These are the slides that accompany my free, three-part video series, The Platform Revolution.
Many words in the English language are difficult. In fact, there’s even a Dictionary of Difficult Words, but none are more difficult than the ones in the four sentences I share in this episode.
If you are going to lead well, you have to get proficient in the use of these sentences. And, I’ll tell you a little secret: most leaders aren’t good at these, and it’s costing them—big time!
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When I was young, a boy could get a copy of D.C. Beard’s American Boy’s Handy Book, and girls could get The American Girl’s Handy Book (though I knew less about that one for obvious reasons).
Books like these and many others, including the more recent Dangerous Book for Boys, provide tons of information on all sorts of projects.
A little over a year ago, we launched Platform University. Since that time, it has been fascinating to watch how the world of platform-building has changed.
If you want the short version, it is this: platform building is getting easier every year. For the first time in history, ordinary people can build a real business or take their existing business to a new level.
If there is one frustration that I hear more than any other from people working on their platform, it’s that they’re not going far enough fast enough. They get stuck on being stuck and discouraged whenever someone goes flying by.
If you’re one of these people, you’re in luck. My grandson Jonah has the answer.
He’s only three years old but zooms past older kids at the park on his little two-wheeler. Unlike a lot of those older kids, he doesn’t have training wheels on his bike. They’re astonished when he zips by, peddling like he’s going to win the Tour de France.
My first big corporate job came with lots of perks. But after just a few weeks, I noticed some disturbing behavior among my peers and the company’s leadership.
I eventually came to the conclusion that my values just didn’t sync with the company’s. We were on a collision course. I knew I had to find a company that shared my values—or start one.
Building a values-based organization is critical if you want to create a culture that achieves lasting impact. But values have to be more than platitudes. You have to translate them into behaviors. And to do that, you have to drive them deep into the organization.
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When I left the corporate suite at Thomas Nelson I planned to write and speak full time. And that’s exactly what I did at first. One year in fact I gave over 40 keynotes. It felt great! It also felt totally, utterly, completely exhausting.
I had come to the realization that, even as an executive in a major corporation, ultimately all of us are freelancers. Some just have more customers than others. And the more customers you have the better chance you have at thriving in uncertain times.
Whenever I talk with bloggers, podcasters, and other online platform builders, they express a common frustration: they are not seeing their audience grow. They seem to be stuck at their current level.
For example, one of the most popular features at Platform University is our “Member Makeover.” This is where my daughter Megan and I review one of our member’s platforms, including their website(s) and social media channels.
Executives who do not ask themselves, ‘What can I contribute?’ are not only likely to be aiming too low, they are likely to aim at the wrong things.— Peter Drucker
How do you make change happen? More than that, how do you make the right change happen? When there is a gap between what is and what you want to be, how do you cross that gap?
This is where we enter the realm of goals.
When I started building my platform, it never occurred to me to make money from it. When someone suggested I start accepting advertising, I resisted because I thought (erroneously) it would compromise my integrity.
Then I realized that all professional creatives charge for their work. In fact, this is what separates the professionals from the amateurs.
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The difference between successful people and very successful people is that very successful people say “no” to almost everything.