“I find it difficult to find, motivate, and keep good employees. If only I could find people who are as motivated as I am!”

• When you pay people the same amount of money, regardless of their quality of work or level of productivity, you’re trying to run a capitalist business on socialist principles.
• When you overlook slovenliness, negativity, and bad service instead of punishing it, you are encouraging it.
• When you see people creating additional value for your organization without rewarding them in direct proportion to that value, you’re discouraging them.
• When you employ anything that breathes because you’re so desperate for workers, you’re setting yourself up for failure and lowering your standards.
• When you establish ceilings and limitations on earning potential, you lose the cream of the crop.

Successful, profitable businesses prosper by design, not by default. They create a climate of attraction, motivation, stimulation, and reciprocation. This is so unique and hard to find that it will bring you some fantastic people.

How to Get Employees AND Employees who Perform

Before you tell me how hard it is to find people because you live in a booming economy like that of Alberta or British Columbia, let me suggest that, if you pay more than your competition, that fails as an excuse. And before you tell me that you can’t afford to pay significantly more than the competition does, let me assure you that you can accomplish that through the use of Joint Ventures. That’s what my company, DollarMakers, does. But this is not about creating more profit through Joint Ventures; it’s about employees.

For Example…

I once provided some Joint Venture training for an award-winning restaurant. At this restaurant, all the servers had shares in the business and enjoyed a simple profit sharing process as well. Servers were hired and fired by the Servers Committee, and everything was results based. Uniforms, serving times, and menus were determined by the Servers Committee. This was a true capitalist operation, using effective delegation, profit sharing, and common sense. The owner told me, “Robin, I manage by Consequence.” They never had a shortage of job applicants.

The ONLY Way Worth Operating

Pay people in direct proportion to the value they create – measurable, bottom-line profits should determine individual earnings.

• No automatic raises.
• No unions.
• There should be no cap on the earning potential of anyone.
• There should be immediate consequences for overstepping the mark.
• People should be allowed to focus only on their strengths. (Generally, allowing an accountant or a chef into a management position is suicide.)
• Use personality type testing and give everyone a vested interest in the success of the business, while at the same time tying their income and security to the fortunes, good AND bad, of the business. When business goes down, salaries should decrease in direct proportion, depending on individual input and production, which means simply that an employee who produces exceptional profits can experience an income increase while everyone else’s wages decrease. That’s called capitalism.

Here’s my standard “Job Description: “Whatever it takes, 24/7/365, and we share the fortunes, good and bad.” My entire business is made up of multiple, interlinked Joint Ventures. I actually practice what I preach, and it works.

Isn’t it wonderful to know that you can own the Key to Success without paying for it? Best of all, most people prefer not to own it, so you have very little competition.

Read this valuable poem:

Until one is committed,
There is hesitancy, the chance to draw back,
Always ineffectiveness.
Concerning all acts of initiative (and creation),
There is one elementary truth,
The ignorance of which kills countless ideas
And splendid plans:
That the moment one definitely commits oneself,
Then providence moves too.
All sorts of things occur to help one
That would never otherwise have occurred.
A whole stream of events issues from the decision,
Raising in one’s favor all manner
Of unforeseen incidents and meetings
And material assistance,
Which no man could have dreamt
Would have come his way.

It’s Biological.  Not Magical.

It seems as if some magical power is released, however there is no element of mysticism here – it is simply the way the old brain works; your levels of enthusiasm, emotion, focus, concentration, creativity, and energy rise significantly when you fully commit to an endeavor, and that allows your Reticular Activating System and subconscious mind to do what it does naturally, hence the amazing results.

Actions Speak Louder…

In today’s world, 97% of people are lack-lustre, mediocre, compromising, excuse-driven, lukewarm, politically correct, weak, gutless, comfort-addicted clones, and so true warriors can sprint forward and ahead more easily in a society that is on the edge, driven, ambitious, and committed. The magical key to success is total, uncompromising, value-driven COMMITMENT.

