Are you tired of hearing yourself say things like, “I just don’t have enough time,” or “It feels like I worked all day and got nothing done?”

These things can be signs that you are being distracted. In today’s digital world, it is common for distractions to keep us from getting at the things we want to accomplish. In fact, it is possible that we are being encouraged to accept getting distracted as part of normal daily life. Do you ever turn off your phone? Or do you leave it on just in case—just in case you get the message you have been waiting for?

Measuring Distraction 

After examining some of the research on distraction, I learned that the amount of time spent being distracted is measured in several interesting ways. The amount of time we spend in sustained activity is measured in two performance factors: accuracy and kindness.  Distractions can and do affect both of these measurements. Researchers are also interested in learning when we recapture focus and attention on a task after a distraction.

What is Distraction?

A distraction can be something like glancing over to check your phone to see what’s happening now on your Twitter feed or seeing if you have a reply from a friend. A distraction can be an interruption from your phone or a knock at your door. In short, a distraction takes your mind away from the task at hand.

Does Getting Distracted Matter to Your Productivity?

Are you engaged in tasks that demand intense thought? Is your speed at performing a task or how much time you spend on the task factor into your productivity? I didn’t want to believe what you were about to read. According to research at the University of California, getting yourself back on track with a task that requires your full attention after being interrupted takes just over 23 minutes. This finding suggests that even a few distractions can set you back a whole hour or more at the end of a day.

This study also concluded that distracted or interrupted people tend to work faster to meet benchmarks and deadlines, but working faster with interruptions may come with costs.  It found frequently interrupted people experience workload-related stressors, frustration, and pressure.

Before you disagree with the amount of time lost due to interruption and change of focus, another online article said it took about 25 minutes to get re-focused. It went on to say that our current attention span is about 11 minutes. How long can you stay focused on a task? How long does it take you to get back into the groove?

Is Our Attention Span Changing?

I next went to find out more about our attention span these days. I had read that note that even a goldfish had a longer attention span than a human. Really? Reports vary. One article said our attention span has dwindled to about five minutes from 12 minutes ten years ago. I encourage you to monitor your own situation. If you are a parent working from home, interruptions may be the order of your daytime hours, and you may choose to get your work done after the children are in bed.

What if We Classified Attention Span as Purpose?

What if you are bored? Does your level of interest play a part? The amount of time you focus on doing a jigsaw puzzle in a single sitting might have no relation to the amount of time you spend focusing on what is said at the weekly office meeting, reading an engaging book or answering your email. And sometimes, we divide our attention between two things, such as what’s happening in the kitchen and what is being reported on television. So some factors influence sustained attention, and there are situations where our focus shifts and alternates our attention between two activities.

Does it Matter if We Get Distracted?

What do we value most when it comes to paying attention or focusing on the task at hand? Would that be:

• sustained attention?
• the ability to be interrupted and get back to home base?
• the ability to shift attention with accuracy?
• the ability to make the best choice about where attention should be directed and ignore everything else?

What do you value being able to do?

Avoiding Distractions

If you are feeling frustrated about not getting your work done or that you can’t keep your mind on your work, here are three distractions that you should avoid:

• Avoid constantly checking your email. How would your work life be different if you only checked your messages once an hour or twice a day? Checking those pings on your smartphone and impatiently checking your inbox takes you away from your intended activity. And avoid your email immediately after you wake up each morning. Let your brain remain calm.
• Avoid performing Drive-By Reading (DBR). Skimming text is not DBR. Skimming is an activity you perform with your eyes to locate the thing you are looking for with a quick visual examination. I define DBR as fishing where you are looking for something that captures your attention. DBR can have you bouncing from topic to topic as you navigate down many Internet rabbit holes exploring URL after URL without going too deep. Mere seconds will do. Some call investigating rabbit holes surfing. It’s not okay to do when it replaces the time you could otherwise spend on your intended activity. Furthermore, going slow has a better chance of capturing and sustaining your attention with focus than speed.
• Avoid doing two things at once. Is it really possible to do two things at once? Probably not. You are likely moving back and forth from one activity to the other. Even listening and writing has your attention divided between the two activities so you move quickly from one to the other. You may feel better about your outcome if you choose one, finish it, and start the next.

Who might care if you can hold your attention on a thought or a task?  You might be saying, “Does it matter? I get stuff done, don’t I?” Persons who are unsupervised while working, for instance, in remote or hybrid positions of employment, may find themselves wanting to log their own activities and assess their own work behaviors to determine if distractions are occurring and, if so, at what frequency.

Distractions do cost. The more you continue to allow yourself to be distracted, the more likely it is that you will experience feelings of frustration for not getting done what you intended to get done. Managing distractions is a crucial aspect of choosing the things you spend your time on. You can’t buy back time spent, so make conscious choices.

Will you stick to your priority or choose to monitor the pings and dig rabbit holes? I invite you to challenge yourself to extend your attention span and limit distractions.

