In the 1975 hit movie ?Jaws?, Martin Brody, the Police Chief of a small summer resort town in the northeastern United States, utters one of the most quotable lines in film history when he gets his first up-close look at the Great White Shark.  As soon as he sees it, he slowly backs into the wheelhouse and says to Captain Quint, ?You?re going to need a bigger boat.?

This is the prototypical ?Brody Moment?: a shockingly unambiguous realization that the current resources are no longer a viable option to achieve the results you?re looking for. 

I hope to explain how my Brody Moment came about.  However, the most important thing is for you to think about ?your? Brody Moment as you read about mine.  Understanding your Brody Moment can help you think about your motivations and move forward successfully with your entrepreneurial endeavors.

My Brody Moment came at the end of 1985 after I had opened 20 chapters of BNI by accident – without a plan, without even trying. That?s when I realized that I had struck a chord in the business community.

I was a management consultant in Southern California and I needed referrals for my consulting practice. I needed referrals for my own business, and I hoped that I would be able to refer some of my friends. So, I put together a group where we could start passing business to each other.

I had previously gone to networks that were incredibly mercenary, everyone was trying to sell to me. I went to other groups that were totally social, with happy hour and hors d?oeuvres, but there was no business happening at those events.

I wanted something that had a focus on business without being mercenary and was relational but not transactional; something that wasn?t totally social because I wanted that relationship-building aspect that led to business. Therefore, I created a network that I hoped would satisfy those two considerations.

I wanted to merge that focus on business with the relational aspect, and the glue that would hold it together is the principal core value of Givers Gain^? – the idea that if I help you and you help me, we will all benefit by working together.

That one networking group led to another and another until there were twenty chapters within 12 months! That first year, I was method-acting my way through the process; I was figuring it out as I went. I was young – 28 years old, and I really thought most businesses had this figured out. The thing is, nobody had it figured out because we don?t teach business networking in colleges and universities anywhere in the world. What I didn?t expect to find was that everyone has this challenge and that was my Brody Moment.

BNI was an example of necessity being the mother of invention and it helped a lot of businesses. At the end of 1985, I figured out that I ?was going to need a bigger boat?. This way of business networking was going to be much larger than I anticipated, so I sat down and created my business plan to scale the company.

In June of 1986, I had a goal in mind. I went to the library to gather information on populations. (Remember, at that time there was no such thing as Google.)
After extensive research and many calculations, I felt that BNI could have 10,000 chapters someday.

Shortly after that, I told a friend that I thought there could be 10,000 groups someday. And he said, ?10,000?? I replied, ?Yeah, I think it?s possible.?
Then he asked me, ?And how many groups do you have now??
I answered, ?30.?
He said, ?And you think you could have 10,000??
?Yes, I think it?s possible,? I replied.
To which he said, ?It?s good to have goals, Ivan.?

Yes, it was a big goal. And every year, near the end of December, I took time to reflect. I had read the E-Myth by Michael E. Gerber early on and used that as a baseline strategy. I looked at what was working well, and what didn?t work at all.
Each year, I adjusted my plan and revisited the small goals that were all striving toward that one big goal of scaling my company into a global enterprise.

In December 2020, we reached it – BNI had grown to more than 10,000 chapters! And we continue to grow, helping BNI members around the world do business through referral marketing.

As a leader, you?ve probably experienced a few Brody Moments over the course of your career, and you?ve probably got a few more coming. What you do as a result, and how fast you do it, can turn a Brody Moment into a defining moment. 

Called the ?father of modern networking? by CNN, Dr. Ivan Misner is a New York Times bestselling author.? He is also the?Founder of BNI (www.bni.com), the world?s largest business networking organization.  His latest book, Infinite Giving, The 7 Principles of Givers Gain^? is a book about building a life and business where you don?t have to choose between winning or helping others.

Everyone wants some degree of success.  They might want it in different forms, but I’ve never met anyone who didn’t want to be successful in or at something important in their lives.  This is good, because I believe that everyone’s entitled to pursue success; but, success itself is not an entitlement.  

Success is largely determined by our hard work and our choices.  I know many people who work hard but make bad choices.  It’s amazing how many of them think they deserve to be more successful because they feel like they’ve worked so hard.  On the other hand, I don’t know very many, if any, successful people who have made good choices, but didn’t work hard.

Working hard is only the first part of success.  Making good choices is the second part.  It truly takes both to achieve success at whatever you do.

