I’m pretty exited about the upcoming year – a lot of that excitement comes from the success of last year. I was in charge of sales for the company for that year, and we broke the record for sales in a year by Imperial Asphalt including breaking a million dollars in sales… to bad it snowed and shut us down before we could complete all the work that was sold! Oh well, next year for sure we will break that million dollar mark I’m sure. Overall though it felt really good to take over sales, and have this be the best selling year in the history of the company.
Wednesday, February 13, 2008
Friday, December 22, 2006
I’m exited about the next few steps to be taken in entrepreneurial designs, however, I think that a ‘personal’ journal is not what this particular Blog needs. I plan in the near future to move the ‘journal part of this blog over to a personal blog. Instead, in this location I will be placing a weekly (or more often if the opportunity arises,) article that relates in a general way to Entrepreneurs. Some of the topics that I would like to cover are:
- “Removing the Golden Handcuffs” – as inspired by a question from Everett Ruess to this Blog.
- “Doing.” – Inspiration from Guy Kawasaki.
- “Mentorship” – Thoughts and Ideas gathered from a group that I participate on a regular basis with.
- “Defining Vision” – Stemming from my deep seated belief that clearly defining a destination is one of the most important parts of effective goal achievement.
- “Accountability” – Discussions of various systems of accountability, with some suggestions on how to determine with is best for you. Some influence from Frank Bettger’s ideas in his book "How I raised myself from failure to success in selling" and my personal experience related to tracking / reporting progress in various forms. (including reporting to myself, and reporting to someone else.)
- “Attitude determines Altitude” – referring to keeping a positive outlook, and how a persons emotional attitude has a direct influence on how high or far they will go towards achieving their goals. Much like the physical attitude of an airplane determines the altitude at which it flies. With a discussion on how to maintain a permanent positive attitude.
- “Choosing reaction” – focusing on the fact that the one thing in this life that we have 100% control over is our choice on how we react to any situation. I would like to include a discussion on how effectively ‘controlling’ that choice in every situation can reduce stress, and provide for much more enjoyment of life, as well as actually provide more control of situation that previous to making a conscious choice on ‘how we react’ would have allowed.
- “Developing an attitude of continuous learning” – Discuss the advantages that continuously gaining knowledge presents. Present several ways to acquire such knowledge that can be incorporated into a normal lifestyle.
- “The benefits of Healthy Living” – Methods to get in shape, stay in shape and a discussion of some of the advantages of striving to live healthy.
- “Developing the Social, Physical, Emotional, Financial (or Temporal), sides of life.” – an essay on each aspect and how they inter relate, and how by increasing our ability in those areas, we can increases the overall potential of ourselves.
Well that is Ten subjects, which should give me ten weeks worth of articles. I think that this format will be much more beneficial to an audience at large instead of my ‘personal’ journey on my path to entrepreneurship. If there is an area that you would like added to the list, please post your suggestion here. After each article is posted I look forward to some discussing it here.
Wade Hone –out.
Saturday, November 18, 2006
What it is = The new Work Force Frontier.
What that means :
This is a company dedicated to utilizing the technology of today’s world to bring teams of people together who:
- ...desire to get rewarded directly for the efforts that they put into their work.
- ...desire to have ownership privileges of projects that they build.
- ...are looking for a way to increase their income and their quality of life.
- ...can see that the new frontier is the internet, and who want to be a part of the development of communities and marketing strategies based on that technology.
- ...are comfortable working remotely.
- ...can work well as a member of a team that most often will be separated by large distances, teams whose primary means of connecting with each other will be through the internet.
- ...can work well as a member of a team that will most likely contain teammates that are culturally diverse, i.e. if you are an engineer on a team you need to be able to get along well with the marketing people, and marketing folks, have got to be able to communicate with and get along well with the engineers of the team, (and everyone has to love the accountants… because they need love too and… well… they help us all get paid.)
- ...can use, or are willing and eager to learn how to use, modern internet communication tools to coordinate efforts with the teams that they work with, (most often, access to broad-band internet will be a requirement.)