__________________

Resources:

Keefe, Rose. “How to Get Back on Track When You Get Distracted.” Last updated 13 September 2022. Web. 20 March 2023

Mark, Gloria et al. “The Cost of Interrupted Work: More Speed and Stress.” Microsoft Word – chi1038-mark.doc. Web. 20 March 2023

Plumridge, Nicole. “Is the internet destroying our attention span?” 3 January 2020. Web, 20 March 2023

Donna Dahl is an author, executive empowerment coach and speaker. Through her proven system, she helps leaders develop strategies for self-mastery and confidence in their own inner guidance systems. She skillfully and collaboratively draws out their strengths, resources, barriers, and goals. Her thought leadership in developing solutions is based on sound research, effective practice, and findings in neuroscience. She says, “How useful is what I do? As someone with a reputation for keeping current on best practices and thinking outside the box to create new ideas, even a single conversation with me to explore your needs could make a difference. Let’s chat.”

Check out her profile at https://www.linkedin.com/in/donnadahl/

Diving Into the Operations Manual

The operation manual is the heart of a business and one of the most critical steps for compliance, legislation, streamlining, increasing efficiency, marketing effectively, developing a growth plan, and saving money and time. But it should never be condescending, complicated, dull, or vague.

What is Included

When developing your Operations Manual consider including the following important business needs as it improves your marketing, assists with obtaining financing, trouble shoots and streamlines your business, simplifies onboarding, identifies your document and email hierarchy and more.

• Mission Statement - It should be emotionally stirring, communicates why, is memorable, is surprising, actionable, specific, and can be spoken in one or two sentences.
• Vision Statement - Needs to be clear, concise, realistic, inspiring, not too broad, and one or two sentences.
• Core Values - Used to align your business policies, hiring practices, and vision plan.
• Story - A well-done story gives consumers a compelling reason to buy from you.
• Organization Chart - Multi uses such as, revealing your document hierarchy and simplifying onboarding.
• Policies - Polices are a set of general guidelines that outline the organization’s plan for tackling issues. It also includes preventative practices and regulations.
• Processes - The processes include all the information to execute the task quickly and flawlessly.
• Job Descriptions - Job descriptions include role details and establish onboarding procedures such as which access is necessary. Having staff able to begin working the same day they start makes a difference.
• Vision Plan Action Steps - Consider including the business history and current status, products/services, unique features, risks and opportunities, goals and objectives within a time frame, action steps, and a contingency plan.

No Time to Get It Done?

There are professionals that work with you and your team who can get it done quickly, have the experience to ask the right questions, and know the best formats for your industry because without it, as your business grows there will be many problems that would not exist if you had the Operations Manual.

By Cheryl Erickson

“Challengers invite us to take giant steps long before we might ever become giants…Challengers invite us to explore possibilities and hold us accountable in the manifestation of our dreams.”  ~Donna Dahl

Have you ever accepted a challenge? Has someone ever dared you to take an action that you knew would make you feel uncomfortable—and you agreed to accept?

Conversely, have you ever challenged someone? Perhaps you wanted to find out who could run to the end of the block the fastest. Perhaps you bet your buddy that you could sign up more new recruits by the end of the day than he could. Perhaps your friend bet you that you could not go without a cup of coffee for an entire day.

Challenges don’t have to be big, formal things that score time on the evening news. Challenges simply ask you to stretch yourself beyond your normal comfort zone. Some will find that the stretching is downright scary. Fear could rush in and doubt could blanket the whole affair. Things could get frozen or stuck. Some will find that the stretching that comes with a challenge yields an adrenalin rush. The appearance of that rush may set off an appetite for more adrenalin rushes. And thus the search for more challenges begins.

Challengers can arrive at your doorstep in the form of mentors, coaches, teachers, peers, proteges, students, parents, children, bosses, superiors, co-workers, friends and more. Yes, challengers can motivate you to stretch but it is up to you to accept or deny the challenge. Trust counts. I doubt you would accept a challenge from someone for whom you didn’t hold a strong measure of regard. I doubt you would accept a challenge unless you believed you could succeed or make a difference.

Challenges don’t have to be issued by others. You can issue a challenge to yourself. People do this all the time. Think back to early January of any year. People the world over make countless New Year’s resolutions—resolutions that are never kept. Please don’t challenge yourself to do something for which you have small intentions to complete. That’s just setting yourself up for failure.

Setting foot into a challenge should have a sufficient measure of commitment to keep you in the game, so to speak. Your commitment should draw you in with hope for gain. It should not feel like the weight of a heavy burden is dragging you down.

The quote at the beginning of this article comes from my book based on Aesop’s Fable about the tortoise and the hare. The story is a delightful illustration of how beliefs influence achievement and how challenging circumstances can open doors.

As one example, I recently posted a challenge to people who lead meetings. I challenged them to consider ending meetings early, not monopolize the airtime, and end meetings no later than the appointed hour. Meeting management strategies such as these build trust and show respect for other people’s time. I challenge you to set an example with respect to managing the time set aside for your meetings.

