In this article, I want talk about things you should and shouldn’t do with your list and how you can make your list profitable.

First, let’s talk about the money-making aspect because I know that’s what will probably be most interesting to you.

There are a few ways that you can make money from your list. Here are the four most common ways…

1.    Positioning: This is where you simply use your list as a venue for idea sharing. You never direct sell to your list but rather just add value to their lives by sending them high quality information.

By positioning yourself as an expert, they’ll be more likely to think of you when they need to buy. And, because your content is really valuable, your subscribers will be more likely to save and even share your emails with someone else.

The return on this method is the hardest to measure because, unless someone says “your ezine convinced me to buy from you”, you’ll never really know the impact it had. But,this is also the most trusted and appreciated method of marketing to your list. Your subscribers will be more likely to open and read each email you send.

2.    Selling your products or services: This is where your emails explicitly sell your products, services, seminars, ebooks, memberships or whatever. If subscribers don’t mind getting these offers from you, and if your offers are relevant to them, they will be more likely to read them.

3.    Affiliate offerings: This is similar to #2 except that your emails sell other people’s stuff – perhaps services or downloadable products from another vendor. You are paid per click or per lead or per sale (depending on the affiliate relationship you have).

4.    List rental: This is where you collect a list of names and advertisers pay you to send out an email to your list. This is uncommon in many industries but it is still very common in other industries (such as the investment industry, where it is overdone). This is the least-trusted and least-opened of the four types of email marketing. Note: I DO NOT support, encourage or endorse this type of list. I won’t discuss this option further, but I have had readers ask about this type of list so I am referencing it for information only.

Each of these four common ways to make money from your list could be used by themselves, but probably the best tactic is to use a combination of a few of these models. For example, it is very common to send out positioning content and have a sales offer in there selling one of your products or offering an affiliate product.

The models that I feel are the most effective are:

• An exclusive positioning-only ezine. This one is going to please your subscribers the most and keep you at the top of their minds as someone who truly has their best interests at heart.

• A combination of positioning content and selling of your own products or services… with the emphasis on positioning content. For example, your ezine might include a really helpful article and a PS that says “If you think the article was helpful, check out my [product link].” That keeps the emphasis on the content but still offers something you have to sell.

List Do’s and Don’t's
Now that I’ve given you some money-making tips, here are some do’s and don’ts for your list:

• Comply with the CAN-SPAM act. If you use a reputable email marketing service like the ones I’ve listed (Aweber, ConstantContact, 1ShoppingCart), they can help you.

• A double opt-in is a good idea. Single opt-in is when someone goes to your website and inputs their name and email address and clicks “submit” and that makes them subscribers. However, anyone can put anyone else’s email with single opt-in and that makes single opt-in less trusted. Double opt-in is better because once someone enters their name, an email is sent to them that they have to acknowledge. Double opt-in isn’t necessary, but just consider who your audience is. Are they motivated enough by your offer to do the extra step of double opt-in? While double opt-in isn’t necessary, I believe you get a stronger list out of it.

• Don’t pitch relentlessly or too frequently to your list. I have a few emails that I’ve filtered straight to my trash folder because it’s just one pitch after another. (I could unsubscribe but I was getting 2 or 3 a week from the sender, would have had to unsubscribe from each, and it was just quicker to filter them all at once).

• The best way to get your list to buy something from you is to first give them value. Give an over-abundance of value and you will become indispensable to them and they will reciprocate.

• If you’re going to send out a regular email as your freebie (and you should send regular emails), send it out every week or every other week. Those are the best frequencies. If you send it out more often than once every week, you’ll drive your subscribers crazy with an overwhelming amount of information. And if you send it out less frequently than once every two weeks, you’ll run the risk of your subscribers forgetting about you. Note: I should point out that the only exception to this best practice is if you send out regular reports instead of emails. If you send out something larger and more substantial, like a report or ebook, you might consider sending it only once a month. Otherwise every week or twice a month a month is good.

• It takes time to build a list and it takes time to turn that list into paying customers. Be patient and be consistent. Depending on your niche, it could take months before you have a really good list and even years before they are the high value, responsive, hand-over-their-cash list you need them to be. This is a medium-to-long term investment.

• While you are planning what to give your list as a freebie, don’t forget to plan how you will attract people to the page that will ultimately turn them into customers. That is an often overlooked aspect of list-building that you’ll want to build into your plan.

