Hello. Joshua Boswell here with Copywriter Marketer. Today, we’re going to talk about one of the most important aspects of your marketing efforts. That is the follow up. I’ve said this before. I’ll say it again and again and again. All of your money, all underscore, exclamation point, big flashing neon lights, all of your money, every ounce of it is made in the follow up. I’ll tell you a quick story. When I first began, one of the first names that I contacted was a gal named Cheryl Osinga. I picked up the phone and I called. “Hey, Cheryl. Joshua Boswell here. Do you hire outside writers?” That began this relationship with Cheryl. Now, it was probably in August or September of 2005. I picked up the phone and I called Cheryl back or sent her an email every two to three weeks. I did it in September, and then October, and then November, and then December, and now we’re in the 2006, and now we’re into January and February and March. All of those months, all the way through there, I was building a relationship with Cheryl. I was getting to know her. I was understanding her business. I was following up with her. I was touching base with her. At one point, she said, “Our fiscal calendar doesn’t even start until April. I can’t even have a conversation about hiring somebody until we get the new budget.” “No problem. No problem. I’ll follow up with you.” April came around, and I followed up, and I had been talking to her and following up every month since then or prior to that. Then, in April, she said, “I’ve got two big projects for you. Let’s go.” I sent her the first project that I did with her. I sent an invoice for $23,000. Now, was it worth it all that time? Yes, because in reality, how much time did it actually take me? Each one of those contact points was like five to ten minutes. Okay? If we have September, October, November, December, January, February, March, April, so that’s eight months. Let’s say once a month on an average, and a follow up of let’s just say ten minutes. That’s 80 minutes. About an hour and a half. Almost 90 minutes. An hour and a half. An hour and a half of follow up that made me $23,000. Was that worth it? I think that that’s worth it. Some people will look at it and say, “That was eight months that took you, nine months that took you.” I don’t look at it like that. I looked at it as an hour and a half worth of my time spread out over those months, but it brought me in $23,000. Now, it doesn’t stop there of course because Cheryl and I did more than one project together, and so it actually made me much, much more than that. That’s the follow up of course … We’re going to call that part of the follow up the ‘Upsell’, the ‘Maximizer’. I’m not going to talk about that right now. That’s a whole other strategy. What I’m talking about is just the initial contact to closing the first project. That’s the follow up we’re going to talk about today. By the way, that client was Sony. It’s pretty good. It was great money, and I didn’t calculate having that name inside of my portfolio as to how much money did that make me. I don’t know, but it was a lot. Okay? All right. We’re going to go through seven key principles of the follow up, and I want you to take careful note of these because again, if you don’t master anything else but you really master this, then everything will be fine and it will all work out. You’ll be able to make money. You’ll be able to have clients. You’ll be able to have lifestyle. All those kinds of things will happen because of this right here. I really want you to focus in with me for just a minute and make a plan to master these seven principles of the follow up. Okay? Now, the very first one is your mental expectation. Where you come at this mentally and emotionally makes all the difference in the world. Okay? Now, what most people do is they send out some query letters. They put a plan together and they’ve got people actually contacting them or they’re making phone calls or sending out emails or doing direct mail. Whatever you’re doing to create a flow of clients, they do that and they do one or two things, and then they’ll get a whole bunch of results, and they’re like, “Oh. Man, it just didn’t work.” Now, think about this in terms of any traditional marketing. If you put an ad out on Google, for example, and it’s a pay per click ad, then if you don’t have a thousand people look at that and a couple hundred click on it, then you don’t even know statistically if it’s a great ad or if it’s going to work or not. You’re not going to see results. If you went in there and got five clicks and didn’t get any sells, that doesn’t tell you anything, and all great marketers and advertising people, they know this. They know that it’s a numbers game. There’s got to be volume involved, and so they might have millions of people come across that ad and not do anything about it. Then, tens of thousands that actually look at it, and then thousands that click on it, and then they can start to see whether the ad works or not. In our business, sometimes we get caught up in the fact that we send out 40 or 50 or a hundred ads or emails or made a bunch of phone calls and didn’t get any results, and so we want to pack up and go home. I want you to set your expectations, and I’ve done two different things here on your expectations. The first one is