這讓我們想到了第七點，用優秀的人包圍自己。拿起這本書《Who’s In Your Room?》我在一年前寫了這本書 這是一本關於你身邊的人的書，是一本很好的書。我希望我有那本書--我希望有人寫了那本書，我在1985年讀了這本書，當時我開始做BNI，因為它們是我在與合適的人一起環繞著自己的經驗教訓。拿起一本《Who’s In Your Room?》
For an expanded version of the material in this episode, check out the two one-hour webinars for Module 18 of Ivan’s Inner Circle.
BNI has had 35 years of consecutive growth. This was partly because they have a great concept, but also because of the strategies Dr. Misner used to take BNI from Garage to Global®.
In this week’s episode, Dr. Misner shares 12 lessons he’s learned on this path.
Learn to work on your business, not just in your business. (Read The E-Myth by Michael Gerber if you’re not familiar with this concept.)
Create systems, write everything down, and teach people what you’ve written down.
Reverse-engineer your goals. If you have a goal for the end of the year, where do you need to be at the end of each month between January and December.
Delegate. You have to delegate both responsibility and authority. Everyone you delegate should have 95% authority in that position.
Know your numbers. Get daily reports on your key success factors, and get as granular as possible.
Do six things a thousand times, not a thousand things six times. For BNI, it’s adding members, adding chapters, filling chapters, and telling stories. Be a dog with a bone. Persistence is a superpower.
Ignorance on fire is better than knowledge on ice. As a new business, you can’t afford to hire knowledge on fire. Hire people with a great attitude and teach them.
Culture eats strategy for breakfast. Create an amazing vision statement, know your core values, and create a great company culture. Start with your first employee.
Know your mission.
Work in your flame, not in your wax. Do the things you’re passionate about, and hire people to the stuff you hate doing.
Share a vision that everyone is striving towards. BNI has dominated its industry in almost every market for decades because of a shared vision and a shared implementation of that vision.
This episode is sponsored by Ivan’s Inner Circle. Become a founding member today!
Complete Transcript of Episode 641
Priscilla Rice Hello, everybody and welcome back to the official BNI podcast. I’m Priscilla Rice and I’m coming to you from Live Oak Recording Studio in Berkeley, California. And I’m joined on the phone today by founder and the Chief Visionary Officer of BNI, Dr. Ivan Misner. Hello, Ivan, how are you doing today?
Ivan Misner I am doing fantastic. It’s a great start of the year and I’m excited about what the this year will hold for us.
Priscilla Rice Great. Tell me a little bit about this episode title. “Garage to Global®.” What is that?
Ivan Misner Last week we talked about the big origin story, how BNI got started. And I mentioned that in December of 1985–I started BNI in January of 1985, and in December I reflected on the year and how it went. And I was really surprised at how BNI had really struck a chord in the business community. And that was the point at which I sat down and created a plan to scale BNI.
And so what I want to do today, I actually have a webinar and you mentioned that Ivan’s Inner Circle is the sponsor for the podcast and by the way, 100% of the proceeds from Ivan’s inner circle goes to the BNI Foundation–100% of the proceeds I receive go to the Foundation–and I did a very lengthy webinar series, I mean two one-hour webinars on this topic. So you’re going to get in 10 minutes, some of the stuff that I talk about in the two hours, but it’s available on Ivan’s Inner Circle.
I talk about the things that I wrote down that I didn’t necessarily learn in college that really helped me to scale BNI. And let’s talk about scaling BNI. We now have over 9000, over 9300 chapters in more than 70 countries.
But here’s the really amazing thing, Priscilla. We have 35 years of consecutive growth. There are not too many companies in the world that can say that they’ve not had one year of downward growth. 35 years of consecutive growth. In management theory that growth graph is what’s called a J curve. “J” like the letter J. It just goes up. And we have 35 years of consecutive growth in the organization.
I think it’s because of a great concept but it’s also about the strategy that we’ve used. And so I want to teach some of the lessons that I’ve learned in scaling my company. And just so you know, we plan on writing a book on this. I have a potential co-author. And we’re planning on writing a book, “How to Take Your Business from Garage to Global,” but let me give you some of the concepts. I hope to give you 12 concepts here if we have enough time
First, you have to learn how to work on your business, not in your business. If you have not read the book, The E-myth by Michael Gerber pick it up. It’s one of the first things I did right around that time was I read the E-myth and learned about working on the business not just in the business. You have to learn how to be an entrepreneur, which is different than knowing how to do something.
The second strategy that I employed was creating systems. You have to have systems processes, and then you have to write everything down–this is all part of the second one–to write every thing down. And then you have to teach people what you’ve written down. Because learning is a leaky bucket process, stuff leaks out, unless it’s written down and done consistently. That’s number two, create systems.