• Be consistent. If you plan to send something out on the same day every week, send it out on that day. Be consistent. Stick to your plan. You’ll “train” your list to watch for your email on that specific day.

• From time to time, surprise your list with something extra. Maybe another report or a bonus issue or something. This forces you out of the groove of just delivering weekly content, which is all too easy of a groove to get into. Adding value reminds you and your subscribers why you’re doing this.

• If you’re going to present a product or service, make sure it is relevant to your audience. Don’t offer them something that they don’t care about. Not only will it just waste your time in offering, but it could risk the relationship you have with them if they sense that you aren’t in touch with their needs.

• Measure relentlessly. Measure the open rate of your emails and the click-through rate (if you include a link in your email). Are there types of subject lines that get opened more often? Are there subjects that are clicked-through more often?

Your list is a valuable asset that, over the years, can pay you back again and again for the investment and effort you put into them. Create a meaningful incentive that they’ll love, give it to them in exchange for their email address, and start building that list.

Related posts:

1. The Power of a List: Part 2
2. The Power of a List: Part 1
3. Be a Twitter List Champion in Just Ten Minutes- Part 2

Exploding your day will help you stay on track, and probably help improve things like your cash flow and professional relationships. “What?!?” you say, “my schedule can help improve my cash flow?!?” Well it certainly has mine and I’ll show you how it can help you.

I have broken my day into three segments:

1. Billable or Revenue Generating
2. Revenue Planning and Growth
3. Organizational, Personal & Other

Each of these break down like this:

Billable or Revenue Generating tasks are things that directly or indirectly bring me money, such as a coaching session, bookkeeping work, or writing a newsletter for an affiliate product I am promoting.

Revenue Planning and Growth are things that will bring success later (perhaps it’s a stronger team, a stronger community, better products, more money etc.). These are things like writing a Tips in Ten issue, Monthly Operations meeting, Speaking to a prospect on the phone.

Organizational, Personal & Other are things that I must do, but which don’t bring any direct “success”. These are things like checking email, authorizing bills to pay, taking lunch, or personal things like calling my child’s school. (To be clear: They are things I must do and they are rewarding and enjoyable. I’m just referring to “success” from a business perspective).

I can just about classify all of the things I need or want to do in a day into one of those three categories. Now the trick is to have the right amount in each category! Here’s how I do that: Do you remember in school those “divided” plates, in which the main course had a larger section and the two sides had smaller sections? Well exploding your day is like organizing your day on that divided plate.

To make it easy for you I am providing you with a spreadsheet (download it here). This is the same spreadsheet my assistant and I use in Google Docs to explode my day.

I’ll briefly walk you through it so you can customize it to your needs:

1) You’ll note that I have my day broken down into 30 minute increments. Each increment I call a “Part” and you’ll see in a moment how I use those.

2) I have from 5am to 5pm shown there. I am an early riser and I rarely work past 5:30 pm (or if I do it is random and unplanned stuff). Obviously I am not requiring you work a 12.5 hour day to make this work, so break it down for what is best for you. If you don’t work before 8am remove lines 2 through 7.

3) Each half hour segment is one “Part” of my day. These are the total number of allotted times I can use. You’ll note in my spreadsheet, which lists 12.5 hours per workday, I have a total of 25 parts (half-hour segments) in the day. And if you look across the bottom row, you’ll see that I’ve assigned some of those available 25 parts to each column: 12 Billable or Revenue Generating parts, 8 Revenue Planning and Growth parts, and 5 Organizational, Personal & Other parts. Depending on how many hours you work each day, you will have to adjust the number of Parts in the last row.

Here are some guidelines to go with:

• If you work 12.5 hours per day: 25 part day = 12 parts Billable/Revenue, 8 parts Planning/Growth, 5 parts Organizational/Other
• If you work 10 hours per day: 20 part day = 9 parts Billable/Revenue, 6 parts Planning/Growth, 5 parts Organizational/Other
• If you work 8 hours per day: 16 part day = 7 parts Billable/Revenue, 5 parts Planning/Growth, 4 parts Organizational/Other
• If you work 6 hours per day: 12 part day = 5 parts Billable/Revenue, 4 parts Planning/Growth, 3 parts Organizational/Other
• If you work 4 hours per day: 8 part day = 3 parts Billable/Revenue, 3 parts Planning/Growth, 2 parts Organizational/Other

So just adjust the number along the Parts row in the spreadsheet to reflect the change. Let’s assume that you are going to go with an 8 hour day. That means your column 1 should show #/7 and your column 2 should show #/5 and your column 3 should show #/4.

