Introducing Pregame Magazine, my new content site dedicated to redefining success in life, work, and community.
I’ll be posting my latest articles on strategy over on www.PregameMagazine.com – please join us on the new site!
This month, I had the pleasure of being interviewed by fellow entrepreneur Barry Moltz on his show Business Insanity Talk Radio. We discuss the crucial parts of your business Game Plan and debate the value of sports metaphors in business.
My segment is below, and here’s the entire show. Enjoy!
Last month, I had the great pleasure of being a guest on Portland’s morning show, AM Northwest!
Fun fact: it wasn’t my first time on the show. I was on 19 years prior to promote my high school musical. #Winning.
I spoke with host Helen Raptis about Game Plan, the myth of overnight success, and why shows like “Shark Tank” give entrepreneurs the (wrong) impression that all they need is a great idea to be successful.
Watch & share!
This month, I had the pleasure of being interviewed on The Conscious Consultant radio hour. Host Sam Liebowitz asks me about my journey to writing Game Plan, including my origins from an entrepreneurial family, my former performing career, and what it takes to achieve focused goals. Listen here!
Entrepreneurial Influences, Former Performing, and the Pressler Collaborative Business Model
Authentic Goals and Developing Your Action Plan
Last Sunday, I had the honor of hosting my annual New Year’s Ladies’ Goal Brunch in New York City.
As always, it was an incredible group of women who are working on remarkable things in their New Year: producers, entrepreneurs, performers, mothers, coaches, and more.
Huge thank you to all who attended, and for helping me celebrate Game Plan!
Game Plan has arrived! My second book combines all my past New Year’s goal setting guides and best content to deliver a comprehensive process for clarifying your goals, taking action, and overcoming obstacles.
Get the workbook now on Amazon, and stay tuned for the digital edition, extras, and special events!
Partner Jam wraps up this week with perhaps the most common concern. Jeremy and I ask each other (and answer): What happens when parterships don’t go as planned? Is there any way to save the relationship?
There are (at least) two ways for a partnership to go wrong. One is where the parties don’t deliver what they were supposed to deliver or deliver the wrong thing or deliver the right thing at the wrong time. The other is where everyone does their part but the deal doesn’t deliver the benefits that the partners were hoping for.
The only way to deal productively with missed deadlines or deliverables is to be clear on timing and specs before the partnership launches since nothing can be objectively “late” or “wrong” without deadlines and standards. At some point in the deal process the parties need to lay out in writing what will be delivered and when. Having clear benchmarks will simplify conversations about whether things have gone wrong, what can be done about it, and how to value any specific misstep.
If a deal is not generating the type of value that the partners anticipated, the first thing to do is test the assumptions that were made about the deal in the face of real-world facts. If you identify a deal component that’s not working as you assumed it would, you can try to come up with fixes. If all your assumptions were right but you actually failed to identify a component, you can try to come up with fixes for that previously unknown component and, as a bonus, you’ll learn something valuable about your business.
Do the exact opposite of what people normally do. In other words, deal with it proactively. It’s important not to be accusational or make assumptions. Instead, ask questions like:
Make sure your partner has all the information as early as possible in the process, whether it’s assets to design a webpage or being aware of your client’s expectation for the project.
Ladies and gentlemen, it’s time again for Partner Jam! (cue applause)
This week, Jeremy and I spar on partnership equality. When you’re creating a deal with a valuable partner, it may feel like you don’t have enough to offer, but the solution is to get creative. Take a second look at your resources to increase your value and leverage a better partnership.
Deal sweeteners will always be case-specific but there are a couple things to keep in mind as you try to think through what might work.
Remember the cereal aisle. Grocery stores put a lot of time and thought into how they arrange their shelves. For instance, kid-friendly products are at kid-eye level which makes them more likely to be picked up and bought. The lesson is that a partner’s performance can be strongly influenced by decisions entirely within your discretion and control. Offering the partner some influence over those important decisions is a truly powerful deal sweetener.
Concierge service. Everybody likes to be treated like a VIP so look for ways to treat the partner or the business opportunities they send your way in a special way. This could range from high-touch on-boarding to a higher level of customer support to early access to new features.
Connections are always your most valuable asset. A single introduction could lead to an amazing opportunity. Everyone has connections – put yourself in your partner’s shoes and think through your contacts: who might be able to help them move forward? And of course, the best thing is to ASK: what do they need most?
Social media shout outs are always good trades that are easy to do and track. Comps to an event. Free baby-sitting. Just kidding. Well, kind of… I’ve done that before. Don’t tell anyone.
Last Week: Partnership Equality
Next Week: When Partnerships Go Wrong
JEREMY: The key is recognizing that money is valuable only because it is easy to exchange for other things. Put differently, money is a means to a business end; it is not the end itself.
So if you want to do a deal but nobody wants to lay out actual cash you should ask yourself two questions: (1) If I received money from this deal, to which ends would I use it? (2) Is this partner able to deliver any of the ends which I’d otherwise plan to achieve by spending cash?
The answer to question (1) should be an easy one if you have a good handle of your business and your business model. Question number (2) is much harder and you can only answer it when you have a good understanding of who your prospective partner and the types of non-cash value they can provide. Great social presence? They can do some marketing. Great relationships? They can make some introductions. Great design? They can spruce up your logo.
CIARA: It’s vital to write out exactly what is expected of each party. When things are in black and white, it’s easier to see if one party is carrying more weight. If elements of the partnership carry value, ie free show tickets or comped advertising, do the math and make sure it’s equitable. You can apply numbers to most in-kind products and services which definitely helps.
Last Week: Building Strong Relationships
Next Week: Sweetening the Deal