inside your mind, you have to realize that your job is to create success for you. You’re in charge of your life. You’re in charge of your success. It is you that is going to make the difference. They’re not giving you a job. You’re coming and you’re claiming that job. They’re not giving you assignments. They’re not giving you money. You’re going and giving value and claiming the money that is rightfully yours because of the value that you gave. In other words, success is your job. So many times, people make calls or send out emails or do follow up, and then they wait for the client to get back to them. I always tell clients when I get on the phone with them or prospective clients, when I’m on the phone with them, when I’m sending down emails, when I’m meeting with them in any kind of capacity, I love this phrase. “Hey. We need to get back together after this, but it’s not your job to follow up with me. It’s my job. I want to take that off your plate, and so let’s set an appointment”, and then I go through my routine which I’ll talk about in just a minute. I always tell them, “It’s not your job to follow up with me. It’s my job.” I have that mentality. Have that attitude because if I want to win, I’ve got to take ownership of it, so it’s my job to follow up. It’s my job to get back to them. It’s my job to set the appointments. It’s my job to make sure that the project goes through and gets finalized. It’s not their job. It’s my job because it’s my life. If they decided to be dweebs and not get back to me, then who really gets hurt the most? I do because I didn’t get the project. I didn’t get the lifestyle. I didn’t get … It’s me that suffers because of that, so I’m going to go out there and I’m going to claim that portion of success that’s mine in this world and I’m going to determine that it’s my responsibility. I’m going to take ownership. I’m not going to be a victim of, “Oh, those guys, they get back in touch with me.” No. I’m going to go out and I’m going to claim that responsibility so that I can win. That’s the first thing is your expectation needs to be … It’s your job. It’s your job to follow up. It’s your job to book the appointment. It’s your job to close the sale. It’s your job to do the project. That’s your job. That’s what you’re doing. That’s what you raised your hand and volunteered for when you got into this. I made that clear. This is the first most important expectation that you can have in follow up. All the follow up, all the time, all the effort that goes into it, that’s your job and that’s what you are going to get paid for. Now, I want to make it easy for you. I want to make it seamless. I want to make it so you have a good system, and that’s what this is all about. Just know that it is your job to do it. That’s the first thing. The second expectation is what I call the ‘Rule of 100’. The rule of 100 in my mind basically says, “When I’m first getting going either in a new niche or a new project or a new whatever, when I’m starting out at a new venture and I’m wanting to find clients or raise money or do whatever, then my number, the magic number that I have in my head is that I’m going to have to have 100 real conversations, real contacts.” Now again, I’m not talking about sending out an email to a hundred people. That’s not a conversation. That is me trying to attract them. That’s advertising. I’m not talking about having a hundred people see my website. That’s not a conversation. That’s just people showing up to my website. I’m not talking about going and speaking at an event where there’s a hundred people in the audience. That’s not a contact. That’s just them listening to me give a speech. When you think about these hundred contacts, what I’m talking about is you and sitting down or through email or through a phone call or whatever and looking your prospect in the eyes or having them … You know that you’ve got their attention and engagement, and you being able to have a serious conversation with them about you doing a project with them. That’s what I’m talking about. When you can do a hundred of those especially if you’re just barely starting out, I guarantee you, all the laws of averages, the laws of nature, that laws of 80/20, all of those things, if you’re even just a little bit on target, if you’re just a little bit on message, then you sit down with a hundred people and you’re going to get three to ten really good clients, and then that will make you hundreds of thousands of dollars over many years. It will establish a reputation for you. It’ll create a great, solid business for you. The magic number, the expectation here is when you’ve had a hundred conversations, then you should know that you’re on the right track. Now, if you had 20 serious conversations and nothing is breaking loose, then you can start to look at … I mean, in statistics, the 30 to 60 is a magical number. If you’ve had 20 conversations and nothing’s broke loose, then you might want to start looking at, “Is my market and the message wrong? Am I barking at the wrong tree?” In other words, you picked the wrong niche or you can look at that if you’ve had 50 and had no results. No, not 50 exposures. I’m talking about 50 conversations. If you’ve had 50 conversations and nothing’s happened, then you can say, “Okay. Maybe I need to tweak or rework some stuff”, but for