Best You Become a Millionaire (WT651)

Best You Become a Millionaire (WT651)


WT 651 Best become a Millionaire

Jim Rohn was one of the pioneers in personal development.

He touched on mindset long before neuroscientists were able to support what he was teaching.

You know how at times, someone says something, which is almost like a throw away line and it resonates with you? It resonates so deeply that you remember it for years to come. It changes you. It changes the way you think.

Well, this saying from Jim Rohn resonated with me all those years ago.

He was telling the story about how many people win the lottery etc. and within a few years they are back to where they were financially. Many end up broke.

Jim’s line was, “If someone hands you a million dollars, best you become a millionaire”.

He wasn’t referring to the fact that you now had a million dollars and could call yourself a millionaire. He was reinforcing that you need to become a millionaire. You need to start thinking, feeling and acting like a millionaire.

Why am I telling you this?

This week I was doing some strategic work with clients. They were looking at their marketing budget. I remember Kip McGrath teaching the franchisees that your marketing budget should be in line with the revenue you want to generate, not the revenue you currently have.

For example, if your marketing budget is 10% of sales and your current revenue is $100,000, then your marketing budget is $10,000.    Ten thousand dollars won’t get you a million dollars in revenue. If you want a million dollars in revenue, you should be investing $100,000 in marketing.

“But how can you do that Shirley, when your revenue is $100,000? You can’t spend it all on marketing.”

“No, but you can get an investor to give you the $100,000 so you can generate revenue of a $1Million.”

Best you become a millionaire.

How would a millionaire think, feel and act?

It reverses the old thinking of when I HAVE something, I’ll be able to DO and FEEL something else.

No! You have to BE in order to HAVE and DO

Best you become a millionaire.

Whatever it is you want, now is the time to start thinking, acting and feeling like the person you wish to become.

Ask yourself, “How would a person who has (fill in the blank for what you want) think, feel and act?”

Model that.

Remember, if someone hands you a million dollars, best you become a millionaire.

P.SEARLY BIRD DISCOUNT for our February 2023 Leading Yourself and Leading Others Experience ends on 31st December, 2022.  Save yourself up to $1500. If you’re thinking about enrolling, do it before the 31st December. Click the link for more information

So You Want A Pay Rise (WT646)

So You Want A Pay Rise (WT646)


WT 646 So you want a pay rise

When I was working for the franchise company I received many requests from employees for a pay rise.

Many of these requests came from the younger team members who were in their early 20’s.

They hadn’t done anything out of the ordinary to deserve a pay rise. In fact, quite the opposite. They barely met their key performance indicators (KPI’s).

I was challenged. I didn’t know how to respond, that is, until I read a book by Clement Stone, I think it was “Success Through A Positive Mental Attitude”.

Anyhoo, the message I remember is this, “You get a pay rise as a reward for more work not for the promise of more work”.

You see, most people get it backwards. They ask for a pay rise, promising to do more. It doesn’t work that way.

You do more, which gets you noticed and trusted and then you get the pay rise as a thank you and a recognition for going above and beyond.

I was astounded when I read this. Nobody had ever told me this.

I was in my late 30’s at the time. It made complete sense to me and it also helped me understand the difference between having been employed by various government departments, where promotion was by seniority, not merit and private enterprise, where promotion was based on initiative and value to the company.

The message this week is clear, (well at least I hope so). If you want to earn more, do more. Step up. Take on more responsibility, without having to be asked to do so. Find ways to be of even more value to the company.

Those that get paid the big bucks are those that contribute the most value.

What value are you bringing?

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P.S.S. One way you can help yourself step up is to enrol in our next Leading Yourself and Leading Others Experience starting in February 2023. 

You Can’t Supervise What You Don’t See (WT644)

You Can’t Supervise What You Don’t See (WT644)


WT644 You Can't Supervise What You Don't See

Many years ago, when I was working with Kip McGrath and new to management, I proudly announced that I was going to engage a cleaner. Kip thought that was a great decision. What he didn’t think was so great, was my expectation that I was going to be able to supervise the cleaner to do things the way I wanted them done.

“Shirley, you can’t supervise what you don’t see”, he said.

“What do you mean?” I asked.

“If you’re going to supervise someone, you have to be able to see what they’re doing. You have to be able to monitor their work.”

It was many years later before I fully understood this.

It doesn’t mean that you micromanage someone. It doesn’t mean that you watch them like a hawk.