“The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor”, said Vince Lombardi.

The only way to know if someone is committed to their words or simply lying losers, is to watch their behavior. Truly committed people:

• Make no excuses and allow no slack.
• Demand performance of themselves and others in their lives.
• Fearlessly make their dreams come true, regardless of their circumstances or what other people may say, think, or do, no matter how long it takes or how hard the journey is.
• Do not even consider the possibility of defeat.
• Will not let you down, because by doing so, they let themselves down, and their self-esteem and integrity is too high for that.

“An ounce of performance is worth pounds of promises”, said Mae West.

Courageous people are committed people. Someone once said, “Compromise is never anything but an ignoble truce between the duty of a man and the terror of a coward.”

What kind of Joint Venture Partners do you want?

Those on whom you can utterly rely to deliver on time, or those whom you know you will have to motivate, remind, threaten, and urge, while getting increasingly frustrated? Commitment is the key to Joint Venture success and indeed success in every area of your life. It is the ONE THING that is hardest to find among most people, yet common amongst winners. And that’s only 3% of people. We’re waiting for you to join us.

Most people believe that the only Joint Ventures that will work are those in which the partners reciprocate financially:

“I bring you business, and you pay me an on-going commission on all transactions.”

- However, there are multiple other options. Let me share some real-life examples with you.

Are Referrals Valid Reciprocation?

I set up a successful, year-long Joint Venture with someone who preferred to reciprocate with business referrals. We tracked them all meticulously, and made sure both parties were equally rewarded in terms of qualified referrals. I went a step further, and tracked the accumulated profits from the referrals he sent me. This is what I found: had he paid me the regular commissions, I would have made about $14,000, however by selling my own products and services and adding my back-ends, I made $86,000.

Breathe New Life Into “Dead Inventory”

I was approached by a fellow who used to sell expensive, high-quality waterless cookware, which I call pots and pans. He wanted to attend our Bootcamp and offered to pay with a $3,500 set of his “cookware”. I  accepted, and Rika and I still use his amazing cookware. And his sales increased dramatically by trading dead inventory for the skills required to create unlimited wealth using Joint Ventures. Win /win.

Exposure

A dentist client of mine, Kevin, offered a Seattle radio talk-show host complimentary dental services, and suggested, “Don’t pay us, but if you like the service we provide you, please let your listening audience know about it.” Well, Kevin told me that the resulting business they got was worth hundreds of times what the radio personality would have paid them for his dental work.

Trade and Barter

Trade and Barter companies, like Trade Exchange Canada and Barter Card, enable trade among their members, and if you e mail me I will be happy to send you a Trade Manual with my compliments: robin@jvblogger.com.

Beef?

Finally, DollarMakers Joint Venture Club Member hosted a Bocamp in Winnipeg.  He told me, “I swapped a Bootcamp ticket for beef!” He had approached a butcher, who said he wanted more cash flow, and the butcher traded beef worth $500 at retail for a seat at the Bootcamp! I love that! This inclusive, win/win, solutions-based approach is what Joint Ventures is all about, and DollarMakers is at the forefront of sharing this wonderful message with people around the world who aspire to prosperity in every area of their lives.

Before leaping blindly into a Joint Venture, here is a simple checklist to thoughtfully and objectively review, that could save you time, money, frustration, and even your reputation:

