How to Increase Your Sales When You'd SWEAR NO ONE Is Buying

I keep hearing business owners tell me that no one is buying right now.

For many business owners their business is down by 30% to 50%, and for some they just aren't finding anyone to buy.

So, how can you increase sales when no one is buying? You couldn't. The problem isn't that no one is buying, it's that many business owners have seen their business drop by 30% to 50% and then, in fear, they stopped marketing, or turned it way down . . . "to save money." Those are all the wrong things to do.

Let's look at "the marketing formula". To be in control of our marketing I have developed a formula that shows you the three parts of marketing that we will be measuring and controlling.

Marketing is composed of,

• The number of people that get to see you in your marketing (and also that need you). Doesn't do any good to get your marketing in front of someone who doesn't need you. We should be in control of how many people get to see us.
• Percentage of those that see you that act -- this is the conversion rate of your marketing materials. The conversion rate is controlled by what you say, how you say it, and who you say it to. We are in control of that.
• Number of people who act the way we wanted them to act, it could be they call us, sign up for something, buy something, etc.

# people who see us X conversion rate of marketing = # of people who act

So, let's say that we want 10 people to call us this week. And that we know when we've sent our marketing out before that 5% responded. Now we know how many people we should get our marketing in front of, 200 people. We are in control.

200 people X 5% = 10 people call

But here's what happens in a recession. Fewer people are responding. It could have dropped to 2.5% response rate. As long as we keep marketing the same way we always have we'll lose half of our clients.

200 people X 2.5% = 5 people call

The mistake that most businesses make is, first, that they keep marketing the way they always did, so they see their market drop in half. They panic, and do you know what they do? Most people see their profits drop, and sometimes below break even. So, they think, costs have to be cut. They will then cut everything in site . . . including their marketing.

What should they have done?

If you are getting a marketing response rate of 2.5% and still need 10 people the logical thing is . . . double the number of people who get to see their marketing!!!

400 people X 2.5% = 10 people call

And now you have as many clients as you always had. In fact, if you want more just turn it up more. One problem is that people look at marketing as "an expense" instead of a return on investment. You SHOULD know what your ROI is for your marketing.

Do you know that if you spend $1 on marketing how many dollars you generate? Is it 5 times, 10 times, 100 times? Anything that multiplies your dollars should result in your sending out your marketing. Any multiplier less than that MUST BE FIXED. There is NO OTHER OPTION. Don't stop marketing, fix it, or do it.

Let's look at another side of the fact that people believe no one is buying.

Back at Christmas I was talking with a construction company owner. He said, No one is buying. In fact, he said that times had been bad for a long time, and Christmas is his worst time of the year. It's the worst time of an already bad time.

Yet, I showed him that there were 13,000 people looking for a construction company right here in Kansas City. He was shocked. The problem was that as he continued marketing the way he had always marketed, he wasn't getting in front of THAT 13,000. He didn't know that they were there, or where they were.

Let me show you how many people are looking for what you do and how you can find them. Would that help you?

Google provides a tool called "Google Keyword Tool." It's at

https://adwords.google.com/select/KeywordToolExternal

Go to that tool and type in the keywords you THINK someone would use to find you. Google will then tell you exactly how many people are searching that way, and will show you other ways people are also searching.

A good rule of thumb is that you should be able to capture about 5% of those that are searching. You'll at least be able to get them to your website, and then your website also has a conversion rate. One problem is that most websites are delivering less than 0.1% conversion.

If you'd like to know how to get more, go to my website at http://www.leaders-perspective.com to get a copy of The Marketing Funnel.

Branding -- What you want to be known for, and it isn't your logo

Branding is about being known for something. And it isn't your logo.

In fact, let's look at several ways we can establish our brand.

I can remember going to a graphics designer to have him do a new logo for me. It brought me absolutely nothing.

Let me change that thought from "the way most people do it" to what you should be doing.

What would happen if you saw the "Golden Arches" on a billboard as you drove by. Your mouth might water. You might remember that it's almost lunch time, and at the very next intersection you pull off looking for McDonalds. But, let's go back a few years, before we knew that the Golden Arches had anything to do with a hamburger, or fast food. How would you respond to a picture of the Golden Arches on a billboard then? There would be no response would there?