So, now you have your spreadsheet all set up. Only your working hours are on it, and you have your part/segment quota broken down. Now it is time to fill it up.

First I would like to give some suggestions:

1) I have my assistant do this for me the night before so that when I wake up in the morning my schedule is ready.

2) When I have things I want to do that are not in my calendar, email or project management system, I put them over in the Other Tasks tab for my assistant to fit them in where available.

3) Consider loading this into Google Docs so that you and your VA can share it as needed.

Okay, now it’s time to fill out the sheet:

Step 1: Go to your calendar first and put all time sensitive appointments on there. These include calls and meetings that are scheduled. Make it easy! Don’t just put “meeting”. Instead, put “Meeting with Jane Doe re: Computer purchase – you call her – 555-1212″. So with a quick glance you have everything you need. Make sure to put these appointments in their correct column (if they are billable or revenue generating in column 1, if it is revenue planning or growth in column 2, and all else in column 3).

Step 2: After you have your firm “already set” appointments in, schedule the things that you “need”. This would be your lunch break, your times when you pick up your child from school (or take them there); for me, I check emails at specific times so I slot those in there. Most of these types of things go in the column 3.

Step 3: Open up your project or task management system or to do list (wherever you keep the “work” organized that you have to do) and start scheduling them into your spreadsheet.

Step 4: Tally it all up. How many cells are full in column 1? Replace the ‘#’ in Column 1 with the number of cells. Same thing with column 2 and column 3.

Step 5: Analyze:

• What are you missing? Do you have a lot of blank space? If so click over to your “Other tasks” sheet (at the bottom of your spreadsheet) and try to fill in the blank space. (When in doubt, fill blank space with Column 1 and 2 activities first, since they impact your business the most).

• Are you past your quota or under it in some columns? If you have a greater first number than second number in column 3 then you need to figure out how to decrease that number. Remember you derive no business benefit from column 3, so see if you can hire an assistant or outsource excess column 3′s in some way. If you do not have enough in column 2 then Pull out some previous Tips In Ten on revenue generating ideas and fill up column 2 with reading, studying and practicing those ideas. If you don’t have enough in Column 1, but you do have work then put in proactive work and start working on it early.

This sheet lets you take a critical look at you and how you work IN and ON your business.

1) Try to meet the segment quotas when at all possible and adjust your thinking to attempt to meet them.
2) If you find you have excess parts in one column and not enough in another, take a deeper look at your business and figure out why.
3) Exceed deadlines, just don’t meet them.
4) Account for all the time in your day!
5) Cross off each cell with the “strikethrough” feature once you have completed a task!

That’s it! It’s an easy way to quickly sort and prioritize your daily tasks and to always make sure that you are putting the majority of your focus on the most important business-building, revenue-generating tasks.

Related posts:

1. Master Your Day in Just 10 Minutes – Part 2
2. Master Your Day in Just 10 Minutes – Part 1
3. Creating and Managing a Marketing Plan

As I help develop productivity systems and procedures for entrepreneurs and small business owners, I’ve found myself developing another type of project management system – one I call the “self-direct project management system” – for business owners who need to share their projects with staff.While most small business owners run their own businesses, they often bring in others to work for them. For example, they might have a virtual assistant a few hours a week, or they might have a web development freelancer take care of their website, or they might outsource some of the preliminary work performed for a client deliverable, or they might have a couple of staff members. Even if you are a solopreneur running a sole proprietorship, you’ll still probably have some kind of “employee” or outsourced vendor at some point in the future. In all of these cases, it’s handy to have a system that is visible for each person so both they and you can see what is going on. That’s why I call it a “self-directed project management system”, because your staff can manage their own project management and you can keep an eye on everything.

(By the way, I’m going to use the term “employee” throughout this issue but be aware that I could mean employee, virtual assistant, freelancer, outsourced vendor, or whomever you might hire to do the work).

There are several project management programs out there and many of them are pretty good. If you wanted to just use one that already exists, and if you were willing to invest the money for it, you might consider some of the following, which I’ve used:

• BaseCamp
• Wrike
• Intervals
• Zoho Projects

I’ve tried these and there are good points and bad points about each one; it really depends on your business and your work style. Also, in a lot of cases, these only give limited access for free and you need to pay to create more projects or use more features.