I am not one to talk the talk without walking the walk. I was recently challenged to bring new life to my Tortoise Book. I admit it took me some time to give it thought but after saying yes to the challenge, I was in it to make it work. You will find a new look at Tortoise on a podcast with Greg Voisen interviewing me.

When all is said and done, challenges offer opportunities to make discoveries about personal strengths.

May you invite more challenges into your life and may you be open to the discoveries waiting to be revealed. May you discover the joy that having the faith to face those challenges bestows upon you.

By Donna Dahl

Donna Dahl is an author, master empowerment coach and speaker. She is a popular podcast guest and she is considered a thought leader. Her book, Lessons I Learned from the Tortoise, has received numerous 5-star ratings and is an excellent guide for leadership. Read more about this topic in the chapter entitled “Afterword.” Invite her to be your challenger in a discovery call.

The Five Stages of a Business

Formulation

In this stage, perform a brain dump about all you are doing, thinking, and planning about your business. You put together business plans, budgets, marketing plans, recruiting plans, economic forecasts, etc. You commit to paper everything you can think of about your business.

Concentration

Concentration is characterized by lots of energy and activity going out but little coming in. For every ten actions you take, only 1 produces a result. You’re not spinning your wheels because your actions are on purpose and designed to keep your business running. It’s just that you’re expending much energy with very little to show for it.

If you’ve ever had to jump-start a car by popping the clutch, you know what I mean about concentration. Remember how you got behind the car, which was at a dead standstill, and pushed and pushed with all your might, but the car barely moved?  You put out a lot of energy and hard work with minimal results. The car just barely began to roll forward. But then you entered Stage 3.

Momentum

Using our car analogy again, momentum is where you still apply energy and effort, but now you’re beginning to see results. The car is starting to move. It’s picking up steam. You’re still struggling, but the car is moving faster and faster, and it’s getting easier to push. Instead of 10 actions, momentum is now to produce one result, 7 to 1, 5 to 1, 3 to 1, and so on.

More phone calls are being returned, connections on Social Media increase and individuals are starting to recognize you. You’re putting out advertising, and more people are responding. You’re going on sales calls and closing more sales. You can feel the momentum building.

Stability

In this stage, your business has become fairly stable and predictable. You know that if you do certain things, customers will show up. Ads produce a steady stream of clients, cold calling or prospecting gets so much business, etc. If you go on x number of appointments, you’ll close y number of sales. Your conversion rates are steady and predictable. It’s one action out, one result in.

Breakthrough

If you reach this stage (and I say if because, in my experience, few businesses ever get here), your business takes off, often in unpredictable ways. The phone is ringing off the hook. Your seminars are filled to overflowing, and you’ve got so many client appointments you can’t keep track of them. In fact, you’re getting calls and leads from the proverbial “out of the blue.” Someone’s aunt’s brother’s cousin’s sister calls you, and you can’t even remember where you met the first person in the chain.

Business cards you left at someone’s office months ago fall into the hands of someone you don’t even know. They call wanting a meeting as you are the answer to all their problems. On some level, you could almost say you’ve got too much business. You must generate new structures and systems to handle and manage it. It’s almost like going back into formulation again because, in essence, you’ve got a totally new business different from the one you conceived back in Stage 1.

Overview

These stages are linear, and if you skip over one, you usually pay the price somewhere down the road.

If you don’t formulate and go into concentration, you’ve got a lot of activity but no direction or purpose. It’s random and ill-conceived.

If you don’t do the legwork of concentration, you’ll miss valuable learning experiences and insights that only come from hard work and perseverance.

I have occasionally seen clients in the real estate field go from momentum to breakthrough (a quick explosion of leads and appointments and listings and buyers). They get so wrapped up in servicing those clients that they stop prospecting and lead generating. Then when things calm down, and all those houses are sold, and buyers have found homes, there’s no business, and they must go back to concentration again, hitting the phones, walking their farm area, etc., and it takes them 2-3 months to get back to building a stable business. So be aware of following the model one stage at a time.

Brad Warren, Land Banking Consultant @ https://www.linkedin.com/in/bradleykwarren/

Brad Warren was a national and international speaker, author, seminar leader, and business coach.  He travelled to 19 foreign countries and 27 of the United States over the last 40 years, teaching a wide range of business courses, including time management, communication skills, lead generation, and negotiation skills.  

He's also coached over 500+ business owners on goal setting and accomplishment, business planning and implementation, and how to be more effective and productive. 

He is the 2014 recipient of the Bay East Association of Realtors Affiliate of the Year award and the author of Just Sold! The Real Estate Professionals Guide to Selling More in Less Time. 

He’s spoken at the National Association of Realtors 2016 and 2017 Annual Conventions on Time Block Your Way to Success with Less Stress! and he’s also certified to teacher.

The ONE Thing, based on the national best-seller of the same name by Gary Keller and Jay Papasan.  After 40+ years as a business coach, speaker, and trainer. Brad transitioned to a new career as a land banking consultant, helping patient investors build generational wealth by investing in land.