- ...work well under a management structure that will most closely resemble managed projects. (i.e. project coordinators that plot out a projects development that is based on the completion of objectives or milestones by team members.)
- ...can make realistic estimates on when work objectives can be completed, and then consistently deliver high quality results by those deadlines.
- ...are exited by the opportunity of the great potential returns on time investments, and who are willing to forgo the security of a regular paycheck in return for receiving their reward that is directly based on how well that the project they helped to produce or market does in the market place.
If that definition fits you at all, then by all means read on. (even if you found nothing in common with the preceding list feel free to read it as well.)
Here’s the preview… keep in mind it's a ruff draft:
Here are a few definitions to keep in mind while reading this document :
Green = Good – on target with budget and schedule (the norm.)Yellow = Caution – possible delay is sighted or an overage on the budget becomes a possibility.
Red = Criticle Failure Eminent -In eminent danger of missing the deadline, or not meeting the expected quality requirements. Also red means that additional funding is required and will need to be allocated to this objective. (this will of coarse decrease the expected returns for everyone.) Red also means that failure in this area may require for the project to be placed on hold.
Placed on hold = all work towards the project is halted while feasibility and profitability are
re-evaluated. This would be executed to allow the architect and project coordinators to re design the project plan.
Inactive project = a project that has been placed on hold, and then has been added to an
inactive project list by the Supervising Architect. Personnel can then have their time freed up so that they are eligible to be re assigned to other more feasible projects.
- Level 20 Architects build a basic project idea, and a brief outline of a
suggested reward program, and select a supervising Architect for the
- Project Coordinators are selected by the supervising Architect to run a particular
project or a portion of a project.
- Project Coordinators work with the Supervising Architect to put together a project
design document with time lines that estimate what positions / roles will
be needed to complete the project and how many hours will be needed by
each roll to complete the project on time.
- Project Coordinators will plan a budget for the project.
- Project Coordinators will work with the supervising Architect to refine the reward
structure that will be offered to the team that works on the project.
- The reward – will most often be
based upon the direct result of the team members.
- In other words, the Project Coordinators break down the project into
milestones, and objectives that need to be completed.
- Then the PC (Project Coordinator) assigns a priority to each objective:
- Critical – the most vital parts of the project. These are the objectives that
would be the hardest to replace teammates on or would severely cripple
the project were they not completed with high quality and on time.
- Normal – most objectives will have this status.
These objectives are definitely important to the over all
success, but have some flexibility on time lines or would be fairly easy
to replace team members if the objective remained in a yellow status for
- Non Critical – These are the areas that would be easy to replace team
members on if they went to a yellow status or are very flexible as to
when they could be completed during a project.
- The PC assign a value to each of the objectives.
- The value assigned will be based on the objectives priority and based on the
time estimates and budget that was determined in conjunction with the
- The value assigned will be designated as a percentage of the return of what
ever profits that the project generates.
- The team or agent that completes that objective is awarded the predetermined
value of that objective.
- Bonuses will be awarded based on exceeding expectation.
- Penalties will be subtracted from the assigned value and will be based on failed
deadlines, or expectations not being met.
- A penalty that was assessed to a team or agent will go directly into the
bonus pool which is shared by those that exceeded expectation.
- i.e. an agent completes an objective several weeks in advance of the
deadline – based on the priority of the objective, the value of the
objective, and the degree of exceeding the expectation a point value **
will be assigned to the team or agent. (1-6)
- i.e. a team is late on completing an objective and the end result doesn’t quite meet the expectation. – based on the priority of the objective, it’s value and the severity of the failed expectation a negative point value will be assigned to the team or agent. (negative 1 – negative 6)
- Any penalties that were assessed to an agent or team will be added to the bonus pool for each objective that a negative point assessment was given.
- The bonus pool is calculated as a percentage of the profits. The starting
size of the bonus is defined in the design document.