One complaint I have with a couple of these systems is that there are too many bells and whistles for some entrepreneurs. Some of my clients want a really simple, straightforward system that is easy to use, easy to share, and easy to customize if necessary, and they don’t want to pay money for many of the extra features that they may not use. And that’s the system I’m going to show you in this issue of Tips In Ten.

The system I’m going to show you can be set up in moments, it only takes ten minutes a day to manage all of your projects, and it is free and really simple to use. Not only that, it is far more customizable to your business than the project management systems I’ve listed above. It’s very light, and although there are no bells and whistles, it works. (And I’ve discovered that something nice and simple that works is far better than something you pay for with lots of nice features that you never use.)

System Set-up (Duration: 10 minutes)
Setting up is really easy and only takes two minutes.

Sign into GoogleDocs and open a new spreadsheet. Save it as your Master Project Management Template.

Edit it like this: In the “A” column, write “Project” then “Goal” then “Measurable” (x 2) then “Task” (x 20 or so), as I’ve done below:

Save it and you’re done.

You’ve set it up in less time than it would take you to search for and buy a piece of project management software and try to figure it out!

Apply to roles (Duration: Varies. Only a few seconds per role)
When you bring someone on board in your business to get them working for you, just open the spreadsheet, click “File” and select “Make a Copy” (which is like “Save As”). When you’re prompted to name it, give it a name related to the project team or employee it is for.

If I was going to use this for a web developer/internet marketer I’ve hired, I would save it with that role as the name: “Web Dev and Internet Marketing”.

Then, just share it with that person by sending an invitation via email.

Creating projects (Duration: Typically less than 10 minutes)
When you’ve assigned and shared a project management document with a particular employee, you can quickly and easily add projects.

Step 1: List projects: Open the file for that role (“Web Dev and Internet Marketing” in the example I’ve given) and list the projects you want them to work on across the top (“Projects”) row. In the example I’m giving, let’s say that I want them to do 2 projects – design a new website and do some internet marketing.

Step 2: Write down your goal: I like giving people the big picture of whatever project they are working so I try to put down a goal for each project.

Step 3: List measurables: Measurables are important ways for people to know if they are being successful or not. Certainly not every project has a measurable – some are as simple as “just get it done” but I’ve suggested 3 spaces in case you want to put something in.

Step 4: List tasks: This is really easy to do. Just write the due date and the task in one cell and put them in order.

Other tips
Easy color coding: When your employees use this system, all they need to do is highlight the particular project they are working in one color (I’ve used yellow) and then highlight it in another color when they are done (I’ve used red). You might also want other colors for “on hold/waiting” but try to avoid introducing too many other colors into the system. Just keep it clean and simple.

Comments: If you need to give more instructions, just use the comments features (Insert > Comment) and type your comment for that field.

When finished: When a project is completely done, just delete the whole column to keep your space uncluttered.

Using the system (for employees)
All your employees have to do is open up the file when they do your work, highlight the project they are working on, and do the work.

Using the system (for you) (Duration: Typically just a few seconds per document)
Using this system is really easy and will rarely take a full ten minutes each day, even if you have several staff. Just sign in and check for the yellow-highlighted cells.

• Are they on track?
• Is the project they are working on going to land on your desk for review?

If there is a project with nothing highlighted in yellow, follow up – they’ve either forgotten to highlight it or haven’t started yet and a quick phone call or email will resolve that.

That’s it! It’s a nice, clean, simple system that allows your employees (even if it’s a distributed workforce of temporary freelancers) to manage their projects and for you to give some oversight to it.

Related posts:

1. Project Management in 10 Minutes
2. Project Management Gone Wrong
3. Project Management Success Requires Flexibility

In this article, I want to give you some details on getting started with your first informational site. I’m going to talk about choosing a domain name and setting up the site. But in order for you to get the most out of this article, you’ll want to have done the steps I outlined in the previous article:

• Identify your sub-niches
• Find the intersection between what they are looking for and what you provide
• Plan your format (such as a blog).

If you haven’t done that yet, you’ll want to do it now. Even if you’re not 100% sure what target audience you want as a niche, it’s a helpful exercise to start. Then, when you will be ready in the future to work on this, much of the legwork will already be done.

Find a domain name

Once you’ve decided on those things, you can now think about your domain name. Domain names have gone through an interesting metamorphosis since their early usage in the internet’s earliest days. Today, businesses will often pick names for their corporate site that reflect the name of the organization. My site, HeatherVilla.com, is a good example of this. I do this because I want to brand my name so that when people think of me, they can type my name into their browser’s address bar and get to my site.