Many years ago, I knew someone who was constantly lamenting her “bad luck”.  She wasn’t happy with the various jobs that she had over the years, her personal life was a shambles, she was almost thirty, hadn’t completed college, and constantly had money problems.  She often blamed situations or other people for the various predicaments that she was in.  However, the glaringly obvious truth was that although she worked fairly hard, she continually made horrible choices.  One day she would complain about money and then the next day she’d buy something totally extravagant and completely unnecessary.  The next week she’d complain about not being able to get a good job while showing up to work an hour late for personal reasons (which happened regularly). 

From time to time she’d talk to me about her issues and I’d point out the choices she made that led to the current problem at hand.  Each time she’d pay lip service to acknowledging the connection, but the truth is she never took ownership for the real problem – her choices.  She once lamented “why me, why me, I deserve better!”  I didn’t offer my opinion on this question, but what I wanted to tell her was that “everyone feels like they ‘deserve better’ at some point in their life – get over it, stop complaining and start really doing something about it.  Work hard and make better choices!”

I’ve had the opportunity during my career to work with tens of thousands of people who have experienced varying degrees of success in their lives.  One of the recurring themes I see with these people is that they plan their work and work their plan. That is, they think through their choices, make the best ones they can with the information they have, and then work hard to carry those choices out. 

As the Founder for an international business, I know that the choices I make are sometimes pretty important to the business.  The decisions I make can impact hundreds of employees, franchise owners, and associates as well as tens of thousands of clients around the world.  Years ago, I was talking to a friend about some tough decisions I had to make and my concerns about them.  He gave me some great advice.  He said, “Not every decision you make has to be a good one.  Just make sure that you make more good ones than bad ones and when you make a bad one – minimize the impact by fixing it quick.”  Wow!  This was great advice.  It’s advice that squarely hits the point about working hard and making good choices.  Not every choice you make has to be on the mark.  However, enough of them do in order for you to get the kind of results you want.  Some of my biggest lessons in business have come from my losses, not my successes.  Generally, neither had much to do with luck but instead, with the choices I made or the commitment I gave to the project.

Not long ago I was talking to someone I’ve known for years about the growth of my business and some other personal goals I’ve recently met and he said, “Man you’re lucky.  It must be nice.”

I responded to him by saying “Yea, I’m lucky, let me tell you the secret to my luck…”

“First, I went to college for ten years.  During that time, I started my own business and worked fifty to sixty hours a week for two decades.  Along the way, I mortgaged my house a couple times for the company and I wrote over a dozen books.  You too, can have this kind of luck.  All you need to do is apply this kind of effort to whatever you do and you can be just as lucky.”

He laughed and said, “Okay, Okay, I get it!!”  Did he really get it?  I don’t think so, because he hasn’t changed his behavior or started making different choices.  If being successful was easy – everyone would have the success they think they deserve.

For most of those 2 decades I mentioned above, I didn’t feel very lucky or incredibly successful.  It took time, effort, hard work, and fairly decent choices before I felt any modicum of success.  The problem is that many people want to go from point A to point Z and bypass all the challenges in between.  They work hard, therefore “deserve” the success they want.

Success is not an entitlement.   It’s not a “right” or a “claim” that we should have.  Oh, people have the right to “pursue” success – but that’s it.  Success is most often earned, not handed over because you are entitled.   I think I was in my thirties before I really, truly, understood and internalized that notion.

Years ago I asked my nine-year old son to quote the “mantra” of success that I had been teaching him.  I said, “Trey, what’s the secret to success?”  He said, in a young boy’s slightly bored sing-song tone – “the secret to success without hard work and good choices is still a secret, Dad.  Can I go out and play now?”

OK, maybe nine is a little young to start the training… but, maybe not.Called the “father of modern networking” by CNN, Dr. Ivan Misner is a New York Times bestselling author.  He is also the Founder & Chief Visionary Officer of BNI (www.bni.com), the world’s largest business networking organization.  His latest book, Infinite Giving, The 7 Principles of Givers Gain^® is a book about building a life and business where you don’t have to choose between winning or helping others.

Two people sitting in a room, at the same table, having the same meal at the same time, can actually be worlds apart.  “How?” you ask.  Because they look at the world through a different lens.

I love astronomy and I’ve learned that by choosing different lenses or filters for my telescope, I can literally observe different things in the night sky.  By just changing the lens, the things I view can appear or disappear before my eyes.  Objects can be overwhelming bright and painful to view or they can be a beautiful sight to behold.  I believe that our lives are similar.  The lens we choose to see the world through can greatly influence the things we see and experience. 