sure, by a hundred, you should go. I would make sure you do your research, you know you’re in the right niche, you know you’re having the right conversations, you know you’re offering the right services, you know the price point is right. If you do all of that, then just hunker down in, have those hundred conversations, those hundred significant contacts with potential clients, and then if nothing happens, we can reevaluate it. But I can guarantee you, it’s almost impossible. I will say impossible because lots of things are possible, but I’m going to tell you, it’s almost impossible to do those hundred conversations and not have something break loose and have significant client flow happen because of that. That’s your expectation. Number one, it’s your job to do the follow up. Number two is one hundred conversations, one hundred serious contacts. Now, this leads right into the second major point that I want you to be aware of, and that is persistence and patience. What I mean by this is that it’s going to take a while, this hundred conversations. What if I hadn’t been persistent and patient with Sony? There’s a lot of things that wouldn’t have happened. The money flowed, number one, but also, the referral clients and the follow ups and my feeling of success and victory, my own self-esteem and attitude of having landed that huge client, all of those things had a major impact on my success, and it happened because I was persistent. Persistence means to continue to pursue a path to stay focused, to be determined, to be committed, to be loyal to the choices that you make. It’s the set of all great successful people that they are fast to make decisions and slow to change those decisions. They understand the principle of persistence. Persistence is a very, very important thing. Patience. Patience is very important. I’ll give you an example of patience. In the beginning days, another client that I called and visited with was a guy over at Toshiba, is a guy named Mike. It was interesting to me because when I picked up the phone and talked to him, he never followed up on stuff that he did. He never responded to any of my emails. He never got back to me when he said that he was going to. He didn’t ever read any of the things that I asked him to read and I could have gotten really, really frustrated with Mike and just gotten angry with him and said, “You said you were going to do this!” and be really angry and frustrated. Instead, I had to have patience. Now, when he had say to me, and I’m going to get to this in just a minute. Maybe like, “Oh. I really want to do a project with you. I just hadn’t had time to look at your information packet yet.” I could have been like, “Fine. That’s fine”, but we didn’t say that to him. I’m like, “Oh, Mike. Don’t worry about it, dude. I know you’re busy. In fact, that’s why I’m contacting you is because you’re busy enough that you don’t have time to do all your projects and it’s costing you money, so I’m going to come in and take some of those projects off your plate. Fair enough? Yes, you’ll pay me, but you’ll also make a bunch of money and I’ll make a bunch of money, and we’ll be able to get these projects done and out the door, and you’ll be able to be a hero in the eyes of your boss and it’ll be a great deal.” That was the attitude that I have. Right? Again, remember, my job. Because it was my job, it helped me to have patience and be able to work through some of these things and do the follow up even though sometimes the follow up was frustrating. Now, clients won’t always do what you expect them to do. Sometimes, they will not be very nice. I remember another conversation that I had. I called up a guy over a National Geographic. My whole life, I had wanted to write for National Geographic. I love National Geographic. Ever since I started writing, I really wanted to write for National Geographic. I thought it would be so cool to write for these guys. I made the first follow up. Dave I think his name was. I made the first follow up or first phone call to the guy over at National Geographic. “Hey, Dave. Joshua Boswell here. You hire outside writers?” “Yes. I’m right in the middle of some projects. Give me a call back in two months.” I set a calendar reminder for two months later. I came to this period about a week before the deadline when I was going to call him, and I got to this point and I was out of calls and follow ups to make. I remember, “Oh, Dave is sitting out there. Dave is out there, so why don’t I call Dave?” I picked up the phone and I called Dave. “Hey, Dave. Joshua Boswell here. You just asked me to give you a call back.” He goes, “Didn’t I tell you to call me in two months?” “Yes.” “That’s next week, isn’t it?” I mean, he knew exactly when we are getting back in touch with each other. He said, “That’s next week, isn’t it?” “Yes.” I said, “Yes it is, but you cut me off.” He’s like, “You know what? I told you to call me in two months, not in a month and a half. You’re completely rude. You interrupted me on my day.” He was acting like he just dressed me down right there on the spot on the phone, and I was like, “Uh.” Now, I could have been a jerk to Dave. I could have been a jerk back to him and he’s being a jerk to me, and I could have gone tit for tat with him, but I remember that patience is part of this game. I was