But informational sites are going to be really keyword friendly and highly targeted to your niche. People are rarely going to remember and type the name of the site into their browser. Instead, they are going to search for information on whatever your topic is and click on whatever comes up in the search engine results. If it’s really helpful, they will bookmark it and visit again. There is rarely a time when they will actually type in the domain name into the address bar.

Because of that, you can choose domain names that aren’t easily necessarily memorable or associated with your brand, but are instead chosen because they are search engine friendly. These domain names can be longer as long as they have the keywords you want in them. So, let’s build off of the example we started last week to show you what I mean: Let’s say that a sales coach is going to build an informational website for soon-to-be entrepreneurs. Instead of using a branded name that is borrowed from the name of the company, they may choose something that is far more keyword rich and search engine friendly. Off the top of my head (and I haven’t checked to see if this actually exists), that business might consider something like sales-coaching-selling-coach.com. This might be a long and annoying domain name for prospects to have to type in under normal circumstances but they will very rarely (if ever) type in that name. However, it can search reall y well for the keywords that are contained within the domain name.

To choose the best domain name, start by looking at the list you made from last week’s Tips In Ten in which you identified what content your target audience would be looking for. From that list, try to figure out what they would search to find that information. (Make a couple of test searches yourself to see).

Then, go to the Google Keyword Tool and type in some of those search terms. Google will give you an approximate number of people who search for that keyword every month. You should get a big list and you can pick several of the keywords or a combination that makes sense. The example of sales-coaching-selling-coach.com illustrates a few potential keywords – “sales coaching”, “selling coach” – that were squeezed together to create a long domain name that is keyword rich.

Choose a platform

Choosing a domain name is only part of the process. You also will want to find a platform to publish your content. You may want to choose:

• A regular site (which might be commonly created in html)
• A wiki
• A blog
• A Squidoo site (Note: You cannot get a custom top level domain name for Squidoo.)

I like a blog because they are easy to create and use and fresh content is always visible to your audience without them having to hunt around. As well, blogs are often automatically set up with RSS feeds and other widgets that can improve a user’s experience. Most importantly, I like blogs because they are a content management system: You can upload content and manage it from a central dashboard, allowing you to prewrite and schedule content or edit content without having to jump into the code to do it.

WordPress is my favorite platform - it’s the one I use most frequently – although Blogger is another favorite for website users. To create a WordPress blog for your informational site, buy some hosting and a domain from a web hosting company and download WordPress from www.wordpress.com. Upload it to your server and get started.

Yes, I realize that I’ve just described a fairly complicated process in one sweeping paragraph but everyone will have a different experience, depending on who they buy their web hosting from. For example, GoDaddy.com gives customers the ability to automatically upload WordPress to their host without having to go to WordPress.com. And if you use a platform other than WordPress, you may have to do completely different steps.

So, the bottom line is that you need to find a content management system (like a blog). Choosing and uploading your content management system can be time consuming and is obviously critical to your informational site’s success, but it is only one step in a much larger process.

Create a plan

Once you have chosen your CMS system, and you’ve got everything all working together (i.e. the domain name correctly takes a user to the website) then you need to put together a plan.

In my experience, people start these information sites with great dreams, but very little planning, and then they get frustrated and stop working on their site after a while. Next week, I’m going to show you what you need to do to create a plan for a successful informational site.

Related posts:

1. Success with Informational Sites – Part 3
2. Success with Informational Sites – Part 1
3. Success with Informational Sites – Part 4

So, over the next 4 articles, you’ll read about information sites (some people refer to these as Content sites) and I will guide you step by step through the process of setting them up and succeeding with them. But first, I need to make sure we’re all on the same page so let’s start by talking about what they are and why they are important.

Informational sites are exactly what their name implies: Sites that are rich in information. In many cases, they are presented in the form of a blog (and that is how I tend to use them) or they contain other ways to communicate information, such as articles, reports, wikis, links to other sites, etc.

What separates information sites from other sites is that they don’t sell anything. They are information only: Just informative content as far as the eye can see! However, just because they have lots of content but don’t sell, don’t write them off as money-losing, time wasters. On the contrary! Information sites can generate you a lot of money and I will show you how.

Think of information sites as resource centers for a niche market to visit in order to get the information they want about a specific topic. They need to be rich in the subject matter that your audience is looking for.