Years ago, I realized that I needed to evict people from my life because the lens that they viewed the world through was negative, fearful, hurtful, and sometimes caustic. It was not the lens I choose to view the world through. 

The first thing I realized when I came to this conclusion was that words matter.  What you say about your world experience helps determine the world you live in and the people you attract into your world. What you put in your head, shows up in your world. Whether you’re talking about an abundance mentality vs. a scarcity mentality, the law of attraction, or the glass being half full, words matter.

The most common example of this for my life involves my ‘being busy.’  I talk to so many people who say, “you must be so busy?”  I no longer say ‘yes’ to that question.  Today, I say that “I have a full life.”  You can be busy – or you can have a full life.  Almost everyone says that their life is busy.  But busy shouldn’t be a goal worth pursuing.  If it were everyone’s goal – then most individuals would be happy and that is not what I see with most people.  Having a “full life” is a goal worth pursuing and having a “full life” brings me joy.  Words truly matter. 

I now micro-dose the news.  I don’t understand why negative news sells, but it does.  Frankly, it is no longer a “news” program, it is most often an “opinion” program   Why do we watch something that continuously makes our blood boil?  I quit.  I micro-dose the news through apps on my phone so I can stay up on what’s going on without hearing or viewing all the vitriolic opinions being pitched as “the news.”

Back in 2012, I was diagnosed with cancer.  I never told people “I have cancer.”  I always said I was diagnosed with cancer. It was my diagnosis – it was not who I was.  It took a while but now, rather than say that I am in remission, I prefer to say I am healthy.  Words matter.

2020 brought this out more clearly than ever for me.  While everyone was talking about being in “lockdown” or “quarantine,” I spoke about experiencing the “Great Pause” in life.  The pause button was pushed on all of our lives for over a year.  I found that how people responded to the Great Pause made a tangible difference relating to their experience and their life. Those people who learned how to embrace that mentality, when possible, where much happier than those who were mired in the horror of the situation, we were all part of.

When my wife of 31 years passed away in 2020, it would have been easy to say I was horrible when people asked me how I was doing.  But instead, I tried to reframe the grief I was experiencing into something that would allow me to have a different world view.  I’d answer friends by telling them that it is “one-day at time for me” or “I’m putting one foot in front of the other” each day.”  Feeling horrible was true.  But I also believed that living in that mental space would not help me through the difficult times.  One day at a time, and one foot in front of the other, was the lens I chose to focus on so that it allowed me to do my best to move forward.  Even when you feel horrible, words matter.

We live in fearful times.  I’ve learned that people get frozen by fear or they get focused by fear.  I propose that you get focused by fear.  Focus on a lens that will help you see through the fog of chaos that surrounds you and look for the possible.  Look for the positive. Look for how to reframe your situation so you can deal most effectively with the hand you have been dealt. Choose the lens that ‘you’ see the world through.  And always remember that words matter.

Called the “father of modern networking” by CNN, Dr. Ivan Misner is a New York Times bestselling author.  He is also the Founder & Chief Visionary Officer of BNI (www.bni.com), the world’s largest business networking organization.  His latest book, Infinite Giving, The 7 Principles of Givers Gain^® is a book about building a life and business where you don’t have to choose between winning or helping others. 

In 2017, I was sitting in the back of a senior leadership meeting for BNI.  The group was talking about the future of the organization and what we saw ahead of us as opportunities and challenges.  Someone from the group looked over at me and said, “you’re the Founder & Chief Visionary Officer, what do you see for the future of the company?”  I stood in the room and boldly said that because of advancements in mixed reality and holographic technologies, I thought the future of networking was likely to be online.  While I thought that would raise eyebrows – instead it raised voices.  “No way,” was the overwhelming chorus of voices in response to my proclamation. The pushback was almost complete (with the exception of a few of the millennials in the room). 

“Really?” asked one incredulous participant.  “Really, you’re the Founder of the world’s largest in-person networking organization and you honestly think that we will transition to online!?”   “Never,” said another person in the room. “I can’t believe that you would think that.”

I re-learned a valuable lesson that day – when you have a bold vision, don’t just blurt it out.  Instead, ease people into that vision.  People aren’t receptive to massive change at first, they need to be eased into that change whenever possible [see The Cat’s on The Roof blog to see how to do that].

Recognizing the error of my ways, over the next year I began to talk at company events about disruption and how companies could become complacent in the delivery of their services and how they sometimes don’t see the train coming down the tracks at them. I spoke about Kodak, Sears, and Blockbuster as examples of what happens if a company is complacent with their operations.  I hoped that these stories would get them thinking about how we might be disrupted if we were not careful.  I later wrote about this type of disruption on Entrepreneur.com after I’d been talking about it for well over a year.