just calm and patient, and I just accepted the fact I was out of line. That’s the truth. Even if I hadn’t been out of line, would it make any sense for me to get frustrated and highly emotional and aggravated? No, it wouldn’t. There’s a patience part of this. Now, I wish I could tell you that my patience and good nature to Dave in that conversation paid off with Dave, but it didn’t, because sometimes, it doesn’t. That’s okay. That’s part of the game. I think it did pay off in other ways though. It taught me patience. It taught me a valuable lesson about not following up. I mean, keeping my part of the bargain. If I say I’m going to follow up in two months, then by jingos, be patient. Follow up in two months. If I say I’m going to follow up next week, I mean, I got to keep my words. It taught me a valuable lesson to that. I don’t know how much money that’s made me, but it’s a very, very important lesson. Number two is patience and persistence. Number three, the focus of all of your efforts needs to be on them. Not on you. This is a major thing that happens in the follow up and in your entire sales and marketing prospect. What you need to do is practice what’s called ‘Servant leadership’. Servant leadership is the idea that you’re basically going to put the other person and their needs and their wants ahead of your needs and your wants. When you do that, then you become the leader. Right? Remember what the scripture says? I’m a big scripture guy, so here’s a sermon for you. 🙂 Scripture says that the Savior said that “He that is the servant among you will be the greatest of all.” The servant among you will be the greatest of all. If you really want to have a great business, then you’ll practice servant leadership, and that means you focus on their needs. Now, there’s a system for doing that that I have taught. We’ll get into it right here, but it’s the three golden questions. It’s an external focus on what they want, so you ask these three questions of them, and then you ask them in lots of different ways. “What is it that they want? Why did they want it? Why is this important to them? What is the emotional charge that goes into the reasons behind this, and of course, what it looks like when they’re going to have it?” I’ll tell you another quick story. I was working with one of my clients, a guy named Garrett. Garrett had a huge company, very successful. I had done some promotional work on a book, in an audio program that he had done and some training stuff, and we are talking about moving a project for him where he could automate some of the stuff. I’m sitting there and I’m asking, “What do you want?” We had talked about autoresponders and content on his website, some sales letters and some video stuff, this whole set of writing projects and marketing and consulting. I wasn’t getting Garrett to really … I knew that I hadn’t quite got there, and so we’re sitting there like, “Why is this important to you?” He’s humming on, and he’s sitting back and his body language is all distant to me. His other partner in the firm, he went over and he says, “If you could automate some of that stuff, we sure would like it if you spend some more time at home.” When he said that, I was like, “Boom. This is the reason why Garrett wants to automate a lot of his business. This is why this is important to him.” As we got into the conversation, he had been spending a ton of time at the office, and his family needed him at home. He needed to have some of that time at the office and give it back to time with his family, but he didn’t want to lose money. He wanted to make money, so we are trying to figure out. I mean, in Garrett’s mind, he’s trying to figure out how to do less but to make more. Once I knew that, once I knew that piece of the puzzle, and we talked about what that would look like and what the dynamics there would be, then I realized that … I mean, I knew exactly how to put the proposal together. I knew exactly how to do the project. I knew exactly the reasons why, and I knew the emotional strings that I could pull in order to close this project. Now, this is really important for you to understand. When I focused on them … remember, servant leadership? When I focused on them, what their needs are, what they need to do, how they need to progress, when I focused on them, then it opens up a whole world of projects for me, because when I know their needs, now I can say, “Okay. I can solve that problem, that problem, that problem for you, and I know why this is important to you, so we can work together.” What it does is when you focus on them, it allows you to come around the table. There’s an old story of a farmer is trying to get this mule out there, back into the barn, and so he tells his grandson, he says, “All right, son. Take this rope. Here’s the mule. Go get the mule out and back into the barn.” He goes out there, and of course, mules are stubborn, and so he puts it around the neck and he’s pulling on this mule, and then he gets behind it, and he’s pushing on the mule, and he’s just trying everything he can. Finally, the farmer goes out there and he says, “Let me show you how this is done.” He takes the rope and he just swings it over there, and he puts his arm around this mule, and he just starts talking nice to him, and they just start walking forward together. Of