So, the next big question you’re wondering is…

Why would I want an informational site?

Good question! And, if you’re not sure about informational sites in general then you might be wondering why you’d want to pour your efforts into a separate site… after all, why not just make your own business’ site an informational site, right?

Informational sites have some advantages over building a resource base on your own site:

• Informational sites give the appearance of being an unbiased resource center. In general, I’m sure that the information you provide would be unbiased, regardless of whether it’s on your site or on an informational site, but the customer’s perception can often be mistaken. They’ll think “of course the business is saying that; they’re trying to get me to buy something.” Even if it’s not true, that’s consumer psychology: They tend to trust more the information that seems “separate” from the business. So an informational site creates a “one step removed” site that makes it easy for you to provide information without seeming biased.

• Informational sites help to position you. Which business would you trust more: A business that sells something and that’s it, or a business that sells something AND selflessly provides a learning center? Of course the learning center business tends to be positioned as an expert (and therefore more trustworthy and able to command higher rates). But for reasons given in the previous bullet point, that needs to take place on a different site.

• Informational sites give you a “laboratory” where you can express your ideas and try out different things. Because of the volume of material you post, you can create content and try out different ideas and see how they are accepted. If you develop a great new coaching technique and all of your informational site readers love it, then maybe you can think about marketing it on its own. Or if your readers hate it, then you know that you should cut it out of your processes and move on. This laboratory helps you create and disseminate and test thought-leadership.

• Informational sites that have regular content also help you to generate an audience who might not normally follow a business’ site or blog but who do crave information. So, you get a bigger share of an audience.

• Informational sites are also very search engine friendly – for a few reasons that we’ll be talking about in upcoming Tips In Ten issues – so they help people to find “you” even if your own business’ website doesn’t turn up that well in search results.

For these reasons, informational sites are highly valuable assets that every business should own. But I would add yet another reason that informational sites are so valuable (but let me first clarify that this reason should NOT be your primary reason for starting an informational site, though it can be an important secondary reason):

• nformational sites can provide valuable ad revenue from people who click through ads placed on your informational site.

How should I start?

Here’s the process that I use when I begin an informational site:

1.    Start by thinking about who your target audience is for your business. Remember that whatever you decide to do for an informational site, you want it to be related to your business somehow because you are attracting your target audience so you can hopefully serve them some day and because this site can help to position you as an expert. (Besides, why would you want to split your focus between the subject matter of your business and some other subject matter? It’s less productive that way). So start by listing your target audience and try to narrow the niche to very specific audiences. For example, you might be a sales coach for small businesses but you can probably narrow it down further than that to “would-be entrepreneurs”, “MLM entrepreneurs”, “recent start-ups”, and “small businesses that are about 1 year old”. There, you’ve got 4 niches that you might want to consider creating informational s ites for.

2.    Once you’ve thought about your target audience, now it’s time to think about what information they are looking for. You want to find the “intersection” between what you do and what they need. Once you find that “intersection”, you’ll need to focus all of your content there. So, let’s say that you choose to start with an informational site for would-be entrepreneurs. The “intersection” between your business and their needs might include information about sales basics, the importance of sales to various aspects of the business, the sales process, etc. I would list as many topics as I could think of, aiming to have 100 or more topics. You might actually end up with a couple of different ideas for sites for a single niche. Just pick one and work on it first.

3.    Plan the format that you want to use. We’ll talk more about this in an upcoming Tips In Ten, but in general you need to decide if you are going to create a blog, a Squidoo lens, a site that is full of articles (but with a different structure than a blog), a wiki (which only you update), etc. There are lots of options and in an upcoming Tips In Ten I’ll talk about why I prefer blogs.

Okay, put your pens down! You’ve done enough for today. Watch for the next article of Tips In Ten when we talk further about informational sites and the business-building opportunity they provide you.

Related posts:

1. Success with Informational Sites – Part 2
2. Success with Informational Sites – Part 3
3. Success with Informational Sites – Part 4

In the interest of full disclosure, this article of Tips In Ten has less to do with specific ten minute activities that you can do. The activities I’m going to talk about will help to support your other ten minute activities (like scheduling, which you read about in the last issue, but in fact all of the various ten minute activities I’ve shown you in these Tips In Ten articles).