Brad Warren welcomes your calls to learn about land investment. LinkedIn

The subject of time management has been around for decades. Managers with a penchant for micro-managing people and projects were quick to adopt practices that required people to be accountable for their time on the job . . . every minute of it. Productivity could not be sacrificed because of a measurable lack of respect for the value of a single minute.

Historically Speaking

Time was when there were no clocks. Time was when people rose with the sun’s rising and retired with its setting. Time was when the original alarm clock was more organic than mechanical. The drinking of a large amount of water before retiring, for example, would encourage early rising due to the need to empty an overly full bladder.

Time was when North America entered its industrial revolution by manufacturing such items as automobiles. The large assembly plants required a workforce numbering in the hundreds and sometimes even the thousands. They punched in and out on a time-stamp clock to keep track of each employee's exact contribution of time. That timing apparatus was an invention that resulted from the need to monitor the precise time spent on shift for a large contingent of labourers without having a human do the record keeping. Work hours could then be calculated, and the workers paid accordingly.

Do We Manage Tasks and People, or Do We Manage Time?

To be clear . . . it is possible to manage people, and it is possible to manage tasks or the production of products, but it is simply not possible to manage time. Time continues with or without management. It does not stop. It cannot be slowed down or speeded up. It was not possible to set the time stamp clock back if someone was late for shift.

Time is time. It can be measured in terms of its passing as in the amount of time that has lapsed. We can describe what took place in that period of time, and we can report on whether or not we employed the time as planned. But time itself is not manageable.

What Can we Manage?

• We can set boundaries on the length of time we are willing to spend doing something.
• We can devote time to a hobby or to learning something new.
• We can estimate the amount of time that a task will take.
• We can choose the number of months or years to spend working before taking retirement or finding greener pastures. 
• We can make choices about how we spend the next hour.
• We can donate our time by volunteering or performing acts of kindness. We can give of our time in support of campaigning for a cause or caring for a loved one.
• We can share our time with family and friends.
• We can celebrate our wins when we accomplish what we set out to do. Those wins might have been attached to a timeline; thus, we may also celebrate the completion if accomplished within the targeted amount of time.

Does Time Have Monetary Value?

If time did not have value, there might not be any such thing as an hourly wage or an estimated return on investment over time.

Is your time for sale? If you are being paid for your time, are you more easily motivated? Perhaps your time may be purchased as in contracting for your services with a payment agreement.

We can record our use of time by keeping a log and determining our hourly worth.

Spending Time Investing in Ourselves

Is there something you have wanted to learn? Taking classes is one way to invest in yourself, whether you are enriching your mind or expanding your skill set. Hiring a coach, watching how-to videos, and reading books are other ways to invest in your abilities and grow your knowledge.

Is it okay to squeeze the life out of every working minute of every day? Perhaps. However, using a portion of your time for leisure and recreation, too, can prove to be a valuable investment in your physical and mental health.

Active or Passive? 

Our time may be spent passively or actively. We can be bystanders or participants. We can be engaged physically or mentally, or both. Our level of engagement can vary. We can be present as silent observers or as active listeners without contributing a single word. We can partake in the discussion by asking questions and sharing information. Regardless of your participation, time will not be put on hold.

But Time Management?

It’s not about managing our time. It’s about setting our priorities. Prioritize. Decide what’s important. What needs to get done today? Now?

We can rent out our time. We can save time when we package activities. And certain projects can be completed faster with the right equipment rather than doing them by hand. That can save time, too.

How About Managing Your Use of Time?

I am reminded of the question, “What is the best use of your time right now?” Is that making a phone call to a friend or taking a nap? You get to decide.

You are the manager—the decisionmaker—regarding how you use your time. Is it necessary to have something to show for every minute and even every second of your time? Maybe so if you are a gamer testing a new avatar for release by a deadline or engineering the launch of a rocket within a window of good weather. Maybe your income per minute matters if your return-on-investment increases with every additional product you can manufacture in an hour.  Seconds can matter in the saving of a life. Fortunately, not every decision about the use of time is a life-or-death situation or threatens failure.

Making Changes

What are your priorities for the use of your time in the coming year? Will you read more? Will you play more? Will you start a new project? Will you be more physically active?

Will you pare down your “Things To Do” list or make it longer? I am reminded of the book The One Thing by Gary Keller and Jay Papasan. What is the one thing that, if you get it done today, will make everything else you do today a bonus? You might even try making a Things-To-Do list in reverse by writing down all the things you did today rather than building the list before the fact.

Time is a Gift

Time is a gift. We have but to decide what we do with it. We can choose to set priorities for our time week by week, day by day, or hour by hour. We can even schedule our time by the minute. We can choose how we will spend it and then carry out our plan.

Yes, time is a gift. It is passing by now as you read this article. It cannot be replaced or substituted. May you take command of your choices, and may your choices bring you satisfaction and fulfillment.