course, he got him in. Now, here’s the thing. You and your clients, when you first started, your client naturally is going to feel like they’re being sold something and they’re going to feel like that there’s an opposing relationship happening here. That is not true. Now, it’s usually true because usually, you go in to buy a car, and this used car salesperson, what’s he thinking of? He’s thinking about his quota for moving cars. He’s not thinking about you and your needs, and so he’s going to take you over and he’s going to first show you the best profit margin for him. Sales guys do this all the time, and so we have this natural barrier like, “Okay. There’s an adversary relationship here. I’m going to stake my claim in the ground and get the very most that I can.” The person on the other side of the conversation is going to be like, “I’m going to stake my claim and get the very most that I can”, and so you have these two conflicting things, and when you have that conflict, then nobody wins. Instead, what you want to do is you want to very quickly ride in on the initial conversation. Just focus on them. You want to look at them and you want to immediately step around to the other side of the table and sit at the table with them and go, “Hey. What projects are you working on? What are you doing?” “How can we solve that? Woah. You got this thing here. You got this thing here. How can we solve that together?” You start having this conversation, and that’s what the three golden questions do is they allow you to come across to the other side of the table, look at their stuff, focus on their needs. You’re not going to be worried about what you’re going to get paid or what you’re going to do. That will come later. Focus first on their needs. If you’ll do this, this will open up more doors than you can possibly think of. What was the major blunder that I made with National Geographic? I mean, what’s the underlying focus? What’s the foundational problem or the cause behind my failure there? I was focused on me. I have run out of clients and I was thinking, “What can I do? What’s best for me?” I want a client right now, so I went after them and I was a little too aggressive. See, the problem is that I had created that adversary relationship. I wasn’t on the team with Dave anymore. We are in conflict with each other because I was searching and looking out for my needs, not for his needs. Okay. Focus on them. Now, these first three principles or concepts, they’re not as tactical as the next one. Let’s talk about some of the tactical aspects of all of this. Years ago, when I was involved with Amway, I’m sitting on stage one day and the speaker is up there and he’s talking about when you’re going out there and you’re drawing circles and you’re contacting people and you’re trying to build your business, he made this comment, “Always book a meeting from a meeting.” Book a meeting from a meeting. I want you to remember that expression. Book a meeting from a meeting. It was a great principle. It’s still a great principle. Basically, what that means is every time I have a contact with a client or a potential client, I always schedule another meeting from that meeting. Whether that’s an email meeting that we had, a text conversation, a voice conversation, a live conversation, whatever it is, if I have a touch point with them, I’m going to schedule the next touch point. Remember, my job? That’s your job. This is our job to book this and to connect these dots. I want to keep the relationship going, so every time I have a contact with them, I know when the next contact point is going to be with them. I book a meeting from a meeting, so I got a meeting with them. I’ve got an interaction. I’ve got a communication. I’m going to schedule the next one. We, they, me, we both know when this is. This is extremely important. Every time you’re on the phone, every time you’re writing an email, always set out there a possibility of the next appointment. Let me show you how this works. If I’m on the phone with somebody, we’re talking about … “I’ve gone through some of the questions, so you need three emails and a sales letter, these emails to drive to the sales letter.” “Yes, that’s right.” “Okay. I’m going to put a proposal together. That’s going to take me about three days to do. Why don’t I send that to you on Tuesday, and then let’s jump on the phone Wednesday afternoon. I’ll give you a day to look at it. Wednesday afternoon at three o’clock. Will that work for you and I to talk.” What did I just do? We were in a conversation, and I just scheduled the next conversation. Now, we’re going to talk about the calendar and the use of that in just a minute, but you see what I did. Now, what about an email? What if I’m sending an email? When I sent out an email to somebody, say we had a conversation, I had an initial phone call, initial live conversation. “Hey. Do you hire outside writers?” “Yes, we do.” “Great. I’ve got a complete information packet. I’m going to send it to you. Why don’t you look it over, and then I’ll get back in touch with you? Would Tuesday or Wednesday be okay?” Then, I’m going to schedule the follow up with them. By the way, I’ll give you resources that has the full scripts on all this stuff, you can look in the resources. You can study and you can make your own. The full script