- To determine what amount of the bonus reward goes to which teams or
agents, the point totals of each team are added up. The total amount of
points that were awarded is considered to be equal to100 percent of the
bonus pool. From there it is easy to figure up what percentage of the
bonus pool every point is worth. Each team or agent then converts their
point total into the percentage that those points represent, and then
pool is divided up amongst the teams and agents based on those
- If the resulting project is sold outright, then the profits of that sale are
awarded as follows:
- The gross value of the
of project result minus the expenses and minus a percentage of the profits (not to exceed 10%) that will be reinvested into the growth of level 20. Sale
- If the project result generates a continuing revenue then the profits of that continuing revenue are awarded as follows:
- The gross Quarterly value of the revenue, minus the expenses that were used
to complete the project (as a general rule the expenses should be paid off within 5 years, but the exact details of repaying expenses will be defined in each design document,) minus the costs involved in maintaining the project minus 10% of the profits which will be used to reinvest in the marketing and growth of the project itself and minus a percentage of the profits (not to exceed 10%) that will be reinvested into the growth of level 20. The proceeds
will be awarded on a quarterly basis to the project teams and agents that participated in the projects creation.
- If the continuing revenue project is sold, then the profits of that sale
are awarded the same way as previously defined.
- The Project Team is put together by the Project Coordinators. This is done by
selecting members / agents that have indicated that they have available time commitments to allocate to the various roles that will be needed to complete the project. This is done by reviewing and interviewing members / agents of Level 20 and going over
the design document with each agent or team lead. (Team leads determine how rewards will be distributed amongst his team…This enables contractors who reward their employees in a more traditional manor to participate. However the Team Lead does need to be a registered Level 20 agent designated as a team lead.)
- During the interview process, the projected budgets, and time lines need to be
discussed and agreed upon between the project coordinator and the agent or team lead. This part is very crucial. This is where Agents and Teams commit to meeting deadlines, and where expectations are explained and defined as well as the penalties and rewards for exceeding or failing to meet expectations are discussed and reviewed. This interview meeting needs to go over the same things that the kick off meeting goes over, except the focus should be more on the specific objective instead of the overall project.
- The Supervising Architect should be consulted with on any major revisions to
the design document or timelines.
- If the needed personnel resources haven’t been met then the Project Coordinator would be responsible for utilizing the Level 20 resources to recruit new Level 20 agents to fulfill any roles that are not filled by existing agents.
- Once the whole project team has been selected and everyone has been assigned to all of the objectives and agreed to the deadlines and rewards and penalties, then a kick off meeting is held.
- In the kick off meeting, introductions are made so that the team gets to know who all is involved.
- The overall project is reviewed and the desired end result is explained and reviewed.
- The definition of success for this project should be defined in this meeting.
- The expected rewards should be reviewed including what the expected sale amount and expected profit margin will be. Or it is going to be an ongoing revenue project then the expected quarterly income amounts should be reviewed.
- each project objective is reviewed.
- The entire time line for the overall project is reviewed.
- Clear expectations are set, and agreed upon for each objective. This should be done in front of the whole team.
- The reward system for the project is reviewed.
- A clear understanding of when an objective will be put in a yellow or red status needs to be understood by each person for their objective.
- All of the communication tools need to be explained, and previous to the kick off meeting a check list needs to be completed that shows all that all of the team members have access to all of the communication tools that will be used and that they have access to the tools that will be used to track the status of the project.
- Reporting needs to be explained:
- Exactly who needs to do exactly what
- Where, When, and How each report should be submitted.
- Clarify that reporting accurately and on time will be reflected in the overall
rating of whether or not a team or agent met the expectation for the
- Any potential issues need to be noted for review later. Each team lead and agent that is responsible for an objective should have the opportunity to list any areas that need to have special attention paid to them.
- The next group project review meeting should be scheduled.
- Objective review meetings should be scheduled.
- After the kick off meeting the PC will play the roll of monitor making sure that
all the tasks stay on task, and moving any objective to yellow or red status.
- If an objective moves to yellow or red then the PC needs to determine whether to
bring in new team members to complete that objective or exactly what needs to be done to get the objective back to green status.
- The PC will also work with the Supervising Architect to determine if a project needs to go on hold to be reviewed or re-designed.
- Objective Owners can be Solo Agents or Team leaders who are responsible for delivering an objective but rely on others to help them accomplish this.