Big companies throw lots of money at branding. You see it enough times you remember it, and you see it enough times in relationship to a hamburger you'll remember that the Golden Arches means "hamburger."

You don't have $5B to throw at it like McDonald's does every year. McDonald's set up a logo that had nothing to do with a hamburger, but, with enough money thrown at it I doubt if there's anyone in the whole world that doesn't know what the Golden Arches means.

But for you, we've got to establish quickly and far less expensively what you want to be known for, and help people remember it.

So, let's take a look at how some approach branding:

• You want to be known for something . . . that's branding. Frequently that's a logo. And, hopefully it's not just a picture, but an image that links a result you provide, and a value to the image. That's something that when they do see something of yours that it reminds them. however, that's passive branding.
• You want to be known for something GREAT . . . that keeps you on their mind even after you and your information is out of their eye sight.
• But the ultimate branding is , when you are known for some really fantastic ultimate outcome that is so exciting that those you've touched are running around blabbering about this really great thing that you did for them. This is active branding. Those you touched are running around everywhere spreading the word. You are "the talk of the town."

Alan Boyer
Helping people reach further than they EVER thought possible . . . . FASTER

Business Coaching Kansas City and worldwide.

• Have you ever seen meetings turn into battles, and sometimes people even stop contributing because they fear another battle?
• Does it seem like every time someone steps up with a positive idea everyone shoots it down.
• Do your meetings end without providing positive move-forward activities?

Then here's your answer, read on!

Have you ever heard someone offer a positive idea in a meeting and nearly everyone around the table shoots it down immediately? There seems to be more reasons why it can’t or shouldn’t happen than in ways to make it happen. Many times these meetings become downer meetings, spiraling downward toward failure, and everyone leaves in frustration.

Does it seem that your meetings never accomplish anything?

Stop fighting the negative and use the negatives to drive toward the positive.

Dr. Bluma Zeigarnic, a Russian psychopathologist, said that we come into a greatest height of consciousness and alertness through negative events. Negative events actually turn us on more, get our adrenal glands going, our bodies get ready for the fight or flight mode. Our minds are turned on more during battle. We’ve become very alert and excited. It’s actually called the Zeigarnic effect.

So, let’s use this excitement to build toward the positive.

When you see this happening during your next meeting, don’t fear it, use it to your best advantage.

Get out your flip chart or white board. At the top write the original idea down and tell everyone we want to look at all aspects of this.

Then ask what are the reasons we should do this, looking for a measurable benefit (this is the reason we SHOULD move forward).

Then ask everyone to list the consequences of not moving forward (this is what will happen if you stand still.) The typical first response for a consequence is someone pointing out that you won’t have the benefits. Don’t fight it, list the loss of benefits as a consequence, but point out that we want to determine if there is really a cost to standing still besides loss of benefits.

Frequently there is an additional cost). The benefits and consequences, especially when you’ve put a measurable dollar figure on them, will help keep you on task toward resolving the problem.

Then ask everyone in the room to list all of the obstacles to making this idea happen. This is where we’ll put the Zeigarnic effect to our use. Start your list down the left side of the board. Get everyone involved. They can get quite excited. Make sure that everyone is heard as to what they think the biggest obstacles will be.

Then announce that we want to see what we’ve got to do to resolve the obstacles. Let’s change the ideas from everyone's perception that there are walls that we can't get beyond into the perception that we’ve got a tree down across our path (our obstacle) and we want to see what happens when we move the tree.

After everyone has been heard, and all possible obstacles have been listed start a list of 4-5 solutions for each of the obstacles. These are ways to remove the obstacle. Don’t quit with the first one, that’s too easy. Force more ways to do it, that will open up their minds. The deeper you look the more likely you will find the underlying issues.

What I’ve seen in large groups is that once we’ve removed the obstacle the room comes alive with new ideas. Up until this point, as soon as someone looked at an idea they had said, “tried that, didn’t work last time, not going to go there again.” Most of the time we think it is more expedient to avoid repeating bad mistakes, so we don’t even consider those options. Our minds shut down rather than looking for creative ways to move forward. I want to change that to one of realizing that we had an obstacle that can be removed, and once past that obstacle there is an infinite number of new ways, and new thoughts that will open up.

Change all “cant’s into how’s.” How will we move forward rather than can’t move forward.