Number Three. We all know about creating goals. And I think goals are extremely important. But what we’re often not taught is the importance of reverse engineering your goals. So whatever goals you set, you have to reverse engineer those. So let’s say you’ve set a goal for this year, 2020. What you want to do is you want to reverse engineer that. Where do you want to be at the end of the year? Where do you want to be in November? Where do you want to be 10 months into the year, nine months into the year, eight months into the year, seven months into the year. You want to reverse engineer that month by month so that at the end of January, you look at your goal and compare it to actual, and that tells you right away, how are you doing? And what happens is people set goals and they’re, you know, four, five, six months into it and they say, “Oh, let me look at me look at my goals. Ooh, man, I’m way off.” And that’s way too late. And so reverse engineering your goals is a critical element of scaling your business.
Number Four: Delegate. Now, everyone talks about delegating. I’m going to give you two concepts in delegating, that you may or may not heard of. When you delegate you have to delegate not only responsibility, but authority. Delegate responsibility and authority. That means someone who is responsible, but they also have the authority to make the decisions. Now, people get worried that they’re going to make the wrong decision. I tell you now, don’t worry about that. They will make the wrong decision. And you just need to prepared to coach and guide them when that happens. Now a new person, you know, a learner, you don’t give them full authority, give them partial authority. But as they learn the job more and more and more, you give them more and more authority, so that everyone in every position should have like 95% authority on that position. And there’s a little piece that they got to come to you on. If you don’t do that everybody and their mother in your company is going to be coming to you asking what they should do. And as soon as that happens, it’s like throwing a monkey wrench into the gears of the scaling company. It doesn’t work. So delegate responsibility and authority.
Number Five: Know your numbers. No, seriously. Know your numbers. I can tell you on a daily basis, how many chapters we have any organization and how many members we haven’t in the organization, I get a daily report. For the number of chapters and the number of members. Now, you’ve got to get as granular as possible. If you’re a new business, you might not be able to get that report on a daily basis, but you should be able to get a weekly report on your numbers. Monthly, I think, is almost too long. You should at least have a weekly report. But as you grow and you get more employees, you should get a daily report. And the numbers you want to track are your key success factors. Your KSFs, or KPIs, key performance indicators, same thing, the key numbers that will determine whether you’re going in the right direction or the wrong direction. And you’ve got to know them cold, better than anyone else in the organization. That’s number five.
Number Six. You’ve heard me talk about this one, Priscilla. I’ve talked about it a lot. It’s I think, the biggest failure that most businesses have. You want to be successful in business, do six things 1000 times, not 1000 things six times I think businesses get caught up in what I call bright shiny object syndrome. They’re constantly chasing bright, shiny objects, instead of focusing on doing six things 1000 times, and by the way, it doesn’t have to be six, it can be five, it can be seven, you know, it’s a handful of things over and over and over again. In BNI, it’s what we call “three plus one.” It’s adding members, adding chapters, filling chapters and telling stories. Those are the key performance indicators for chapters. And engagement is a critical element for local chapters. So I would add engagement for a local chapter. So that’s a handful of things you got to do over and over and over again.
I have a superpower. Priscilla, would you like to know what my superpower?
Priscilla Rice Yeah, definitely.
Ivan Misner I’m a dog with a bone.
Priscilla Rice I’ve noticed.
Ivan Misner If I have any superpower at all, is persistence, and you’ve got to take your superpower whatever it is and put it to work. But one of the things that you got to be consistent with is persistence. If you do six things 1000 times, you are way more likely to be able to scale your company. And if you’re constantly chasing bright, shiny objects… Oftentimes entrepreneurs are the are the big thinkers. And so they keep coming up with ideas, which sends their employees scurrying all around trying to do different things. If you’re an idea person, rein it in a bit. Surround yourself with people who will help you rein it in, because it’s about doing six things a thousand times.
Which brings us to Number Seven, surround yourself with great people. Pick up the book, Who’s in Your Room? I wrote it in about a year ago. It’s a fantastic book about the people that you surround yourself with. I wish I had that book–I wish somebody else wrote that book and I read it in 1985, when I started BNI, because they’re the lessons I learned in surrounding myself with the right people. Pick up a copy of Who’s in Your Room?
Number Eight–and you’ve heard me talk about this one as well, Priscilla. Ignorance on fire is better than knowledge on ice. It’s all about surrounding yourself with people who are on fire. They’re excited. Now the ideal thing is knowledge on fire. But if you’re a new business, you can’t afford knowledge on fire. It’s too expensive. So you got to find employees who are willing to learn. You’re willing to teach them. They come in at a reasonable price, you teach them, and they’re on fire. I was the poster child for ignorance on fire when I started BNI. I had no idea how to network. I method acted my way through the first year of BNI. I figured it out as I went, but I was on fire. And you can make mistakes if you’re excited ,and you know, when you make a mistake, you fix it as quickly as possible. But look for people that are on fire that is critical.
Number Nine: Culture eats strategy for breakfast. Your organizational culture is critical to your success. Create an amazing vision statement. Know your core values. Create an organization with amazing culture and start when you have one employee, not when you have 10 employees. You want to start immediately, because I’m here to tell you, if you don’t create your company’s culture, your employees will and it may not be the culture you’re good at. And so start early in creating organizational culture.