A couple of activities that take more than ten minutes

The first thing I’d recommend – and this definitely isn’t a ten minute activity – is to make sure that you are taking care of yourself physically: Are you getting a good night’s sleep? Are you eating properly? Are you exercising? I’m not your mother so I’m not going to talk about this too much but I will say this: You are way more productive when you live a balanced and moderate life and you get rest, nutrition, and exercise. Since productivity can help you make more money, I see this as an investment. So take the time to take care of yourself.

Understand yourself

It is vitally important that you understand yourself in order to maximize your productivity and be more successful. For example, you need to know when you need to eat, if you might need to nap, and when your mental peaks and valleys are. I don’t like doing anything first thing in the morning, but I’m usually at one of my peaks within 30 to 60 minutes of first thing in the morning. I get less work done in the afternoons. I peak creatively between 11pm and 1am.

As you can imagine, when I know that about myself, I can schedule appropriately. I schedule those important/urgent tasks for my very first peak (but not before because I’m probably not going to start them at that point anyway).

To this end you should be mapping out how you feel each day and watch for patterns. Are there times in the day when you are doing great? Are there times when all you can do is stare at your screen? It happens to all of us and if you know in advance how you are, you can allow for it.

Mapping your ability to work at various times in the day won’t take a single ten minute session but it shouldn’t take you more than a few moments throughout the day to jot a note to yourself. (Set an alarm to ring every hour. When it rings, take note of how you feel: Creative? Eager? Totally unmotivated?).

Another important thing to know about yourself is to know what your limitations are. Maybe you’re a great visionary but you have a hard time knowing how to start something. Maybe you’re a great starter but you don’t finish so well. Maybe you have a hard time starting things but once the ball is rolling you can complete it with excellence.

Great! That is so important to know about yourself! Again, it’s not a task that you can “do” in ten minutes but spending some time thinking about it is well worth the investment. Once you know these things about yourself, you can schedule appropriately.

Adjusting your schedule for who you are

If you are a morning person, fill your mornings with really important stuff. If you are a night person, put it all at night. If you have peaks and valleys through the day, fill your day with the really important stuff during those peaks.

And, in terms of starting or finishing well… If you start really well, figure out ways to help you finish. And vice versa. Let me give you an example:

• How good starters can become good finishers: A client of mine is a great starter but he struggles with finishing. He knows that about himself after he and I spent time analyzing his work style. He has great ideas for projects and he can really get the ball rolling but then he loses steam after a while and lots of projects falter. So we’ve addressed it in a few ways. For example, by making big projects into a series of smaller projects, he can “start” each project (and because it’s small, he can maintain his enthusiasm through the mini-project). Thus, the finishing happens naturally because he’s starting more often.

• How good finishers can become good starters: I’ve worked with people who were great finishers but not great starters. In their case, they found that delegating the start work to an assistant was enough to get the ball rolling. It turns out that they just needed “something” to get them going, even if they had to change it all once they were into the project. That “something” was done by someone else – a virtual assistant in the one case I’m thinking of – who started it and passed it back to them. When that happened, their productivity went way, way up.

Create milestones and rewards

I believe that one reason people aren’t always productive is because they just see a long day of hard work ahead of them and the finish line at the end of the day seems so far away. Keeping your momentum through the day is so important, and it gets challenging as you get into what is commonly known as “the afternoon slump”.

To combat this, I recommend a series of milestones and rewards that you use throughout the day as mini finish lines. Maybe you like playing with your dog; why not use your dog as a reward for a period of hard work. Maybe you like to chat on Facebook; why not set that as a reward after a specific number of tasks. One colleague, a writer, has a set number of words he wants to write per hour. When he does that for 2 hours at a stretch, he takes a half hour break and works on a creative project. (In fact, he keeps a list of creative “reward” projects for just such a purpose).

At the same time, I’d also recommend that you track some important, ongoing numbers – whatever is appropriate for your situation. Maybe it’s revenue generated or words written or minutes spent coaching. In this way, you can watch your day’s success grow and each success helps to propel you to the next one.

Observation and encouragement

Creating a schedule and sticking to it is not easy! Start by spending ten minutes the day before to put together your schedule. That should only take ten minutes. But implementing your schedule is another story and it takes something else: Understanding and mitigation. You need to figure out yourself and how you work best and what pitfalls you succumb to that keep you from work. Then you need to address those by maximizing the things you do best and minimizing or eliminating the pitfalls. And, success takes diligence. You need to create best practices and stick to them.

You can do it! But it will only be successful if you know yourself first.