I’ve seen the room become wildly excited once past the obstacles. New thoughts start coming from the room. You can almost see the light bulbs turning on above the heads in the room.
So, build a list of the solutions to remove the obstacle, then a list of all of the things that you can do once the obstacle has been removed.

Do that for each of the obstacles.

Now, make your final decision whether to move forward or not. Weigh the

• Benefits of moving forward
• Consequences of not moving forward
• Obstacles and the ease of removing the obstacles as the tools for the final decision.
  

If you decide to move forward, immediately move to creating a list of actions for each of the solutions, assigning a responsible person to make it happen, whether it will be delegated and to who, and a delivery date.

• You’ve just turned a negative room into actions to move forward.
• You’ve turned a “can’t” into “how.” As a matter of fact, I’m always telling my clients that whenever you hear “can’t” stop what you are doing, and ask “how could I do it.” That opens up new thinking that was never there before.
• Everyone in the room has felt like they've been listened to, and have actively moved forward rather than stagnated.
• Frustrating meetings have turned into positive action plans.
  

Alan Boyer, President/CEO of The Leader’s Perspective, LLC http://www.leaders-perspective.com is considered one of the world’s leading breakthrough specialists. He has worked with some of the worlds largest companies, on projects in the multi-billion dollar area, and with single proprietor companies. He has worked on many hundreds of projects with companies that have resulted in multi-$100 million savings or gains. With over 35 years of business, quality, and process experience, he has catapulted businesses lightyears ahead in weeks. Some have doubled and some have jumped 10 times. He claims the key to that is:

• Helping the business owners/employees develop the business skills
• Helping them overcome the limitations and attitudes that they built between their ears (the self imposed limitations, I can’t, this won’t work for me, I’m different)

By helping them find the breakthroughs in their business and thinking

The Leader's Perspective

Helping companies worldwide reach further than they EVER thought possible…FASTER mailto:AlanBoyer@leaders-perspective.com

Developing a POWERFUL 30-Second Elevator Speech That Could Double Your Business

First let me tell you what NOT to do. Don’t talk about you, don’t talk about your products. In as short a statement as possible tell them the measurable results you deliver, and who you deliver them to. Then shut up.

Don’t try to tell them EVERYTHING in one breath. Tell them something that is so powerfully grabbing that they just have to ask you for more, and even then when you respond keep it short, keep them asking for more.

So, how do you do that?

Here is an exercise I do with all of my clients that usually changes not only how they present themselves, but often it goes so deep that it changes their vision of who and what they are as an entire business.

Take out a sheet of paper and create 4 columns. Consider this activity as brainstorming, a work in progress, that will continually change not only as you work your way through it this time, but should get you thinking so that you will continually come back to the worksheet to make the answers better and better over the next few weeks. So, for your first pass, don’t worry about getting “the perfect” answer, just get something down on paper to start the thinking process. You’ll come back later and make it better and better.

The first column, far left. Products, services and/or features.
List your products, services and/or features down this column. For most people this has been what you have been telling the world that you do or sell. It’s going to change, believe me. List each and every one.

The 2nd column to the right. Benefits, why buy the product?

For every item in the column to the left, directly across from each one write what the benefit of buying that product is. Think more in terms of bottom-line results. After you have written down why someone should buy the product ask yourself why someone would even want whatever it was you wrote down there. Keep asking your self why, why, why until you’ve gotten down to the real bottom-line of why someone should buy your product.

The 3rd column. Why buy the product from me?
For most of my clients there is someone just like them on every street corner. Just imagine that you are standing on a street corner with hundreds of other people. They all are wearing the same clothes, same height, same skin color, same hair color. You’ll be lost in that crowd. Your job now is to find what makes you so different that you will be “the first” person seen when a stranger walks up to that crowd. And, eventually we’ll want people to come to THAT street corner looking for just you.

At this point, take your best shot as to why someone should want to buy from you. Again, this had better be about results that someone will get from YOU. Just get something down. Then ask yourself why would someone want this and keep asking why this over and over until you’ve gotten the right answer. After we’ve answered the question in the fourth column, you’ll probably come back and change this or make it even better.

Caution: Don’t make your advantage about price, that is a losing proposition under almost any condition, you’ve got to find something better than that. In fact that is likely to make you like most of the others on that street corner.