Number Ten. Know your mission. Get really clear about what your mission is. Know what your job as an organization or as a business is. The mission of BNI is to help members increase their business through a structured, positive and professional referral program that enables them to develop long-term, meaningful relationships and referrals. So you know, that’s our mission. We know our mission, we stay true to our mission, it’s important to know that.
After you know your mission comes Number Eleven. Work in your flame, not in your wax. I’ve talked about this on BNI Podcast a lot. It’s so important that you work in your flame, the things that you’re excited about, that you’re passionate about. Hire people to do the stuff you hate doing. Now, sometimes you gotta do what you gotta do to get to do what you want to do. I understand that. So sometimes you have to work in your wax, but as you grow, hire people to work in your wax. It’s their flame, your wax, and you work in your flame. That’s number 11.
And Number Twelve. You’ve got to share a vision in your company that everyone is all striving towards. That’s number twelve. In BNI it’s “Changing the Way the World Does Business,” and we are clear on our mission. And if if everyone is focused on the same thing, it’s amazing what can happen. If all the people in an organization row in the same direction, that organization can dominate any industry in any market against any competition at any time. BNI has dominated this industry in almost every market against all the competition for decades now. And it’s happened because of a shared vision and a shared implementation of that vision.
And so that’s a very short lesson on how I took BNI literally from my garage to a global organization. If anyone’s interested in even more information on that, check out Ivan’s Inner Circle. I’ve got a couple of hours’ worth of content on this very subject.
That was like drinking water from a fire hose there for you, Priscilla.
Priscilla Rice Wow, that was amazing. I am interested in hearing more about that, because what a phenomenon to go from one chapter to almost–what is it almost, we’re over 9300 chapters now, right? Almost 10,000 chapters. That’s incredible.
Ivan Misner By the way, I’ll just tell you one quick thing. I had a vision in 1985–actually it’s probably early ’86–that we could someday have 10,000 chapters. People said to me, you’re dreaming. And I said, Yes, I am. And here we are. Today, our 30th anniversary. Within the next year or two, we will have over 10,000 chapters worldwide.
Priscilla Rice Wow, that’s so neat. Well, I think that’s it for this week, Dr. Misner. Thank you so much for the great information.
This podcast has a new sponsor. Go check out the great content available at www.ivansinnercircle.com, where Ivan has assembled a wide array of topics and you’re invited to participate.
Thank you so much for listening. This is Priscilla Rice, and we look forward to having you join us again next week for another exciting episode of the Official BNI Podcast.
第666集 引薦人的5個級別（經典播客） 由於 "666 "這個數字對某些人來說意味著一些邪惡的東西，所以我們認為我們將做一個 "魔鬼在細節中 "的播客。 這個主題的細節非常重要，我們認為與數字有關的事情會很有趣。 我們保證，這個主題不是邪惡的。 它很詳細，所以要接受這部分。 米斯納博士曾一度概述了一個引薦的16個級別。但當他在寫第二版《 Networking Like a Pro 》的時候，他意識到他的級別應該與世界上大多數BNI引薦單上的5個級別一致。 這5個層次的介紹是累積起來的，在書中有詳細的闡述。 您分享了希望您的引薦夥伴聯繫的人的聯繫信息。 您還分享了有關與潛在客戶聯繫的人的其他信息（名片，營銷材料，網站）。 你給潛在客戶一個關於你所引薦的人的個人引薦信。 你打一個私人電話，安排潛在客戶和你引薦的人見面。 您可以在潛在客戶和您引薦的人之間進行面對面的介紹。 引薦的級別越低，將其轉化為業務的難度就越大。你的目標應該是給出至少是3級的引薦 引薦人的5個級別在《Networking Like a Pro》第36章。第二版中的第36章。你也可以在Misner博士的博客上閱讀更多關於它們的內容。 由Networking for Success頻道在YouTube上為您帶來。 第548集的文字記錄 Priscilla : 大家好，歡迎回到BNI官方播客，由YouTube上的Networking for Success頻道為您帶來，該頻道有Ivan Misner博士和其他許多網絡專家。我是Priscilla Rice，我從加州伯克利的Live Oak錄音室為大家帶來。我今天在電話中加入的是BNI的創始人和首席願景官， Ivan Misner 博士。你好， Ivan ，你在哪裡？ Ivan : 嗨， Priscilla 。我現在很好，我在北卡羅來納州夏洛特的新的全球支持團隊總部，在BNI的全球總部，BNI大約一年多前搬到了那裡，這就是我本週的工作地點。 Priscilla : 很好，跟我說說引薦人的五個級別。 Ivan : 引薦的五個級別-多年來，我已經撰寫了有關引薦的各個層次的書籍。 我曾經將其分解，我認為這是商務引薦中16個引薦級別。 我在 《 Networking Like a Pro 》 第一版中縮小了範圍。 但是在第二...
留言
張貼留言