In December 2018, I wrote another article for Entrepreneur about the change that I saw coming in networking organizations like the one I suggested a year earlier that caused such a vocal reaction when I brought it up.  I re-introduced this concept more than a year after I first blurted it out because I felt that I had laid the groundwork more effectively over the previous year.  It was my formal prediction in this article that the future of face-to-face meetings would be online.  Over time, I referred people in my organization to these two articles to help prepare them mentally for what I believed to be coming. Granted, I foresaw this development because of the emergence of technology and not a virus, but I saw it coming, nonetheless.

In mid-January of 2020, I was at a mastermind event where we were doing an exercise lead by Kian Gohar, Founder of Geolab. It was his “Moonshot Exercise.”   In it, he asked us to create a vision that we wanted to be embraced within our organization.  My vision was that by the end of 2020, the senior management of our company would see the inevitable fact that the future of networking would be, at least in part, online.  Little did I know that by the end of that very month, we would embrace that vision.

Credit needs to go to the CEO of BNI, Graham Weihmiller, who saw that Covid was going to be a far bigger problem in the world than anyone else in our organization thought (or people from most organizations for that matter).   By the end of January, he had transitioned some of Asia to online.  By February, he had transitioned much of Europe and by March of 2020, he, the franchisees, members, and the Global Support Team, had transitioned the entire organization to online.  This was no small feat.  In January of 2020, the company had 9,700 networking groups that were meeting in-person, every week!  By March of 2020, we had over 9,700 groups meeting online every week!  This was a pivot of monumental proportions.

Since that time, the company has added more than 400 additional chapters bringing the total number of networking groups to over 10,100 world-wide.  Virtually all of these groups were meeting online for most of 2020.  What seemed completely unfathomable to most just a couple years earlier became the norm in just two years.

The question now within the company is – “what does the future hold for meetings going forward?”  The answer to that question has not been settled but it is under discussion.  That process has begun with a survey of over 2,300 members from around the world asking them if they would like their networking meetings to be:

1) In Person Only,

2) Online Only, or

3) A Blend of Online and In Person Meetings.

As you can see in the results below, one third of the participants of this survey wanted to go back completely to “In Person” Meetings.  However, 16% wanted to stick with “Online Meetings Only, and a whopping (considering the attitude just two years prior) of almost 51% of the survey respondents were in favor of a blend of meeting both in-person, and online. 

Just a few years earlier – what was unthinkable to most leaders in the organization was now very possible for two thirds of the people surveyed by the organization.

Because of the continuous advancements in technology, the move to online networking meetings was inevitable.  The spread of Covid simply expedited the imminent disruption that lay ahead.   

Lead the disruption or be disrupted.  That is the mantra that entrepreneurs must embrace to survive in the 21^st century.  For networking groups, that means that it is time to embrace the inevitable transition to meeting online.  That said, I do believe that a blended approach is perfect at this time. For most business people, meeting in person and shaking someone’s hand (when it is safe for us to do that again) has no online equivalent.  

What are your thoughts about these ideas?

Called the “father of modern networking” by CNN, Dr. Ivan Misner is a New York Times bestselling author.  He is also the Founder & Chief Visionary Officer of BNI (www.bni.com), the world’s largest business networking organization.  His latest book, Infinite Giving, The 7 Principles of Givers Gain^® is a book about building a life and business where you don’t have to choose between winning or helping others. 

Givers Gain^® is not only a great way to get business; it’s an even better way to do business.  This is why BNI has made it our principle core value in our networking organization.

Giving has many cultural and legal differences around the world. In some cultures, giving is seen negatively, yet it is a positive force in society and that this can be applied in every business regardless of location or culture.

What is important in acts of giving is our motivation. Here is a list of motivations that fits with the philosophy of Givers Gain and helps us maintain mental clarity around our motivations when we give.

1. We give because we understand that in a community, what we do, others will do, and we all benefit.
2. We give because we know that in the same situation others would do the same for us.
3. We give because we want to give back where we have profited before.
4. We give because when we work together, we get bigger and better results than working on our own.
5. We give because we enjoy it.

Having ethical motivation is key to giving. You can always give once and justify your motivation, but giving over and over again requires a motivation that is understood not only by you but also by the people you surround yourself with. Adopting one or more of the motivations above will help you stay grounded to your motivation.

Here are some examples of where giving in business changed lives.