that I’m saying, “It’s not your job to follow up with me. It’s my job to follow up with you, and I really don’t want to be a pest, so how long do you need to look at this proposal?” “I need a week.” “Okay. Great.” “Start with this information pack. I need a week.” “Great.” “Why don’t I touch base with you next Friday? How about two o’clock?” You see that you do the follow up there. What you see is it’s always going from one contact point to another contact point. Now, when I sit down and I write the email, then I want to send the email off, and I’m going to put that reminder in there, and I’m going to have that reminder of that meeting in the email. Now, what if the email is my primary contact resource? I’m doing my first initial connection with them is through email or through LinkedIn or through some written communication. I’m going to send in some information, then I’m going to say inside of that email, “Hey. Most people have questions for me. Why don’t I touch base with you Tuesday, three o’clock and answer any questions that you have? If Tuesday at three o’clock doesn’t work for you, just reply back and let me know when a good time would be.” Okay. You see what I did there? I set out a time frame. I established it. I presented a time. “I’m going to contact you Tuesday at three o’clock.” I don’t know if they had Tuesday at three o’clock open. I mean, this is my first contact with them, so I’m going to set it out there, and then I’m going to leave them to follow up with me. “If Tuesday at three o’clock, if that doesn’t work with you, would you please be kind enough to let me know what time would work for you?” They read that, and now, they’re like, “Oh. This guy is going to call me Tuesday at three o’clock. I’m going to be right in the middle of the meeting. That doesn’t work for me”, and so they’re going to have a natural tendency to send me back an email, like I’m engaging the conversation now with them, and they’re going to send me back an email and say something like, “Tuesday at three o’clock doesn’t work, but I could probably do it at this time.” Now, I’m invoking a law of reciprocity there and commitment and consistency which we’ll talk about in just a minute. This law of reciprocity is very, very effective and it’s also a great way to keep the follow up going. I’m booking a meeting from a meeting. I never ever, ever have a conversation with somebody without knowing what the follow up conversation is going to be. Can you see now why all of your money has made in the follow up? All of your money is made here, is because you’re always going from one meeting to another meeting to another meeting. Now, another tactical element is calendar. Years ago, I had this conversation. I was in a training seminar. I was a missionary, and a female leader of the mission was standing in there giving this little seminar. She was teaching us about a number of different things, and she made this comment. She said, “A short pencil is better than a long memory.” I want you to think about that for a second. “A short pencil is better than a long memory.” David Allen, author of Getting Things Done, he always talks about how you need to get all of this stuff, all of your commitments out of your mind and into a system that will track it for you. See, the human brain only tracks about seven major ideas at a time. Now, your subconscious can track more than that, but consciously, you’re going to only have about seven major ideas in your mind at a time. What if you have commitments to follow up with 15 different potential clients? That’s too much for your brain. You’re going to forget stuff. What you need is you need a system where you can set it and forget it, and then literally just set it outside of your mind and have it into a system that’s airtight that’s going to work for you. What I do is all of my follow ups are calendared, scheduled appointments. If I say that I’m going to follow up with somebody, I put it on the calendar. If I’m going to have a follow up call, it’s on the calendar of this specific time. We only have 24 hours in a day, so getting back with somebody on Tuesday doesn’t really work because we all fill our 24 hours every single day. Every human being that’s alive does. Something is in those time slots. Every second of every day, there’s something filling those time slots for you and for your clients. What you want to do is when you book that next meeting, you get commitment for a sliver of their time, a five, ten, 15, 30 minutes sliver of their time, and you know exactly when your time is committed to make that appointment, and so you set it. Now, what you do is you use auto reminders. You put that on your calendar, and then with your smartphone or with your online system, whatever it is you’re using to track your clients and to do the actual follow up, whatever you’re using there, you put that on a calendar. You make some notes about what the conversation was and what you’re agreeing to do, and what you need to do in advance for all that kind of stuff, and then, you forget about it. You set a reminder. If you need to do something on the day before, you put one reminder 24 hours in advance, and then you put another reminder, an hour in advance or whatever it is. You set that so that you don’t have to worry about or think about how you’re going to do it, what’s