1. Is your potential Joint Venture partner truly successful, and does he or she have money and a solid track record? How do you know?
2. Can they deliver what they promise and afford to pay you the promised commission on time? How do you know that?
3. Have you done you due diligence? Are they Members of DollarMakers?
4. What impression did they make on you, what was your gut feel, and are you absolutely comfortable with them? Any red flags you’re ignoring?
5. Is this Joint Venture a good match with your other Joint Ventures and Joint Venture partners?
6. Are you being pressured into the Joint Venture? (Usually a sign that the other party has cash flow problems.)
7. How can you test this Joint Venture in a small way before rolling it out in a big way?
8. Have you bounced this off your Mentor?
9. Do you have a good agreement in place that covers all areas?
10. Is the income potential of this proposed Joint Venture worth the time and effort required to make it work?
11. Will it dovetail with your other Joint Ventures and back-ends?
12. What are your other options? (YAHOO = You Always Have Other Options).
13. Are you making an emotional decision, a desperate decision, a decision based on a feeling of obligation / reciprocation, or a business decision based on value and profit?
14. Is this a true win/win? Are both parties contributing equal value, or is it one-sided?
15. What is the time, risk, and cost involved, and is it justifiable?

Locate His Need

When I meet someone, I listen carefully to establish what pain he or she is suffering. It’s usually in one or all of three areas: Finances, Time, and Freedom. I then get the prospective customer to elaborate on his pain, using open-ended questions. I turn the knife in the wound, as it were.

• How does this situation affect him, personally?
• What impact does it have on his family?
• How will it affect his future?
• In fact, if he doesn’t solve the problem, what will his life look like in two years?
• What are the consequences of NOT solving his problem?

Help Him Realize Change is Possible

Now that he realizes he has a problem, and having dwelt on it, he is acutely aware of his need to solve it, I have him tell me what his life could be like should he be able to solve his problem:

• How will he personally feel once this problem has been resolved?
• What effect will it have on his family and profits?
• How will it change his future?

Give him a glimpse of the rewards he will reap by solving the problem.

Offer Him a Solution

Next, I become the solution, or the bridge to his better life, by connecting him with whatever product or service is necessary to solve his problem. When I connect him with the business that solves his problem, I receive an on-going (yes, I said on-going) commission from that business. That income is 100% margin to me, if it is not my own product or service, so I can’t lose. I create value and get paid for it, and I have a happy customer. Whether he buys from me or not doesn’t matter – he is happy and I made money. I solved his problem and was paid for the service.

Link supply and demand and get paid.

• It’s not about you or your business – it’s about value.
• Be a good listener, help people to get what they want, and you get rich.
• Stop telling people about your products and services – they don’t care. They care about their problems and goals, and you need to shut up and listen to them so that you can solve their problems and make money.

Selling is old hat, as out of date as a Commodore 64 computer, boring, childish, and naïve. Solving is the way things work these days, and the ideal vehicle is Joint Ventures.

Douglas is a self-employed salesman who likes to think of himself as an entrepreneur.

• He sells his products and services, employs two people, works hard, and pays the bills.
• He belongs to the local Chamber of Commerce and a service club and pays for T shirts with his business name on them, which he gives to the local baseball club.
• His market is limited to certain people within a certain geographic area, he has a 16% net profit margin, and his competition forces his prices down, which directly affects his bottom line.
• He finds himself spending more on advertising for less return, and he has less time than ever before.
• He is affected by the weather, the economy, the interest rate, and business trends.
• He works harder for less, and as he gets older he finds he has less energy, less patience, and less security.

Sally is a Joint Venture Broker.

• She is a real entrepreneur with no overhead except her computer connection and  telephone, and she runs her entire business in two hours a day.
• She has Joint Venture partners around the world and she can easily add additional income, all of which is 100% profit.
• She has a portable skill set which works anywhere in the world under any economic circumstances.
• She is involved in different industries, so she doesn’t experience the usual ups and downs during busy or quiet times – her cash flow is regular, being residual income spread over different industries in different geographical areas.
• She has a very low risk, high return business, and she sleeps well at night as she becomes increasingly more wealthy.

Who Would You Rather Be?

Douglas has all his eggs in one proverbial basket.  He works harder and harder for less and less and is impacted by things beyond his control. He worries about losing his customers, the competition, being incapacitated and unable to work, the economy, and local politics. He is at risk, and he knows it. Sally easily increases her profits, diversifies at will, and has no inventory, employees, overhead, advertising or marketing budget or capital investment. She has both time and money, freedom, and fun. She is in control of her own life and time.