The 4th column. Measurable results.
This is where the rubber meets the road and where you will find the most powerful statement for your marketing, and for your 30-second elevators speech. Looking back at the benefits of the product, and the advantages of working with you, turn both of them into measurable results (not activities….RESULTS).

This is when I hear the grumbling from a client. “You mean I have to tell someone exactly what result they will get from buying my product? You’re asking for an awful lot. I just can’t guarantee the results people will get from buying the product.”

Yes, this requires a commitment. A commitment to do exactly what you said you’d do. A commitment that many are not willing to commit to.

If you can’t come up with an answer, you’re in the wrong business. If you can, you will be the first person that anyone sees in that crowd on the street corner.

Consider the measurements and how you will present them. Write down some measurable results: average, maximum, minimum. You can state a fact that a customer typically gets ___, or, you guarantee a minimum result of ______, etc. The first part of this is stating very clearly what you have done, what you will do, or what you’ll guarantee.

Making your results measurable gives a very visual perceived value for what you do. People buy you or your product based on the value they perceive you will deliver, so help them find that value and make it so visual that they don’t have to guess. No one else on that street corner is doing that. They have been selling a product, a service, of if they have sold a benefit it has been vague. You will stand out, your sales will catapult.

It wouldn't hurt to go back to "Why buy the product?" and "Why buy it from me?" and revise it. Usually once I've forced a client to come up with those measurements, the benefits of the product, and even the benefits of working with them start changing. So, review, change, and go through it again. Get out there and use it. Over the next few weeks keep looking for the ideal measurement, and come back to revise over and over. It'll keep getting better.

When I give my 30-second introduction at a chamber event, or other meeting, I will have people run up to me after the meeting. “How do you do that?” “You can’t really do that…can you?” I even have people weeks later who see me around town run up to me to ask me about what I said.

My elevator speech is:

• About 80% of my small business clients double in 3-4 weeks. Would you like to double yours? I work with struggling businesses to help them stop struggling in weeks, and multiply their business. I take them by the hand to guide them through that maze of obstacles that have been holding them back, to help them find the breakthroughs that catapult them to unseen levels.

What are your obstacles?

Don’t hesitate to play with what you say at networking events. Try it one way and watch the results. If you are a BNI member, or a chamber member, those are ideal places to try this out. Measure the results of your elevator speech by

• 
  The noise level of the room after you say it
• How many people approach you after the meeting
• How many approach you whenever they see you in the future. Change the words just a little at different meetings. Keep track of the ones that work the best, and watch your business grow over the next few weeks.

It will change your business in more ways than just this. You’ll probably change your vision about who you are or who you can become.

Alan Boyer, President/CEO of The Leader’s Perspective, LLC is considered one of the world’s leading breakthrough specialists. He has worked with some of the worlds largest companies, on projects in the multi-billion dollar area, and with single proprietor companies. He has worked on many hundreds of projects with companies that have resulted in multi-$100 million savings or gains. With over 35 years of business, quality, and process experience, he has catapulted businesses lightyears ahead in weeks. Some have doubled and some have jumped 10 times. He claims the key to that is:

• Helping the business owners/employees develop the business skills
• Helping them overcome the limitations and attitudes that they built between their ears (the self imposed limitations, I can’t, this won’t work for me, I’m different)
• By helping them find the breakthroughs in their business and thinking He helps companies worldwide reach further than they EVER thought possible….FASTER

http://www.leaders-perspective.com
mailto:AlanBoyer@leaders-perspective.com

Article Source: http://EzineArticles.com/

Do you know how much a customer is worth to you? If you don’t you should. It results in one of the biggest breakthroughs my clients have.

By Alan Boyer

Do you know how much a customer is worth to you? If you don’t you should. It results in one of the biggest breakthroughs my clients have.

Once you know what an average customer is worth, one of the first things you’ll notice is that there is likely more than one type of customer coming to you.

We reviewed the average value of a customer for one of my clients, discovered that there were at least 3 different types of customers, each buying a significantly different average amount, some were buying only one time, and others were becoming repeat customers. Now we could clearly define who these people were, how to find them, and decided that some were not worth our time, others were our ideal target.

One of my customers, a construction franchise, had only done $60K of business his first year. It went to $500K the next just by finding the right customer based on customer worth.

When we started looking at what his customers were worth to him, the first figure was $1,500, an average of all customers. Then we saw that there were groups of different customers, some buying less than $1,000, some buying $1,000-$3,000 and some buying well over $3,000.