What it means is that you have to be able to observe, in some way, the actions they are taking towards the outcomes you want.

It means that you have to have an understanding, of what the person is meant to be doing. You can’t outsource supervision, but you can outsource the work.


Here’s an example:
Say you have a team of workers who are working remotely. They may be onshore or offshore. How do you monitor/supervise their work if you can’t “see” what they are doing?

Here’s the fine distinction between my example with the cleaner and your remote workers. With my cleaner, I was only able to see the outcome. Was the house clean? Unless I was in the house or had cameras installed, I wasn’t able to observe how the cleaner did the work.

If I wasn’t able to see how the cleaner did the work, I couldn’t help them improve or become more efficient, assuming I knew the best way to clean.

It’s the same for you and your team. You need to be able to observe how they work in order to help support them. Think about the salespeople in your business. I expect they have targets to reach, either number of sales or dollar value.

If you don’t know what they are doing to reach those targets, you can’t help them grow and develop or become even more efficient.

It’s the same with your workers who may now be working from home or overseas. You need to be able to see what they are doing. You can do this via systems and processes. You can do this via regular catch ups with them. Ask them how they do things. Ask them to show you. Ask them to explain their thought processes.

In my years as a consultant, I’m still amazed at how people perform tasks. I’m still intrigued that many don’t look for a better way to do things. I’m still challenged when there is a better way to do something and we meet resistance from those who don’t like and actively resist change.

You can’t supervise what you don’t see.

Your task this week is to start looking. If you want to improve things, best you know how things work first.

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I Like The Way You Think (WT643)

I Like The Way You Think (WT643)


WT 643 I like the way you think

Finally, after months of renovating, it was moving day.

I’m always a little anxious when it comes to moving.

In the past, and we’ve had many moves, we were often still packing as the removalists arrived.

This time wasn’t any different.

Scrambling to get office stuff put into boxes so the removalists could take the filing cabinets and credenza, we eventually got there and they were able to complete packing the truck.

Always an avid observer of people, I was impressed with how the head guy operated.

Upon arrival he did a walk through with Ross to assess the job. What was going? Where were the exit options? How was it going to fit on the truck?

He created a plan for which items had to be moved first and then executed the plan, all the while giving instructions to his very strong team mate.

When they arrived at the new house he took his time to assess the best place to park the truck.

The house has a very steep driveway and 14 stairs to the upper level.

He had knocked on the neighbour’s door to see if they would mind if he parked over their driveway. The neighbours didn’t answer. I suggested it would be okay, despite having ignored their moving tips of letting the neighbours know to expect the removalists.

He decided to turn the truck around, facing the opposite direction to the traffic to enable him to position a sideways ramp from the truck to halfway up the driveway. This eliminated the steepest part.

Impressive. I mentioned to Ross how much I liked the way he thought about things.

Another walk through of the destination house, another plan, and off they went, efficiently and effectively dispatching the furniture and they were careful too.

Often with removalists, there doesn’t seem to be a great care factor for the walls etc. in their haste to get things done, nor does there seem to be a plan other than, put it in the truck, take it out of the truck.

This guy was refreshingly different.

He was a thinker and thankfully for us, was able to work out a plan to get the lounge over the front railing onto the verandah on the second story. He was tall, but not that tall to lift a 3 seater lounge over his head from the driveway. He asked Ross to drive Harry HiLux up to driveway and he would stand on the back of Harry and lift the lounge. OMG!

Next challenge was the sliding door didn’t want to come out to allow extra room. Once the lounge was on the verandah, it had to go in that way, so it was up to very strong team mate to get the door out. Lounge delivered, no damage to the lounge, door or walls. Thank you so much.

So what’s the point of this week’s thought?

Are you a thinker or a bull at a gate?

Do you take time to work out what you have to do before jumping into doing it?

How about your team?

Are they helping or hindering your company’s reputation?

If I was working with you and your team would I be reflecting that I like the way you think?

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I’m Not Trying To Get Another Job Out Of You (WT640)

I’m Not Trying To Get Another Job Out Of You (WT640)



WT 640 I'm not trying to get another job out of you

Here’s a perfect example of two different perceptions:

We were running out of time to get the painting done in the house before the carpet was to be laid and we move in.

We asked around and got a recommendation for a painter.

We engaged the painter to paint all the internal walls and ceilings for us.