Allen. is a commercial real estate agent in Orange County, California, USA.

Throughout 2009 and 2010, Allen had met with as many businesspeople as he possibly could, using his network to find these people and to book a meeting with them. They were not just from his local BNI group but were members throughout the county. The more people he met, the more he was able to become a super connector for the local business community. He was generating a ton of business for the local economy simply by making connections and giving the gift of a referral.

He even won awards for it and became the star of his group. He was recognized as having the most one-to-ones, and he also gave out the most referrals. Allen focused on building relationships and once he was convinced he had found a good business opportunity for both of his contacts he would often phone the contact on the spot and put them together, thus creating a powerful introduction much more likely to lead to business.

When asked how all of this activity had affected his business at a bad time for real estate, he said, “I am completing the best year in my 26 years in the business. I have had a great, great year.”

Giving in business, as in life, works in many different ways. Here is another example.

David runs a fantastic print business. He offers a brilliant service, great value, and delivers when he says he will, if not before. If you ever try to pay him a compliment, he’ll offer a sheepish smile and an explanation that he was only “doing his job.”

Just up the road from where his business is based is the area’s largest independent hotel, which, of course, he is a trusted supplier for. After turning around an order on a particularly short deadline, the hotel manager, showing the gratitude effect, offered David a meal for two at the hotel’s restaurant as a way of saying thank you.

David thanked his client, graciously declined the offer, and instead asked for something else—for them to take the call of one of his other clients, a commercial designer and project manager named Suzanne. Suzanne had recently asked for help and David, being a supplier of hers, decided to use this opportunity to get her the introduction that her business needed.

The introduction was made, business was done, and both of David’s clients were happy.

In the true spirit of giving, the additional revenue has allowed Suzanne to take on larger development projects, which David now prints for. The local sub-contractors who are used on these projects have increased revenue and now come to David when they are in need of his products and, due to the quality of his work and products, they become ambassadors and referrers for his business.

David is selfless, humble, and a wonderful networker because he embraces the principles of Givers Gain. The cycle of giving continues to benefit him and those around him.

Acts of giving change lives. Acts of giving can be powerful in business regardless of the size.  We can give many things. Here is a list of the types of giving that make a real impact in a business community.

1. Give a referral opportunity between two other businesses you know—maybe a supplier of yours and a client of yours.
2. Give mentoring to a business that needs your expertise.
3. Give your knowledge to local business groups.
4. Give to local education and youth community groups.
5. Give to the elders of the community.

All of this giving activity is part of an eco-system that will come back and benefit you and those you care about in a positive way. You choose how to practice Givers Gain that is right for your business. Once you make a commitment to using the power of Givers Gain to fuel your business, success will follow.

The more this happens then the more energy can be given to important global social concerns such as climate change and sustainability of our planet. Infinite giving allows us to focus on the bigger picture. The bigger picture is living in a world of plenty where resources are plentiful, and the struggle of life is not against each other. Rather, it is against suffering and scarcity.

Based on material from Infinite Giving, The Seven Laws of Givers Gain.

Called the “father of modern networking” by CNN, Dr. Ivan Misner is a New York Times bestselling author.  He is also the Founder & Chief Visionary Officer of BNI (www.bni.com), the world’s largest business networking organization.  His latest book, Infinite Giving, The 7 Principles of Givers Gain^® is a book about building a life and business where you don’t have to choose between winning or helping others. 

I learned about “Murphy’s Law” in graduate school.   It basically says that “what can go wrong, will go wrong.”  Although this law feels very pessimistic, there is value to it.  It gives a framework for people to look for the flaws in their thinking.  When one does that effectively, it’s easier to address potential issues before they arise. 

This leads me to “Misner’s Corollary: Sometimes, what can’t go wrong, will go wrong!”    Here’s what I mean by that.  When I have introduced something new into my business, I have often thought about what could go wrong with this new approach or idea.  If you do that in advance, you truly help to head off challenges.  However, what I’ve learned over the years is that you also need to think of what “can’t go wrong.”  I know this sounds crazy and even more pessimistic however, if you go about this in a thought-provoking manner – you can truly think through potential challenges before you proceed.  In particular, you want to consider, what I call, the “unintended consequences of a seemingly good idea.”  This tends to happen when you have a solution to a problem and almost everyone agrees that the solution will definitely help with the problem.  You think about how you will roll it out and avoid those things that could go wrong with that roll out and its implementation.  You then roll out the idea and all goes well.   What we tend to forget however, is the unintended consequences of that new idea.  In other words, the roll-out goes great but then you create a whole new set of problems that never existed and were never considered when dealing with the original problem.