The ones buying under $1,000 were the hardest to deal with and had the lowest profit margin. The ones over $3,000 were coming back over and over, had the best profit margin, and referring lots of other customers. Their total lifetime worth was approaching $10,000.

This company had defined their customers according to the national franchisor’s suggestion, targeting a homeowner with total family income averaging $50,000. But the customers buying the most from them lived in a neighborhood where the average income was over $75,000. So, I suggested that they send their next mail only to those targets.

Another thing we saw was that the people buying less than $1,000 were the $50,000 average income neighborhoods. The $3,000 customers were from $75,000 neighborhoods, and the higher the income the more they bought, the more they came back, and they made more referrals.

They stopped mailing low income zip codes; these also had a very low response to their previous mail. They started targeting only higher income zip codes, and only to the $75,000 and up families.

The result: the immediate response was a 9 times increase in revenue on the very next mailing. The mail response rate went up 4.5 times, so they had 4.5 times more leads for the same dollars spent only a week before. And, those customers were buying more than twice as much. The total was 9 times more sales in just a week for a small change.

I’ve seen this happen over and over as a company starts to define how much a customer is worth to them.

So, define your average customer worth. Then track the actual results and see if there isn’t something you might learn from being able to segment your customers by their worth to you, total dollars on one purchase, total lifetime dollars, number of purchases, etc.

Alan Boyer, President/CEO of The Leader’s Perspective, LLC, is considered one of the world’s leading breakthrough specialists. He has worked with some of the worlds largest companies, on projects in the multi-billion dollar area, and with single proprietor companies. He has worked on many hundreds of projects with companies that have resulted in multi-$100 million savings or gains.

With over 35 years of business, quality, and process experience, he has catapulted businesses lightyears ahead in weeks. Some have doubled and some have jumped 10 times. He claims the key to that is:

Helping the business owners/employees develop the business skills
Helping them overcome the limitations and attitudes that they built between their ears (the self imposed limitations, I can’t, this won’t work for me, I’m different)
By helping them find the breakthroughs in their business and thinking

http://www.leaders-perspective.com

Helping companies worldwide reach further than they EVER thought possible. . . .FASTER

AlanBoyer@leaders-perspective.com

Do you know that 80% of all small businesses fail before 2 years, and over 90% by year 5?

Do you know that 80% of all small businesses fail before 2 years, and over 90% by year 5?

So, think about this: Why does every new business start off by trying to look like and do the same things every other businesses does?

As a matter of fact success will come by trying to look like the other 20%.

If there is someone just like you on every street corner in the U.S., and, for most, that is the case, how do you get noticed? What would make someone buy from you instead of going to another street corner? Is there some way to be SO DIFFERENT that people want to do business ONLY with you, and will fight their way over the other street corners to get to you?

Yes, there is. I spend more time with my clients working on that aspect than many other areas, and when they find it we typically find that the number of clients walking through the door, and literally chasing my clients will go up 5-10 times almost instantly.

Here's something I get every client to do.

My product
Create a list of your products, and your features down the left side of your paper.

Why buy the product
Then create a column immediately to the right, and answer this question for each product, and each feature. Why should anyone buy this product? What are the benefits of buying the product?

Why buy it from me
Then in the next column over to the right, answer why buy it from me? What do I have to offer that would make someone come to me instead of every other street corner. What is it about me that I can make different, more service, price (not the preferable choice), better quality, MUCH better outcomes/results, etc. For now, just take a stab at it. Get SOMETHING ON PAPER NOW. Be prepared to work on the idea in your head for the rest of your working life as it will continue to get better and better and you should be continually repositioning yourself, literally crawling upward over the other street corners.

Make the results measurable
The last column should take what you've already learned and make it a measurable result, a measurable benefit for the customer. I find that most of the other columns are just starting to get the concepts down, but this last column forces real thinking, and a commitment from you to be real, be visual, and specific about what you do. The point of this last column is to find a REAL GRABBER statement about who you are, and so visual that no one has any question what you will deliver. It will be a picture of you standing above everyone else. 99% of the others out there will be talking about product, not benefits. And those talking about benefits, will be making general, vague statements.

Let's use my business as an example.

My products are:
business consulting/coaching, business training.