Donna Dahl, M. Ed., is more than an empowerment coach. She is a leading executive strategist and catalyst for change, working with leaders, teams, employees, and entrepreneurs. Through her neuroscience-based approach, she is well-poised to disseminate skill development, empowerment, and engagement. Her award-winning track record speaks for itself. She is the author of Lessons I Learned from the Tortoise, a five-star rated book designed to gently challenge the reader to consider a change. She welcomes opportunities to discuss your challenges. Check out her profile at https://www.linkedin.com/in/donnadahl/

Have you ever wondered what it would feel like to be an author?

Do you have a story to tell? …a story to pass on to future generations?

Does the thought of writing a book feel a little scary?

What if you don’t tell your story?

Is there someone else who would tell your story for you? Or will it leave with you when you leave? Perhaps your story can shed light on an event that, if told from your perspective, could change how we view it. Maybe you have a story told to you by your mother as her mother passed it down. Is it your turn to pass the story along? If you don’t share the story, will the sharing of the story stop with you?

Where do stories come from? Think about stories that originate with Grandma’s recipe books, papa’s bedtime stories, your father’s memoirs, your journey in search of uncovering a hidden truth, or the novel you started to write in your teens, and it is still in that old shoe box.

Your audience can be any age group speaking in any language on any continent.

Think about all the books you have read throughout your lifetime. What if the authors had never written them?

Is there room in the world for your story?

Do you think that your story may not be important? How important is a story? A story can change lives.

Are there stories you read as a child that still stand out in your memory today? Whether you grew up with Dr. Seuss books or Superman comic books, the fact that someone took the time to create characters and share them with you in print offered entertainment that you could capture over and over again. All you had to do was open the book and enter their world. Taking a giant step forward in time, we meet Harry Potter, for one, and Shrek, for another. And there has been an assortment of memorable characters between then and now, not to mention the thousands of movies with stories to tell.

Whether you are young or younger, whether you feel good about your writing or not, whether your story is fiction or nonfiction and whether you can write a sentence or not, your story matters. There are so many ways today to address any shortcomings you may think you have when it comes to getting your story out there.

Is there room in the world for your story? Why wouldn’t there be room?

Does your book have to be a story?

Your book can be fiction or non-fiction. It can be as a story or as wisdom shared or as lessons learned. One of the books that I had fun writing was Lessons I Learned from the Tortoise. I am a huge fan of Aesop’s fable about the tortoise and the hare. It is so incredibly rich with metaphors. The lessons I culled from that original story will apply for centuries to come.

May I challenge you?

Do you feel called to write? I will not challenge you to a seven-day writing exercise or one of those 50,000 words in a month marathon, but I will challenge you to consider the potential importance of the influence of your words.

What helps? Feeling inspired to write. I want you to bring the full weight of your enthusiasm to the project.

There are many who thirst for new knowledge or for the next best-selling fictional thriller by a favourite author. Could that author-in-demand be you?

I often hear words from writers who want to be authors: "I have no idea where to start.” Working with a reputable manuscript coach eliminates the guesswork and gets you on track to write with purpose and by design.

If you have a business, you should have a book. It gives you credibility. It gives you authority. Taking the time to write the book speaks to the level of commitment you are prepared to make to see a project through.

Having your own book makes a difference. How do I know? I launched my business with the release of my first book.

How important is it for you to have your own book? What would having your own book do for you?

Donna Dahl, M. Ed., is more than an empowerment coach. She is a leading executive strategist and catalyst for change, working with leaders, teams, employees, and entrepreneurs. Through her neuroscience-based approach, she is well-poised to disseminate skill development, empowerment, and engagement. Her award-winning track record speaks for itself. She is the author of Lessons I Learned from the Tortoise, a five-star rated book designed to gently challenge the reader to consider a change. She welcomes opportunities to discuss your challenges. Check out her profile at https://www.linkedin.com/in/donnadahl/

Should you have a coach? You are looking for answers, but the canvas before you is blank.

It would help to know if working with a coach would help you get to where you want to go with more speed and less angst . . . with more skill and less guesswork. You have never hired a coach before. Why not? Could having a coach make a difference?

Do you have a family doctor? A dentist? A favourite automotive repair shop? An alterations expert? A florist? You may even want a family jeweller equipped to appraise your valuables.

We build our personal community of relationships with individuals whom we count on to be dependably available and consistently reliable. These are people we have taken the time to get to know. Their track record of performance with us tells us we can trust them.

And if you are adding a coach to your list of human resources, here is a set of questions that you might want to ask when interviewing a coach to work with you:

1. What are your qualifications as a coach? While qualifications matter to some, track records may be more relevant. What you seek is a match that connects the coach’s expertise with the skills you need.
2. How long have you been coaching? Just as you may not want to be someone’s first date, you may not want to be someone’s first client. If you are looking for a client with a history of success, ask the question.
3. Who is your preferred client? This question will help you determine if you are a fit for this coach. It does not mean that what you are looking for is on the list of good fits, but it will give a picture related to professional alignment.
4. Tell me your favourite success story. Watch to see if the candidate’s face lights up or if they shuffle in apparent discomfort. Listen to the content. Is there a sense of excitement or a feeling of accomplishment present? Do you feel drawn into the story?
5. Describe the coaching system you use and why it works. You want to find out if you will be sent to watch a suite of videos complete with workbook pages to fill out or, secondly, if you will be taken through a guided step-by-step system over several months or, thirdly, if you will begin from where you are coming from in an attempt to solve the problems you want to solve now without the months of study.
6. How much time should I invest when working with you as my coach? You want to find out more about your length of commitment. Are you prepared to spend three months in weekly sessions or a year in monthly sessions? It would help if you did an analysis of your calendar scheduling practices to determine if you have, for instance, every Tuesday morning at 8 am to have a meeting with your coach. Are evenings better for you? What about weekends?
7. Is there someone with whom I could speak about their coaching experience with you? Speaking with a previous client might be more reassuring than reading the recommendations and testimonials on the internet.