coming up next or any of those kinds of things. Okay? You put it in your calendar, and then you allow technology to do the rest. When the appropriate comes up, that’ll pop up, and you’ll be able to see what you’ve got going on. This allowed me to do the follow up with Cheryl over at eight, nine month period of time and not ever think about it. It also allowed me to emotionally unload and not get stressed out about what was coming up. Right? I didn’t have to constantly be worrying and fretting. I just knew that it was taken care of. I booked a meeting from a meeting. I scheduled it. It was automatically going to remind me about when the important period was. I could see the notes about what it was going to do, and then I could just forget about it and set it aside. Now, to do this and to make it effective, you’re going to need some type of CRM. That’s Customer Relationship Manager. There are number of different ones out there that you can use. I’m going to give you a resource with a few of those listed out. Just know that a CRM, you could do this with a Google Calendar and a Google Task List in your contact. All it is is the way to be able to track what the conversation was, who you’re talking to, so a set of contact points, and reminders of when you need to follow up, when your next appointments are what it is that you’re doing. That’s all it is. Very, very simple. Now, there is very complicated systems out there, but this just needs to be something simple that you’ll track. Again, you could use all the free tools that Google gives you or Apple or whoever, and where you’ve got a calendar, you’re able to input some notes, you’re able to keep contact with some kind of a database of who the person is and what their contact information is, and then task list and able to prioritize stuff, and to set reminders when things come up. Okay? This is really important. This allows you to free up your mind, and then have consistent flow. All right. Let’s just talk about two final things, law of reciprocity. I guess I could put the law of commitment and consistency. We’ve talked about it here a little bit, but law of reciprocity basically says “If I give you something, you naturally want to give me something.” Right? By me getting you something naturally puts you in debt to have a desire to want to reciprocate or to give back to me. The law of reciprocity comes into play in a number of different aspects of your follow up, predominantly in this patience and persistence aspect. Here’s how that works. I call up somebody and I say, “Hey. Do you hire outside writers?” “Yes.” “I’m going to send you my information packet.” “Great.” I send it off to them. We have a scheduled time to follow up. “I want to get back in touch with you Tuesday at three o’clock.” At Tuesday at three o’clock, I call them up, and they say, “Oh. I didn’t get a chance to look at your stuff.” The natural tendency for you is to say, “Oh. Don’t worry about it. That’s okay. I will call you back next Thursday at three o’clock.” “Okay. Great.” If Thursday at three o’clock, they didn’t do it, and so you get in this constant cycle of nobody ever getting anything done. Here’s what you do instead. “Hey, Bob. I sent you that information. Did you get a chance to look at it?” “No I didn’t.” “Bob, don’t worry about it. That’s okay. I know you’re busy. That’s why we’re having this conversation is because you’re really busy. If you have just a second right now, let’s just talk about some of the things that you’re working on where I can take them off your plate and free those projects up for you.” What did I just do? I just gave Bob the gift of patience, of understanding, and I didn’t dress him down and make him feel like an idiot for not doing what he said he is going to do. I gave him the gift of being gracious is what I did. Now, Bob emotionally feels like he owes me a little bit. That’s cool. I love that because I’m going to guilt him into doing something really good for himself which is to hire me. That’s going to be good for Bob, so I’m going to have him hire me. This law of reciprocity works whenever you’re giving something to them. Another place where this gets invoked is when you focus on them, you’re going to think about solutions to their challenges. You’re going to discover the challenges, and then you’re going to focus on solutions for them, and as you do that, you invoke the law of reciprocity. You’re giving them something out of your good graces. You’re giving them a solution. You’re giving them value. You’re giving them insights, and in the process of doing that, you’re opening them up to want to give something back to you, and that’s the project. That is why so many times, when you focus on something for them … for example, I once had a client, and they originally hired me to just Americanize. They’re based out of the country, and so they were using their knowledge of English to write stuff for the English market, and their English was not great. It certainly wasn’t Americanized. They hired me to Americanize all of the content and the copy on their website. While we’re going through doing this, I noticed that they weren’t using this concept that’s called ‘Hot List’. In other words, if you get people to opt into a certain promotion before the promotion actually happens, you create a hot list of known