This has happened several times in my career.  An example of this is the implementation of a “substitute program” relating to attendance in BNI.  It took many months to figure out a program where BNI members can send a substitute in their place to the weekly chapter meeting.  The idea was that the substitute would represent the member (employees and customers were the prime substitute candidates) and then the member would be well represented and wouldn’t have an absence.  Sounds good and looked good on paper however, there was a long-term unintended consequence – some members would look for virtually anyone to be a sub.  This created a less than satisfactory situation for the group.  Especially when that sub basically just pitched their own business instead of representing the person they were supposed to be there for.  This was the unintended consequence of a seemingly good idea.  It has taken years to address this issue and it is still not perfected.

Another example of the impact of unintended consequences was my company’s transition from paper copies of referral slips (the small paper slips that included the name and contact information of a referral) over to digital online referrals.  Despite the massively improved process of passing and tabulating the information, there was a sense of loss by many members in the “physical passing of a referral” to another member.  Luckily, this lingering feeling was quickly erased with the outbreak of the Covid Pandemic and the transition of all our groups to meeting online.  This meant that physical referral slips were no longer even relevant. 

One of the problems with Murphy’s Law and Misner’s Corollary is that you never know for sure if it would have been an issue because the problem never surfaced (which is probably a good thing).

There have been some occasions where employing these strategies do have clear cut results that can be identified.  One such occasion was in January, 2020 when BNI’s CEO, Graham Weihmiller, began to transition 10,000 weekly, in-person networking meetings to online networking meetings.  He expected the pushback early on and he therefore started the transition where it was first necessary (Asia), and experimented in areas where it was not necessary yet (North America).  By moving forward and experimenting with the program, the organization was able to prepare for much of the pushback.  The result was an incredible pivot of 10,000 groups to online in a matter of weeks as it was rolled out country by country across the globe.

The lesson I learned here – is that when you have a good idea, think about what can go wrong with that idea.  Then, spend time thinking about what “can’t go wrong.”  This means you need to really think outside the box to consider the potential unintended consequences.  Most importantly – test the idea in some limited way to identify the things you thought couldn’t go wrong.  Believe me when I say, you still might discover unintended consequences.  The experimental testing phase is critical to avoid Misner’s Corollary.

Called the “father of modern networking” by CNN, Dr. Ivan Misner is a New York Times bestselling author.  He is also the Founder & Chief Visionary Officer of BNI (www.bni.com), the world’s largest business networking organization.  His latest book, Infinite Giving, The 7 Principles of Givers Gain^® is a book about building a life and business where you don’t have to choose between winning or helping others. 

I ended the year with a humorous graphic on my social media that said:

Dear 2021: I don’t want any trouble from you.  Just come in, sit in the corner, don’t touch anything, and keep your mouth shut.

Although it was pithy and pretty funny, there is an important flip side to this sentiment.  That flip side begs the question; “what did we personally learn from 2020?”  I think that question is important to consider.  Complaining about things that go horribly wrong is easy – finding the positive in difficult situations is not.  I believe that finding the gems in life is the best way to move forward successfully.

I learned a great deal from 2020 that has become valuable takeaways for me.  Here are seven takeaways that I got from 2020:

1. Micro dose the news!  I learned to get what I need to know from News Apps and to not obsess about problems by watching the news hour after hour.  Negative news sells and the media has become a master of sharing negative news (technically, it’s now opinions as much, or more, than actual news).

2. One valuable lesson I observed involved a man that told me that he was able to keep his job but that he had to work from home and he also needed to care for his children and keep them doing their schoolwork.  He told me he was stressed out about that double duty. During our conversation, he came to the realization that this was actually an opportunity to spend much more quality time with his young children.  And although this was challenging, it might be a time period where they look back with fondness because of the experiences they had together.  When he embraced this idea, his vision of the situation completely changed.  That was a lesson I hope many others with children experienced.

3. I witnessed “focus” beating out “fear” during 2020 for many entrepreneurs.  When people were frozen by fear, they had no hope.  But when that fear focused them, they had hope and they were much more likely to weather the storm.  Hope is more powerful than fear.  Hope is that little voice inside you whispering to you about what “can be” when everyone around you is screaming about “what can’t be.” Hope plus a plan, plus action, will lead you successfully through challenges.