You oversee your growth as an entrepreneur, a solopreneur, a leader, a member of the C-Suite, a manager, or an employee. When it comes to your personal and professional development, the choice is yours. You get to choose how, where and when you map your own journey and follow it through to its destination.

The important thing to remember with coaches is that one size does not fit all, and while some coaches will be able to tick a lot of boxes for you, no one knows everything. Choose a coach from an area where you want to focus. Ask the pointed questions. You should be coached in the realm of finance or grant writing in the first quarter of the year and then move to improve your elevator pitch and your self-promotion skills in the next quarter.

In this changing world, is it time to take your leadership . . . your work life . . .  your business enterprise . . . in a new direction? While the world may be changing rapidly and uncontrollably, consulting a coach, even periodically, may keep your enthusiasm for what you do alive and well.

Is it time to hire a coach?

Here are the Five Remaining Tips for You to Become a Pro Networker

As much as there's a lot of leeway and forgiveness with people online these days, it is still best to have a professional background. This doesn't mean you have to go to the expense of buying a green screen and professional set-up.  However, there's nothing more distracting than watching somebody appear and disappear as they talk using a background without a green screen.

You can have a professional environment by making sure whatever is in the field of vision looks tidy and professional.  This does not include an unmade bed (or any bed, really), a bathroom, or roommates walking around in their underwear. A good rule of thumb is that if you had a brick-and-mortar location and wouldn't show it in your front window, you probably shouldn't be showing that in your online window.  Another alternative is to blur your background.  Keep it professional!

Be Courteous Do Your Fellow Members

Just because the people in the room are not your ideal client doesn't mean you can stop listening or leave. I have seen somebody leave a networking breakout room for whatever reason and say nothing. If you have a valid reason to leave, apologize and let the group know why you are dropping off.  If you don't have an opening to let them know verbally, then put it in the chat.  When you leave without notice, all that says is, "you're not important to me," which is downright rude.

Dress Professionally, Dress for Success!

Things have become more casual online. Dress based on the event that you are attending.  If it is a casual drink over Zoom with family or friends, that's very different from a business meeting or a networking group.  Your attire should reflect the image you want to convey for that meeting.  I don't think anyone is attending meetings in Pajamas anymore, but a halter top or bathing suit may not be appropriate unless you promote a beach getaway.  I'm not saying you should wear a suit but be mindful of your audience.  If you want to be seen as an expert, you should dress like one (at least on the top that can be seen).

Be Sincere

I have been in some networking groups where after people give their elevator pitches or presentations, people clap.  As for the elevator pitch or introduction, I don't clap as a rule.  To me, it feels phony, not genuine. I will clap for a presentation even if the information wasn't relevant to me.  At the end of the day, be sincere and true to yourself.  If it feels right, do it. If it feels forced, don't. 

Develop a Relationship

Networking is all about developing a relationship whether you're face to face or on screen.  I wouldn't suggest this demands you attend a meeting every week or every meeting necessarily, but it is necessary to show consistency so that people get to know, like, and trust you. Determine what that frequency is for you.  You'll know you are developing relationships as people start recognizing you in the group.

Bonus Tip!

One key thing that will help you with networking is to ensure you have your contact information and short write-up ready to copy and paste into the chat window so that you're not trying to type in the chat.  It should contain your full name, company name, contact information, and social media links, including "https://" so people can click on it in the chat, and it will open in their browser.

Keep in mind you may need to revise your information based on each group's requirements, but if you have it saved on a Google or Word Doc or Google Keep, you will be able to change it quickly and easily. 

Discover how to effectively utilize Google Keep.

If you're able to implement one or two of these tips, I'm sure you'll see a difference in how your networking is received by your audience, taking you from being a networking virgin to a pro.

IF YOU MISSED PART – 1, FIND IT AT HTTPS://THECIBN.COM/NETWORK-PRO-PART1/

Overall, health and fitness always played a part in Michelle’s life and continue to be part of her consulting approach today, differentiating her from others in the industry. Michelle guides business owners to develop a self-sustaining business, generate more revenue, and take back time to do things that excite them!

Raised by a strong, independent single mother, Michelle’s vision and values were instilled early. Michelle’s entrepreneurial journey started in the 90s in event planning and speaking. In addition to Michelle’s over 30-year Corporate career in Media, Logistics and Financial Services, her passions shaped Michelle’s experience, providing innumerable opportunities to give back as a volunteer.