interested buyers, and then you can leverage that to create greater response. Right? It’s just a simple technique. I went back to them and said, “Hey, you know, Allen, you’re not using this hot list idea, and why don’t we implement it and create a preview club and you can get people to opt in in advance”, and I gave him all these ideas, and I gave it to him basically for free. He said, “That’s a great idea. Why don’t you implement it”, and so I gave him a proposal back. You see what happened there? I gave him the idea. He liked the idea. Why don’t you … He felt like, “Oh my gosh. Josh just gave this value. Why don’t we have Joshua do this?” Right? He did. This is this law of reciprocity. I want you to always be thinking about how you can invoke this by focusing on them. What value can you give? What can you do for them? Don’t do it with a focus on you. This is a tricky thing. You’ve got to give that value. Be gracious. Be patient. Be kind. Give all these gifts to your client without thinking, “Okay. I’m going to do this so that I can manipulate them into giving me something.” You can’t do it like that. You have to do it from the good graces of your own heart and say, “Okay. I’m going to give this to them just because I’m a great person, because it’s the right thing to do, because I’m going to give them value.” That’s when the true law of reciprocity gets invoked because they have a sense of, “Okay. They’ve done this for me. I want to do that for them.” It’s a natural process and it creates a win-win scenario. You stay on this side of the table with them as opposed to creating an adversary relationship where you’re focusing on your needs. Stay on this side of the table with that law of reciprocity. Okay. The last thing I want to talk about here is the law of visualization. What do I mean by visualization? What I mean is that your mind is not distinguishing between reality and imagination. To your subconscious mind, input is just input, and so whether you fabricated the ideas yourself or whether reality creates those ideas, input is simply input. By the way, this explains why people can really, they can lie to themselves enough that they start believing it because their subconscious mind does not distinguish the differences here. It only processes input. Whether that input comes from your conscious mind or from the circumstances or reality around you, it doesn’t matter. Now, the interesting thing about this is, and we’re going to talk about this in another segment, but your subconscious mind is enormously powerful. Incredibly powerful. When it processes information, it automatically wants to make it so. It wants to turn that into actual reality. If you visualize something, Olympic athletes and other high-end athletes do this all the time. They imagine themselves going through their course, swimming that lap, running that race, whatever it is. They see themselves doing it. They visualize it doing it over and over and over again, and this visualize it successfully. Anything worth doing right is worth doing poorly until you can learn to master it. Right? Practice makes perfect as long as that practice is perfect. In your mind, you’ve got to practice perfectly over and over again. There is a great amount of value in sitting down and visualizing a successful outcome, visualizing what you’re going to say, practicing that in the realms of your own mind and training your subconscious to be able to say the right things and do the right things before they actually happen. This visualization of success is a very, very, very, very important aspect about creating success. It’s being able to see it. The other thing that it does is most of success is just attitude, like we make up money. Right? We just make it up. It’s just a thought. The money itself really has no intrinsic value. Even gold doesn’t have any real intrinsic value. It’s just a piece of ore that you get out of the ground, and then we as human beings assign that an imaginary set of value, and then we use it for trade and all that kind of stuff. Intrinsically, it doesn’t have any value of itself, so we make up money. Confidence is the primary thing that we use to make up money. When we’re confident, we can go out there, people have trust in us, they grant us access into their, etc., etc. This access creates projects, and the story goes on from there. What you want to do is you want to visualize because it creates confidence. You see yourself doing it over and over again. You see yourself doing it successfully, and you hold that position in your mind that you’re going to win, that you’re going to succeed, that you’re going to have success, that you’re going to live the writer’s life, that all of the things that you want to do will actually happen. I want you to visualize success in this whole process, and over time, you’ll begin to just naturally say the right things, do the right things, and be more and more efficient as you go through that. All right. This is the follow up process. These are some key elements to hear, and again, all of your money is made in the follow up. If you’ll do these things, if you’ll focus on these things, if you’ll master these things, then you’ll be able to have as much success as you want because all of your money is made in effective follow up. Thanks for listening. I’ll talk to you soon.