4. I learned that during difficult times your network will be there for you. I saw people support each other emotionally and professionally.  I witnessed people give one another ideas that kept their business alive and thriving.  Two of the best examples included the furniture re-upholstery shop that became a Covid mask manufacturing company and a brewery that became a Covid hand sanitizer company.

5. I learned that if you wait until tough times are over, your business will be over.  During difficult times you need your network more than ever.  Social distancing is the wrong attitude – physical distancing is what was critical.  We needed to be more social than ever!  I saw successful businesses activate their network and not abandon it.

6. I learned that I could travel the world without getting on a plane.  I have 2.3 million miles on one airline alone!  It was a gift to be able to spend months with my wife at home.  It was the longest period of time we had together in our 31 years of marriage.  I will forever be thankful for that.

7. Lastly, I learned that friends are more important than ever.  The quality of the people in your life (or in your room as I call it in one of my books), will determine the quality of your life.  The quality of the people determine the quality of your life. 

For me, that last lesson was profound.  It was a tough year for me as it was for many people.  But I came out of 2020 with a clearer vision of who my friends are and who truly cares about me as a person.

I will forever be grateful for that.  So, I suggest that you not completely write off 2020 and erase the year from your memory banks.  Instead, consider what you learned from last year and what your positive takeaways are from that experience.  You will be a better person for it.

What are your takeaways from 2020?  What was something positive that you learned or took away from the most challenging year in recent history?  Give some thought to this question and write down your observations.  I believe that kind of reflection will help you recognize the good that took place during a tough year.

Called the “father of modern networking” by CNN, Dr. Ivan Misner is a New York Times bestselling author.  He is also the Founder & Chief Visionary Officer of BNI (www.bni.com), the world’s largest business networking organization.  His latest book, Infinite Giving, The 7 Principles of Givers Gain^® is a book about building a life and business where you don’t have to choose between winning or helping others. 

After four decades in the business world, I have found that these three concepts truly summarize an entrepreneur’s recipe for success.

First, you must be passionate about what you deliver to your customers and clients.  Nothing great in life has ever been accomplished without passion.  This starts by making sure you (and your team) are working in your flame and not in your wax.   When people are working in their flame, they are on fire.  It shows in the way they act, and it shows in the way they speak about what they do.  When people are working in their wax, it takes all their energy away.  That shows up in the way they act and the way they speak as well. 

Not long ago, I had someone say to me that they were training people in their company on how to do something very important and after they did the training about ten times, they were getting bored.  That worried me at first because it sounded like “training” was this person’s wax and I asked him about that.  He said that he really enjoyed training and he wanted to get past this sense of boredom when doing the same material over and over.

I told him two things: 

1. The next time he does the training, recognize that this might be the 11^th time he does the presentation, but it is the first time his audience will ever hear it.  Think about how excited he was when he was the one learning this content for the first time.  Embrace that feeling and make sure the team feels the excitement of learning this content for the first time as well.

2. Story telling is an important part of teaching your team new ideas.  Make sure to “re-live” the story – don’t just “re-tell” the story.  Re-living the story gives you that same excitement as when you first experienced it or heard it.  It is that kind of passion that you need to apply to your business.

I saw him about a year later.  He had now done the training dozens and dozens of times.  He told me that my advice completely changed his approach and the people in his company who went to his training came out supercharged about the organization.  It gave him great joy to see the “lights turn on” when he trained employees of the company.

This is what happens when you are passionate about the service you have to offer.

People are the next piece of the formula.  They are the most valuable asset for virtually every company in the world.  People drive the engine of a business.  To me, this means at least two things:

1. Constantly be pouring into your team.  Help them improve their performance by supporting them through training and through mentoring.  Entrepreneurs who make sure their people receive proper mentoring are going to be more successful.  We all have people in our lives that are “in our story.”  These are people who have given us little nuggets of help or major support in some way.  These are people who helped us be a better version of ourselves and who are in our story.  A great entrepreneur, however, recognizes that the true measure of mentorship is not “who is in our story,” but rather, it is “whose story are we in?”  Whose life have we changed in some way to help them be a better version of themselves?

2. Be a culture champion.  An organization’s culture is the secret sauce to great companies.  It is the DNA of an organization.  Make sure that the core values of the business are infused into the hearts and minds of the people throughout your organization.  If you have healthy organizational core values and you strive hard to share them and live them, you help to form a team of people who will be loyal to the organization’s values as well.  When this happens, make sure to treat that loyalty (to the core values), like royalty in the organization.