- Teams can be made up of a group of Level 20 Agents (called an ‘in house’ team,)
or the team could consist of a group that the Team leader is in charge of, and who are not members of Level 20. (called an ‘outsourced’ team.)
- If the team is made up of Level 20 Agents, then the rewards for that team should be defined in the design document.
- If the team is made up of non Level 20 Agents, then the rewards for that team are determined by the Team Leader, and only the Team Leader or the company he represents will receive the rewards from Level 20.
- If a Level 20 agent is working in an outsourced team the agent’s reward for that objective, will not be defined in the design document. The agent CAN still work on other in hose teams or operate as a Solo agent as long as the agent can meet the time commitment requirements.
- Objective Owners are responsible to make sure that the objective stays in the green status.
- Objective Owners are responsible for accurately and promptly reporting status via the reporting tools. Also regular communication between objective owners and team members is encouraged via the communication tools provided by Level 20.
* Inactive status - When a project goes from inactive back to active, the whole process is started new. A new design document will be created for the re activated project. All the roles are filled just like they would be if it was a new project. Many or all of the roles may be filled by new agents. The original teams would still need to be rewarded for any work from the old project that was used in the new reactivate project. The new design document would include the provision from the old project design document that lists how the reward will be distributed to the old project members for work that is used in the new project. What ever gets used from the
old project should be listed in the new design document. The distribution of the reward to old project members should be defined in the new document as well.
** Point Value – the more Critical a task the better the opportunity to earn a bonus of course the opposite is true in that if expectations of time lines are failed, the penalties are worse.
A Critical task at normal value would get either 5 or 6 points. (positive or negative)
A Normal task at normal value would get either 3 or 4 points. (positive or negative)
A Non Critical task at normal value would get either 1 or 2 points. (positive or negative)
In the Design Documnet the objectives will be defined as High Value - Normal Value - Less Value - objectives. Depending on the value of the task, a point can be added (high value), no change - (normal Value) or Subtracted (Less Value.)
-to be continued and refined- by Wade Hone – Saturday November 18, 2006 6:42 am. --
Thursday, November 09, 2006
I'm in a hotel in Coerd'lene Idaho (which ever weird way it is that you spell it, it's still up here in the beautiful northern part of Idaho.)
on the day be for I came here for this 3 day conference, where I planed on, (and am currently,) hosting a booth for displaying our products and services, I started to get a cold. On the trip up, it bore fruit, and today, I went to the conference barely able to speak in anything other than a whisper.
Yes I had lost my voice. So to start my topic, about success on the road, I would recommend that you go healthy. Alas, if you can not go healthy, still go, as I'm finding that my presence is definitely better in my present condition, than had I not come at all.
Go prepared, that's another good tip, and I think that we did fairly well on that front. Nice display, plenty of candy for folks to snag on to, and a big stack of business cards.
(once again, I'll mention .. Bring Candy.. Average attendee has a sweet tooth, or at the least, appreciates the offer.)
Watch other's displays for ideas. I saw someone that was running a video, no sound, I was wondering how that would work, and in my mind I had it as a big display behind me, however after seeing this fellows in action, I have to say I like his idea. It's a small TV on the table, that plays in the background that displays his product in action. Well done, yet HE is still the main thing at the booth, and it's not intrusive for him to be talking to his customers and turn as a reference to the video. It's a short thing, maybe 5 mins that loops over and over. (on mine, I'd add words ala power point presentation, but I like the small size and the no sound option.)
Get Contact info.! Get good at remembering names, and where they are from, take a small note book that you can jot down name, where they are from, and a quick note about your conversation so you can talk with them later.
Stay friendly. From watching people, this group in particular, I can see that they are out of their element, at a new place with lots of new people. They are looking for a friendly face to connect with. A Smile and a wave is a great way to make friends, and I have no doubt that many good sales relationships will develop out of that as well.
If it gets slow, visit other booths, if it's not slow, stick around your booth as people may want to talk to you. Other Booth owners are a great source of marketing info.. How do they do it, what do they do, how to they greet their potential clients, and what 'hooks' do they offer to get people to give them more than a passing glance. - but don't forget to keep your base covered.... You may miss an important contact. Check out your competition... Sometimes they aren't really as evil as you first thought.