Passionate about making a difference, Michelle is on a philanthropic foundation, “Board of Advisors,” building sustainable schools in developing countries and supporting Digital Samurai’s efforts, an entrepreneur focused on reducing youth unemployment in Africa through apprenticeships.

Michelle’s 35 years as an Account Executive spanned credit card processing and financial services, transportation, logistics, media, and consulting, with many projects including managing consultative alliances, live event management, and sales team leadership. In 2021 Michelle completed Wardell International Advisor training and had recently undertaken S.O.S. Sales Objection System group training with renowned trainer Joe Marcoux. Her career and entrepreneurial ambitions have taken Michelle outside Canada, providing extensive experience in multiple markets in North America and beyond.

You can find Michelle Ricketts on LinkedIn at https://linkedin.com/in/michellericketts 

Networking is not a new way to meet. It’s been around for decades, but it's not for the faint of heart. There is some work involved. Originally face-to-face with a bunch of strangers in a room where one or two people would start to mingle and chat, like a high school dance, there were wallflowers.  Some people would be handing out business cards, everybody was trying to convey what they do, who they are, and where they're from.  Some were only there to meet new people, others to make connections, and then there was a misguided few who thought they would have a client jump out in front of them.

Whatever networking looked like changed in 2020. Groups moved online, others like CIBN were already there, and new ones popped up; the networking game changed. CIBN had face-to-face networking for years and went online almost three years before it became the place to be.  For networking group attendees, it was now about learning how to engage through a computer screen or phone. It was figuring out what to say and how to say it; everyone had to transition. 

Pros moved seamlessly from face-to-face to on-screen.   Others continue to struggle even years later.  My record in one week, at the start of 2020, was 16 networking events as I tried different options to find which worked for me. Along with CIBN, I now do a few weekly networking events with groups that have added value for me, and I am bringing value to them.

Networking isn't throwing “you know what” at the wall and seeing what sticks. It should be a plan in your marketing strategy. We only have so many hours in the day, make sure that they're used effectively.

Networking should be about more give than take. It isn't about expecting to find clients. Not to say you won't, but if your sole purpose of attending networking events is to find clients, you may be sorely disappointed.  What networking can do for you is provide an avenue to make new connections who move in the same circles as your clients or make great connections that can become strategic partners for your business.

Here are Five of the Ten Tips for You to Become a Pro Networker

Prepare Your Introduction and Practice It

You shouldn't be fumbling and humming and hawing when you tell people about what you do.  If you don't have confidence in what you're saying, they will not see you as an expert. Prepare what you were going to say ahead of time.  Write it out and practice it in front of a mirror and record yourself. Repetition is how you will obtain comfort in delivering your pitch.  Remember, practice makes perfect. Your words should slide off your tongue with ease every time.

Focus on One Thing

Don't try to be all things to all people.  People won't remember what you're saying, and there is no value for your listeners.  Pick one thing you want to discuss at each meeting and deliver that. You can create pitches for different areas of your business or expertise but don't try to deliver them all at once.

Layer Your Pitch

Networking events and breakout room time slots could be 30 seconds, 1 minute or 2 minutes. You will not be able to deliver the same information at every meeting.  Create stacking or layering of your details. Start with a 30-second delivery of the most important information, then add additional information depending on the group. When I'm in a group that only allows for my name and what I do, I start with this.

"Hello, I'm Michelle Ricketts, I am a business consultant in Vancouver, Canada, but I work with clients globally.  I guide entrepreneurs to scale their business, with a strong foundation, to become self-sustaining".

Then when I have more time in another group, I can add on or layer.

"...I work with individuals or in group training.  We start with a Business Strength Test to see where they are today"..., and so on, you get the idea.

Being able to stack or add additional elements to your pitch will ensure you are ready for whatever time frame you're offered and not sell yourself short when you have more time.

Paint a Picture for Your Listener

Don't ramble off a list of things you do, people like stories. Incorporate what you do into a story around your business or client experience, which will resonate with your audience. Paint a picture, this may put someone they know in view as a potential client for you.

Don't Expect to Land a Client

You may be fortunate enough to meet a client through a networking event, but it is more likely that you will meet someone who knows a potential client. When you realize the person in the meeting or breakout group is not a client, don't dismiss them. Stay engaged. You never know whom they know.  Treat everyone as if they are referral partners.

Join Michelle Ricketts next week as she continues to provide excellent information on how to make the most out of networking. https://thecibn.com/networking-pro-part-2/

Overall, health and fitness always played a part in Michelle’s life and continue to be part of her consulting approach today, differentiating her from others in the industry. Michelle guides business owners to develop a self-sustaining business, generate more revenue, and take back time to do things that excite them!

Raised by a strong, independent single mother, Michelle’s vision and values were instilled early. Michelle’s entrepreneurial journey started in the 90s in event planning and speaking. In addition to Michelle’s over 30-year Corporate career in Media, Logistics and Financial Services, her passions shaped Michelle’s experience, providing innumerable opportunities to give back as a volunteer.