Lastly, it is about process. Having good systems in place allows people to engage in their passion to deliver quality performance.  Process is important.  Systems are important.  Here are two thoughts about process:

1. While process and systems are important, it is also important to understand that you must apply the processes more like Mandela than Attila.   In other words, don’t be a tyrant in the application of your systems.  When I was 13 years old, my mother gave me a paperweight which is still sitting on my desk to this day.  It says, “Diplomacy is the art of letting someone else have your way.”  She told me that this was about collaboration not manipulation.  It was about working with people to help achieve success for everyone.

2. Check your processes regularly.  Don’t be enslaved to old practices.  Many times, I’ve seen companies create incredibly cumbersome processes which are demoralizing to people in the organization.  Here, it is important that the entrepreneur listen to their team when they say that a process is complicated.  Have mechanisms in place to ensure communication.  I have found that having advisory bodies in place representing the people who perform the work, as well as those who receive the service truly helps to deliver a better product.  I also recommend that you go in and actually perform the process yourself to see what they see.  That can truly be an enlightening experience.  

Passion, people, process. If you create an organization that executes well in these three areas, you will be a force to reckon with.  You will become a leader in your industry, and you will create an amazing enterprise.

Called the “father of modern networking” by CNN, Dr. Ivan Misner is a New York Times bestselling author.  He is also the Founder & Chief Visionary Officer of BNI (www.bni.com), the world’s largest business networking organization.  His latest book, Infinite Giving, The 7 Principles of Givers Gain^® is a book about building a life and business where you don’t have to choose between winning or helping others. 

Recently, my assistant, Dana made a couple suggestions to me.  Afterwards, she asked if I minded her giving these suggestions. I immediately said that not only did I “not” mind her ideas, I actually wanted her to share them with me.  I then told her the following story about an experience I had many years ago.

When I was 21 years old, I was finishing up my bachelor’s degree in California.  I had scholarships to help but I still needed to work a job to pay for my living expenses.  I found a good paying position working for a large chain grocery store stocking shelves from midnight until 7am four days a week.  Ugh.  That was brutal.  On some days, I would work all night, go home to get a shower, and then go straight to classes at 9am. 

Even then, I believed that sometimes You gotta do what you gotta do to get to do what you want to do.  Early on, I knew one thing for certain and that was that I did not want to work at a grocery store stocking shelves (at any hour of the day) for a career.  I came to that realization because of one conversation that I had with the “Early Shift Assistant Manager” of the store soon after I started my employment there. 

The night crew had some serious quotas for boxes that had to go up on the shelves each and every night.  While it might not sound very hard, the truth is that it was back breaking work and one of the most physical jobs I ever had. One morning as I was coming off a break, I had a conversation with the Assistant Manager. I made a suggestion to him that I thought would help in moving the many pallets of boxes that had to be taken by dolly to every aisle in the store.  It was a small suggestion but I thought it might help.  That’s when the Assistant Manager gave me a “life lesson” that I would take with me for the rest of my career. He said, “Ivan, we don’t pay you to think!  We pay you to get lots of boxes on lots of shelves every single night.  Now get back to work.” 

I remember so vividly standing there and thinking – “Someday, I’m going to own my own business, and I promise that I will never, ever, say that to anyone who ever works for me.  Ever!”  In fact, I will tell them the opposite: “I pay you to think!”  I want ideas.  I want input.  I want engagement.

I have no idea where this manager is today but if I ever meet him again, I would tell him that I appreciate that comment because it cemented my belief that managers and entrepreneurs need to do the opposite of what he said to me.  They need to listen to the ideas that employees have.  They may not all be gems but listening shows you care about them and their ideas.  It also gets engagement and possibly even a certain amount of loyalty because the employee feels that their input matters. I may not have applied this perfectly over the years but it is something that I have truly strived to always do with the people who worked for me.

I kept track of him for about ten years after I left the company.  At that point, he had been promoted to the “Main Shift Assistant Manager” and I was well on my way to building a global enterprise that now has operations in more than seventy countries. 

I believe that “paying people to think,” is exactly what entrepreneurs and managers should always be willing to do.  Sometimes we get our life lessons from people who give us great advice and sometimes we get our life lessons from people who give us horrible advice.  By applying a little discernment, they can both be a gift.  His, was certainly a gift for me.  I did my best to never, ever, follow it.

Called the “father of modern networking” by CNN, Dr. Ivan Misner is a New York Times bestselling author.  He is also the Founder & Chief Visionary Officer of BNI (www.bni.com), the world’s largest business networking organization.  His latest book, Who’s in Your Room, The Secret to Creating Your Best Life,  is available at bookstores and at Amazon.com.