Product benefits are:
business growth (sort of vague right, at least you will see the difference in a minute).

Why buy it from me:
I deliver results, not training, and faster than anyone else I know. Most focus on giving a day's training and hope something happens. I focus on the results not matter how we may get there.

Turn it into measurable RESULTS
So, how do I make that measureable: 80% of my clients double their business in 3-4 weeks, start-up clients often see a return on investment of 50-100 times what they spend on me in weeks. My larger clients will double their growth rate in weeks.

So, how can you make what you sell into a measurable result (focus on results, not activities)? Then find a way that you could say that in 20-30 seconds when you introduce yourself. Find a way to put that into a grabber line AT THE TOP of every marketing piece you do and YOU WILL see your marketing responses go up 5-10 times what they are now, OR MORE.

Alan Boyer
The Leader's Perspective
http://leaders-perspective.com/small-business-help.aspx
AlanBoyer@leaders-perspective.com

Does that make sense? Yet, that is what I hear from a lot of prospective clients.
What that is saying is, “My Marketing Doesn’t Work So I’ll Never Do That Again!” (I’ve actually heard that statement).

Most small businesses don’t understand how to make it work, so they dip their toe in, try it, and when they don’t get what they expect, they leave to never try it again. Yet, generating exactly the number of leads you need every week is not only achievable but rather easy if you understand the principles and failure to understand them results in an 80% failure rate among most small businesses.

Critical Goals (The Keys: Guaranteed success, vs. Highly Probable Failure)
There are a few critical goals and measurements we track in a business. These typically are:

• The number of leads generated weekly (comes from our marketing plan, advertising, networking, referrals, etc.)
• The number of closed sales, and dollars in closed sales every week
• Number of completed jobs (customers, projects, etc), total dollars generated, and profit (gross profit) generated per job every week.
And finally the bottom line generated by the key measurement results above
• Total dollars sold for the year, profit generated for the year.
• Does the profit generated by your sales pay your overhead.
• After overhead is paid how much extra is generated that goes in your pocket as “net profit.”
The definition of “critical” goals: a goal that IF accomplished will result in
• The total dollars of revenue for the year, the overhead is paid, and having a specific defined number of dollars to put in your pocket.
And IF these goals ARE NOT achieved the consequences will be:
• The total dollars of revenue WILL NOT be reached
• You will likely not be paying overhead and the money will be SUCKED out of your pocket instead of putting it into the pocket.
• AND the biggest consequence, you just entered the high probability that your entire business will fail.

Now that we’ve set the ground work for what critical goals will do for you if you achieve them, and what will be the consequences if you don’t, this leaves us with a rule I give all of my clients: Critical goals are something that YOU WILL do no matter what.

It's likely that there are 50-60 other things pulling on you to get done, but since these 5-6 things are SO CRITICAL (success on one side, failure on the other), then NOTHING else is more important. Stop doing the trivial many and focus on the 5-6 critical things that WILL deliver results, guaranteed.

When it comes to a critical goal that appears difficult, our response to that will not be “CAN’T” but rather “HOW?”

Now back to our original statement that
My Ads Don’t Work, So I don’t Do Them Any More

Isn’t lead generation, the leads that come from our ads, one of our critical goals To generate X number of leads EVERY WEEK.

And our rule was Make it happen no matter what, it’s not CAN’T but HOW?

If our ads are not delivering what we expected, shouldn’t we be figuring out HOW to make them work instead of saying “they don’t work so I’ll never do that again.” We just said CAN’T instead of How. The opposite of our ground rule.

Is business really that simple? Just deliver the Critical Goals? You bet!
How to fix the ad response rates
For most ads I find these are the critical factors:
1) Who we are communicating to
2) What we are saying
3) How we are saying it (and How must be about the benefit of the product, not the name, specifications, features, and especially not about WHO WE ARE.)

I’ve seen ad response rates jump 10 times on the very next advertisement just from following these ground rules and developing the answers to these questions.

Alan Boyer, CEO of The Leader’s Perspective, LLC is considered one of the world’s leading breakthrough specialists.

With over 35 years of business experience, he has catapulted businesses lightyears ahead in weeks. Some double, some jump 10 times.

He helps companies worldwide reach further than they EVER thought possible….FASTER

http://www.leaders-perspective.com/
mailto:AlanBoyer@leaders-perspective.com