Passionate about making a difference, Michelle is on a philanthropic foundation, “Board of Advisors,” building sustainable schools in developing countries and supporting Digital Samurai’s efforts, an entrepreneur focused on reducing youth unemployment in Africa through apprenticeships.

Michelle’s 35 years as an Account Executive spanned credit card processing and financial services, transportation, logistics, media, and consulting, with many projects including managing consultative alliances, live event management, and sales team leadership. In 2021 Michelle completed Wardell International Advisor training and had recently undertaken S.O.S. Sales Objection System group training with renowned trainer Joe Marcoux. Her career and entrepreneurial ambitions have taken Michelle outside Canada, providing extensive experience in multiple markets in North America and beyond.

You can find Michelle Ricketts on LinkedIn at https://linkedin.com/in/michellericketts 

There is Ground School for pilots in training, so could there be Ground School for geese? Is there even such a thing?

I enjoy being a student of the unexpected. I never know where the next gem of insight will show up. What I am about to share with you is something I learned on the fly . . .  pardon the pun.

I have learned that being open to the gifts that may arrive suddenly and by surprise provides space for opportunities to present themselves. On this particular occasion, I found myself drawn to watch the activity of a group of young geese.

I was having a game of golf and at the fifth hole was a pond of water longer than it was wide. I could not help but notice the considerable number of geese in the water.

“That’s rather odd,” I thought to myself. This did not look like one of those times when the parents of this year’s goslings were out for a swim with their brood. It appeared that all the geese, save for one, looked to be about the same size and likely about the same age.

After a little study, I noted that this was a flock of young geese appearing to be swimming in unison . . . well . . . more or less in unison . . . moving across the length of water. Some of the geese were fast, some were slow, and some needed extra time to get upright in the water after performing unintended head-over-heel style flips. Sound interesting? The synchrony of the geese swimming together . . . or trying to…caught our attention so much so that we joined the pairs of spectator geese that had now gathered around the pond, and we watched.

Without warning and without so much as a whisper, something interrupted the geese in the water. The geese began to gather at one end of the pond and then began to make their way across the pond to the other end. They appeared to be following an older lead goose and imitating what the lead goose was doing.

When moving in one direction, they seemed to be floating like hovercraft without moving their wings or creating a ripple in the water. When they arrived at the pond’s edge, some would simply turn around in preparation to go back the way they came. Some would attempt underwater somersaults . . . where . . . more often than not . . . they would tip over sideways, scrambling to keep their bodies upright with their feet in the water. It was funny to watch them trying to carve out a space for themselves . . . not unlike trying to make a space for yourself in a crowded tai chi class.

When the geese were in position in the water and comfortably separated back at the original end of the pond, the leader began flapping his wings and making noise until they were all following along. Then the class began to move across the water with feet propelling them as though they were getting ready to walk on water. When the lead goose reached the other end of the pond, the flapping stopped. The bodies of the goslings settled into the water as they simultaneously turned around and headed back to the other side of the pond in preparation to repeat the exercise. This carried on several times.

From where I was standing, it felt like I was on the observation deck during Goose Ground School training exercises. After all, a few minutes of distraction from playing golf couldn’t hurt.

It became apparent that there was only one explanation for what we saw. This had to be Goose Ground School. The geese born this year were being groomed for their long-haul flight. They were being trained in important goose migration skills like formation take-off, wind-direction assessment and wing muscle-mass development. When the instructor goose leading the pack thought the students had had enough practice for one day, flight class abruptly ended with all the young geese stepping out of the water to join their parents for grazing snacks.

I wish I had had my phone with me so I could have recorded the whole event. How many times have you said, “I wish I had . . .” or “I wish I would have . . .?”

It takes a particular mindset to be open to observing the gift or receiving the information that appears in only that one single moment. Being able to attend a lesson at Goose Ground School that day was an unexpected pleasure. No one minded that we took a few extra minutes at Hole Five to savor the sight.

What does Goose Ground School have to do with getting your business off the ground? For me, it all boils down to an attitude of being open to receiving unexpected gifts that may show up from time to time. Sometimes those gifts are in the form of opportunities happening right before our eyes. We have but to pay attention.

Opportunities to do business are everywhere. Sometimes you simply have to get in the water. Sometimes you have to take flight lessons to get your business off the ground . . . and sometimes you find ways to delegate certain tasks to others who are experts at what they do and who can lighten your load.

Sometimes in business and in life . . . that’s all it takes . . . a consultant, an expert, a teacher, a mentor, a coach—someone who will share their experience and enrich our abilities to take advantage of life’s unexpected gifts and achieve success.

By Donna Dahl

Donna Dahl, M. Ed., MNLP, is a leading executive strategist and catalyst for change. Through her neuroscience-based coaching, she is well-poised to disseminate skill development, empowerment, and engagement. Donna has an award-winning track record, and she is the author of Lessons I Learned from the Tortoise, a five-star rated book designed to challenge the reader to consider mindful change.  She welcomes discovery calls.