Is being “the best” actually the problem?

Subject:

Hey there!

So...

There's something that keeps coming up anytime I'm in front of an audience that's unfamiliar with my work...

For some weird reason, people Sean to think that just because running a practice means selling my time...

They assume there is no leverage.

Truth is they offend confuse selling time with selling me.

The way of the tribemaster isn't about building a personal brand...

It's about leveraging access to your wisdom...

Access to you wisdom is in multiple levels...

Your time...

Your systems...

Your information...

And all three are not priced the same.

If you understand this...

You'll understand why the tribemaster practice model gives experts a lot more leverage than a typical business model.

And that brings us to my N1.9b clients 6th distinction:

“Trust must become transferable.”

So...

When I first started...

I was pretty heavy on the whole personal brand idea.

But as I matured, I realized that for the expert...

Personal branding puts a ceiling on what's possible for you.

There is only one you.

One calendar.

One nervous system.

One attention span.

One set of hours.

And when everyone wants you...

At first it feels great...

Until it's not.

This doesn't mean personal brands are bad.

Personal trust is often how the whole thing begins.

The question is what happens next.

Can that trust eventually attach itself to:

your principles?

your methodology?

your standards?

your practitioners?

your products?

your institution?

Think about firms where clients trust the standard of the organisation, not merely one individual consultant.

That's the shift I'm talking about.

From trust in the person to trust in the system the person created.

Your reputation should eventually open the door for something larger than your reputation.

Tomorrow...

I'll share how to do that.

Till then.

Be dangerously useful.

Get out of your own what.

CTM