As we drove up to the house one morning, I realised we also needed to get the “very high and very steep” sides of the external walls painted as well.

As it happened, the painter was just setting up outside when we arrived, so we asked him about the external walls.

“Yes, no problem”, he could do that. We would just need to organise some sort of scaffolding.

As we walked back to the front of the house, he pointed out the garage doors and said, “I’m not trying to get another job out of you but I could paint those garage doors for you, if you were thinking of replacing them.”

Indeed, replacing the garage doors was on my big list of things to fix or replace.

He repeated himself, “I’m not trying to get another job out of you. I don’t know how much it would cost to replace the doors, but it would be a few hours work and the cost of the paint. This would most likely be a lot cheaper than buying new doors. I estimate it would be about $x.”

The $x was about half of what I expected it might cost to replace the doors.

I found it curious that he kept justifying himself with “I’m not trying to get another job out of you”, when I was very appreciative of him letting me know that he could do the job and the bonus was that we wouldn’t have to replace the doors and it would cost substantially less.

It’s fascinating to me to see how we clearly communicate our limiting beliefs to others.

The painter seemed to be embarrassed about letting me know that he could do the extra work. It was as if he was apologising for offering the work that would cost me more money and yet from my point of view, I was extremely grateful to him for telling me what he could do.

Think about yourself for a moment. If someone was listening to you, would they have a different perception of what you are saying?

Are you aware enough to pick up when you verbalise a limiting belief?

That’s your mission this week. Listen to what people are saying to you. Listen to yourself. See if you notice any limiting beliefs.

You might just find that your customers appreciate you letting them know what you can do for them.

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Blah Blah Blah Blah Blah (WT635)

Blah Blah Blah Blah Blah (WT635)


WT 635 Blah blah blah

About 16 or 17 years ago I read Jack Canfield’s book, “The Success Principles: How To Get From Where You Are Now To Where You Want To Be”.

Every morning I would read a chapter before going to work. In the book, Jack gave many examples of activities the participants experienced in his week long course, “Breakthrough to Success”.

As I read about the activities, I wanted to experience them for myself, which we did in 2007 when we headed to Scottsdale, Arizona to join 400 other attendees.

At first I thought Jack was a bit silly sharing his activities in the book, until one of my mentors enlightened me with the analogy of music. 

“Shirl, when you buy a record (it was a while ago), do you think to yourself that there’s no point going to the concert because you’ve heard all the songs?”

“Of course not! I want to go even more to see the band or singer live.”


So, <name>, I’m happy to share an exercise we did in the Leading Yourself and Leading Others Experience today.

 It’s called “Blah blah blah” and Ross and I first came across this at Jack Canfield’s course when he introduced us to Hale Dwoskin who introduced us to The Sedona Method.

The exercise I created also features the work of Loretta Malandro, from her book, “Fearless Leadership”.

Participants have to share a story about a time when they felt they were the victim in a situation. They tell their partner their story, embellishing and fully embracing being the victim. At the end, the partner is asked how they felt listening to the story. Did they recoil or did they find themselves becoming co-conspirators, feeling sorry for the victim?

The next part of the exercise is to retell the story, only this time, to simply recite facts without judgement or blame or emotion. They are also to own their part in the situation.

At the end of the 2nd telling of the story, partners provide feedback on which version they preferred. In all cases, it ends up being the second version.

So we follow up with a third version and this time, participants must again tell their victim story with all the passion they had in the first version, except that they can only use the word “Blah”.

Go ahead, tell someone your victim story with all the passion and energy you have using the word “Blah”.  If you’re like our participants, it won’t be long before you’re rolling about laughing.

It’s really difficult to be emotional and upset while you’re laughing so hard.

The irony is that this version is what most people hear anyway. Most people aren’t that interested in hearing the victim story. “Blah blah blah blah blah.”

Next time you find yourself feeling like a victim, remember this activity and if you do share with someone, be sure to follow version 2. Stick to the facts and own your part in it. You’ll get a much better response from your listener.

P.S. HOT OFF THE PRESS. From 30th September 2022 for 9 weeks, I’ll be leading an online masterclass series to guide participants through the steps I use to help businesses systemise and streamline their processes.  Each week we’ll cover a chapter in my book The Loyal Lieutenant: How the Second-in-Command Brings the CEO’s Vision to Life to help you implement my proprietary system and get your processes and procedures DONE. Go to for more information.

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