Donald Miller
speaker
269 appearances
1 recordings
1 series
first heard Jan 2025
last heard Jan 2025
Donald Miller’s voice in public audio — every appearance, attributed to the second.
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Appearances
So what we're going to do is we're going to say our critical action is we ask every single person eating, have you tried our world famous brownie? We're going to ask every, and so as soon as you make that a critical action, guess what's going to happen to your brownie sales? They're going to go way up.
So if you have three core values, three critical actions, and three key characteristics, your entire culture changes. If you go to Chick-fil-A, a fast food place in the American South, and they're spreading all over, and you say thank you, they say my pleasure. That's a critical action.
When somebody says thank you, a critical action is you say my pleasure, and you've positioned yourself as the servant of the person that you're actually talking to. in a humble way. Those are the sorts of things that create a culture.
And you need at least three critical actions that, one, stimulate your bottom line and help you achieve your economic objectives, and two, actually support and empower your culture to be defined.
That's why you're doing so well.
Normally, if your business gets past four or five million, you need to have three people, three personalities, and they're very different helping you run the team. So once your business gets past, again, three or four million, these three personalities are necessary in order for the business to actually grow.
Thank you. Thank you. Thank you. Thank you. Thank you. Thank you.
And this is what, if there's three people on your leadership team, I hope you have one of each. And one is the artist. And by artist, I'm not talking about like a poet or a painter. I'm talking about somebody who obsesses about products. They love the products. They love making them. They love supporting them. They love marketing them. They love talking to customers about them.
They love improving them. The artist. My guess is, Hala, that you are an artist. I am also an artist. Now, the other personality that you need is actually the operators. The operator is not going to help you make any products. They're just not. What they're going to help you do is manage the team.
They're going to help you manage the priorities and manage the people and make sure everybody's working really hard because the artist normally doesn't like to do that. They want to obsess about the product. And then the third personality is the entrepreneur.
And the entrepreneur looks at what the artist did and looks at what the team is capable of doing and says, how can this machine make more money? Period. If we segment an audience and send them this sales funnel, then we can make more money with this. If we actually run a live webinar, we'll collect more leads and we'll do this. The entrepreneur is thinking of that way.
If you have an artist, an operator, and an entrepreneur on your leadership team, You are going to win. And here's what's actually very interesting. It doesn't matter if the artist, the entrepreneur, or the operator is actually the CEO. It doesn't matter. Any of those, if you look at somebody like Tim Cook, he's an operator. Somebody like Steve Jobs would be an artist.
The company has done extremely well under both of those. But I guarantee you surrounding Tim Cook are really good operators and, or, well, he's a good operator. Surrounding Tim Cook are really good entrepreneurs and really good artists. So you need those three personalities in the cockpit of your airplane, using the metaphor of an airplane to run your small business.
You need those three personalities in order to really scale the company and reach its full potential.
Well, I didn't like selling and I've learned to like it because I basically stopped selling and I started inviting customers into a story and I realized I didn't have to sell anything. All I had to do is make my offer extremely clear and I sold a lot more of whatever it was that I was selling. You know, the problem with sales training and sales education is you don't get adoption.
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Big companies pay millions and millions of dollars to bring in sales trainers and up to 70% of their sales force will ignore it. They're only getting 30% adoption, if that. And so I don't love the idea of sales training. What I love, though, is to teach all sorts of sales account executives, all sorts of small business owners.
I love teaching them a formula to do one specific thing, and that is this. Write a follow-up email to a customer that will close the deal. So let's say you spend a day with a customer. Maybe you were at a workshop and there were 5,000 people in the audience and a bunch of them gave you your email address.
Whatever it is, what you want to do is you actually want to go back to your hotel room or go back home, open up your computer, and you want to email whoever you just had a conversation with a email. And this is what the email needs to do in order to close the sale. First, start with the problem. Earlier today, we talked about how we all struggle with X, and I know that can be very painful.
Start with the problem. Step two, position your product as the solution to the problem. Nobody has to deal with this anymore because we have created X. And if you buy X, your problem will be solved. That's step two. Step one, define the problem. Step two, position your product as the solution to the problem. Step three, give them a three-step plan to buy it.
Showing 161–180 of 269 · page 9 of 14
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