Enjoy the food... Enjoy the company... You need to be having fun so you can stay in a positive upbeat mood for those that your working with.
Hmm, I'm sure there is more, but then again, there is always tomorrow. Wish me luck on getting my voice back... I'm sure I'd be making a better impression if I didn't have to whisper every thing or squeak my words out to potential customers.
Oh... Final tip... If rich enough, hire a booth babe... The one booth that had a girl in it seemed to always have folks there to chat with her. ;'-)
Sunday, November 05, 2006
2-13-08 ( a Re-Write of my original ramblings from 11-05-06.)
Accountability. The dictionary definition reads:
“Every day a man should know whether he has won or lost.”
I completely agree with that.
“Temet Nosce!” And no less important, “Sui Juis”
(“Know Thyself” and “One’s Own Master”)
That personal definition of success is already a part of every person – those that can do a bit of introspection and dig it out to look at it, can then start to revise it to have a conscious impact on that definition of success. Instead of blindly letting some sub conscious ambiguously defined definition of success impact you on a continuing basis, a person that has taken the time to clearly define what success means to them, has a much better chance to actually attain it that some one that has not consciously clarified that definition.
Think about all the areas in your life that you would like to succeed in. (introspection)
Prioritize those areas and clarify your personal definition of success.
Prioritize and write down the goals for each of those areas.
Here is what you will get:
You will have a much easier time achieving those goals because they are written down and you can focus on making choices that will help you succeed.
You will receive the hard to measure value of having a measuring stick to let you know whether you have won or whether you have lost each day. With that measure in place, you can start making choices about where to spend your time and efforts that will eventually turn each day into a win!
Best of all you will understand what it feels like succeeding at being accountable to yourself. When you are measuring up to your own definition of success that accounts for all of the variable in your life properly prioritized in order of importance and when you are succeeding at the goals set in each of those areas, the feeling is incredible!
Wade L. Hone
Thursday, November 02, 2006
I have many goals and aspirations that if I do not hold my self accountable to some standard, I shall sadly not achieve them.
Tomorrow, I will design a brief ‘checklist’ that I will use to make a weekly report. I’ll use this forum as a place to report to. It is my belief, that this check list will play a key roll in the achievement of my success as an entrepreneur.
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Tuesday, March 21, 2006
The Level 20 Distribution force.
Small = 1 to 49 agents
Medium = 50 to 500 agents
Enterprise 500 + agents
- Members (have access to Intagoal Training material.)
Individuals that receive the Level 20 News Letter – Special Offers and benefits perhaps even Discounts – Regular customers of Level 20 Sources or Level 20 Production Agents.
- Small Support Staff (bookkeeping)
- Source Customers
Are sources of products sold by Level 20 but are not Production Agents. Sources will have L20 Source Agents that coordinate the distribution methods that the Destination Agents use to deliver their products to the destination customers.
- Destination Customers
Purchasers of Source products that are sold by L20 including Members and non members alike.
- Source Agents (Intagoal Certified.)
L20 Agents that help to develop a relationship with Source Customers and Production Agents. Source Agents coordinate the distribution methods that the Destination Agents use to deliver the Source products to the destination customers.
- Destination Agents (Intagoal Certified.)
Destination Agents deliver the Source products to Destination customers.
- Production Agents (Intagoal Certified.)
Companies or individuals that provide products or services and are trained in the methods of operation at Level 20. Often Production Agents will fill the role of Source Agent.
- Local Coordinator (Intagoal Certified.)
Coordinates the efforts of all Agents and Customers in a local area.
- Support staff including – receptionist – IT – accounting – law
- Source Customers
- Destination Customers
- Source Agents
- Destination Agents
- Production Agents
- Local Coordinators
- District Coordinators
- Area Coordinators
- IT Coordinator
Continue Developing the distribution company so that it can be sold for no less than 10,000,000 Dollars.
- Support staff including – receptionist – IT – accounting – law
- Source Customers
- Destination Customers
- Source Agents
- Destination Agents
- Local Coordinators
- District Coordinators
- Area Coordinators