Joint Ventures Can Profit Anyone Further

Douglas could use Joint Ventures to double his profits in short order with no cost or risk, reduce his risk and overhead, and create more time freedom. Or he could just continue the way he’s going… Sally can increase her net profit quickly by simply enhancing her existing Joint Ventures and adding more. Both these entrepreneurs can dramatically improve upon their situations with the magic and power of Joint Ventures.

Men generally avoid clothes shopping, especially when a beady female eye is watching one’s every move. I steeled myself for months to venture out to buy a new belt and a pair of new shoes, and finally, bravely, hit Parc Royale in West Vancouver with Rika yesterday, warning her to keep a safe distance.

I had flounced petulantly out of three or four shops where brain dead mercenaries with no taste posing as salespeople had narrowly escaped my wrath, when Rika kindly pointed me at Ingledews. I braced myself and marched in, only to saunter out 30 minutes later with beautiful Italian shoes and belt, grinning from ear to ear, one’s querulous disposition gone and miraculously replaced with an urgent need for steak at the Keg. The long-suffering Rika breathed a sigh of relief, remarking, “Good salesman.” Not quite, one mused.

The “Good Salesman”

Yon salesman was an expert in shoes and all things pedalic / orthopedic / related to one’s sometime weary hooves; he understood his trade. He was well versed in the width, manufacture, quality, history, and application of the shoes he sold and the shoes sold by others. He had, as it were, done his homework for close to twenty years. One might be tempted to utter, “The boy understands shoes.” He didn’t have to sell; I had to discipline myself not to buy several pairs. He didn’t have to persuade, and price was never an issue. The only difference between the $500 pair and the $350 pair was the level of fit and comfort. One was so chirpy that one almost succumbed to the latest style instead of sticking with the conservative.

My point is…

…that when you package and present a Joint Venture well to the right people, with sufficient incentive and shared value, there’s an easy transition into the alliance. If you have to sell the deal, it’s probably not a good fit, with a predictably limited lifespan and and a few uncomfortable and pricey bunions arising in short order. One will have to endure a sour taste in the kisser, and the relationship might never be quite as rosy again. People might choose to meander along the other side of the street, meticulously examining storefront displays when they see you coming – not ideal. No. By taking the time to put together a juicy, well planned, and liberally oiled Joint Venture, and then being selective in one’s choice of Joint Venture partners, you can expect to see an easy flow.

Orrin Hudson teaches that chess is a metaphor for life; one’s moves in life determine the consequences. “Chess trains you to do what works – learn from champions,” he says.

“When you make smart moves in life, you get smart results. Success leaves clues.”

Hudson continues, “The chess board is a great neutralizer – everyone has the same opportunities. Make good choices. Play to win. Chess is a level playing field, and we all have all we need to win the game. The only thing that determines your success is your mind, so get your head in the game.” He teaches kids to play chess and uses it to teach them life skills.

If You Want to Learn Chess, ONLY study with a TRUE Master

In chess, we learn that patience, focus, and good decisions have consequences, and the same goes for business. Learn chess from a chess master. And learn business from someone who actually makes money. I was referred to someone recently who has a very impressive website that makes him look like a business guru par excellence. I was very impressed with his resume and the testimonials on his site, however I know from personal experience that this man doesn’t have two cents to rub together. Yet, he is teaching people how to make money in business! The blind leading the blind, very common on the Internet, where losers can pose as experts.

Think Ahead to Maximize Future Results

Every move you make in business has a long term consequence: every relationship, every deal, and every phone call. The right strategy, decisions, choices, and people will determine who wins and who loses. Chess is about the right pieces / players doing the right things / making the right moves in relation to others. Joint Ventures is very much like a chess game, where we all win or lose based on having relationships with people who are making good moves. Think about where you are on the chess board of business and life before making your next move.