into Enterprise Leaders.

You’ll discover how to de-velop your people so that they have the ability to dramatically grow and expand your com-pany, so you too can enjoy the rewards just like the entrepre-neurs and business owners who have their cars parked by the valets outside the Casino de Monte Carlo.

Mike’s wife was now get-ting itchy feet and was keen to go down to the shore and dip her toe in the cool Mediterra-

nean waters.

“I can see it, I can see it! said Mike as I finished sharing the same story with him. “The pyramid, my people, Enter-prise Leaders, our customers, the three levels of belief. I think we’ve been focusing too much on ourselves and trying to win the battle, rather than just focusing on doing what's right for the only thing that really matters, our customers.”

“It’s quite simple” I said, “When customers believe, they buy.”

“Well I believe in what you’ve told me and I’m going back to the hotel right now to log-on and order the Founda-tion Series Plus+ in Enterprise Leadership”.

“It’s the best place to start” I said. “It’ll be there waiting for you when you get home.”

As he shook my hand his wife mouthed, “Come on!” and began making her way to the steps down to the water-front.

I waved goodbye as they weaved through the tables, narrowly avoiding the clutter of designer handbags and mini- Chihuahua dogs that were on the floor at the side of almost every table.

I caught the eye of the waiter as he was passing. “Un pression et un juice de or-ange,” I asked, just about ex-hausting my full French vo-cabulary.

Settling back to enjoy the crisp autumn sunshine, Jane gave me a sharp prod and re-minded me not to start any more conversations with peo-ple who think successful entre-preneurs are just ‘plain old lucky’.

Just stop me, I thought!

A traditional company struc-ture, with the leadership at the top, and often unaligned with the rest of the company.

The inverted pyramid puts your customer first and leads to greater levels of belief,

revenue and profits.

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