Related posts:

1. Master Your Day in Just 10 Minutes – Part 1
2. Plan, Break Down and MASTER Your Day in 10 Minutes
3. Ten Minutes to Faster Decisions – Part 1

There could be any number of reasons why we have to extend some form of credit to our clients: Perhaps all of your competition is doing it and if you didn’t, you’d be out of business; perhaps you are a freelancer who requires payment when the project is complete and not before; perhaps the customer cuts a check on a certain day of the month; perhaps you offer a service in which you collect a fee at the end of the month for usage; perhaps you’re a consultant who collects payment based on the ROI you deliver (and thus need to wait for it to be measured first); perhaps you delivered your product or service and the customer realized that they simply couldn’t pay it all right now… I could go on and on.

Whatever the reason, in most cases, giving customers the option to buy now and pay later comes with the territory. As soon as you extend credit and your customer owes you money, you step into the world of receivables. For many business owners (especially the new ones) this is an uncomfortable place to be. You don’t want to have to send reminders. You don’t want to have to make collection calls. You NEVER want it to get to the point where a customer simply doesn’t pay and walks away with your product or service. As a business owner, it’s easy to take that personally because you pay all of your bills and you treat people fairly and put your heart and soul into the business, so when someone who takes your product or service without paying, it FEELS no different than if someone stole from you.

And yet, you can’t escape it: You need to offer credit. So, what can you do to manage the situation, to avoid people from becoming “deadbeat” clients, and to collect the money that is rightfully owed to you?

The good news is, the work doesn’t have to be as unpleasant as it seems. And it doesn’t have to take as long as it seems, either. In just ten minutes a day you can manage your receivables, and because you are managing them you’ll be more likely to collect more money owed to you.

Get Started

Before you can manage your receivables effectively in 10 minutes a day, you’ll need to have a couple of systems in place first. Set these up and the 10 minutes a day will be time well spent. Setting up these processes might take a week of 10 minutes a day just to work through on their own. That’s okay. These are extremely valuable systems to have in place and they will put you in a good position over the long run to minimize bad debt and maximize the credit you collect.

First, you need to have a list of money owed. Some like a paper list, printed off regularly; others like an Excel spreadsheet; others have a bookkeeping system or invoicing service that will generate a list for them. Pick whatever works for you but at the very least you’ll need a list of people who owe you money, no matter how old that money is, and it would be nice to have it sorted by date. If it’s electronic, it will be refreshed constantly. If it’s in paper format, print off a new list each week. This is your receivables list and you’ll use it when you read the next Tips In Ten issue. So, take ten minutes and get the list and put it in order.

Second, you need to know what your average operating expenses are and how your income is split between immediate payment and receivables. Figure out the maximum amount of credit you are comfortable giving out in a month. This is your monthly risk threshold number. Divide this number by the average amount of credit you give to each customer and that will tell you how many customers you can give credit to. For example, if you determine that you don’t want to give out more than $5,000 worth of credit in a month, and customers are granted an average of $500 credit, then you can’t have more than 10 customers at a time on credit. If you want to give credit to more customers than that number, you’ll need to start collecting a security deposit from each one. By figuring these numbers out, you will avoid over-extending the credit you provide and that will help you to avoid scrambling to cover your operations with loans and credit cards while you get customers to pay. Many businesses fail in their first two years, not always because of a lack of customers, but many times because they over-extend the amount of credit they give and then don’t have enough money to cover operating expenses. Take 10 minutes one day (or over a couple days if you need to) and make sure you know these numbers. As long as there is cash flow, from old receivables being paid and from customers who pay cash, you can extend some credit but you need to find the balance for your business.

Third, put good processes in place including a consistent invoicing process, some payment terms, and a credit approval process. Obviously you don’t want to make it impossible for people to buy from you, but here’s what I would suggest:

• You should have your terms already set out. Know what they are and don’t shoot from the hip. And, if you have to extend a lot of credit, offer incentives to people who pay early or who pay on time or who pay within a certain period. This is much easier and way more positive than charging interest on late payments (although you might have to do that, too, and that’s okay).

• The more someone buys from you, the more information you should expect from them. Verify their phone numbers and email addresses.

• Do some research about them online, if appropriate. Do they have a web presence? Even something simple like seeing how many followers they have on Twitter, how many connections they have on LinkedIn and how many blog posts they have in their blog won’t mitigate every receivable issue but it will help you to know how long they’ve been around and how easy it is to get in touch with them.

• Create thresholds of amounts owing and connect those with payments you expect from them. For example, if you’re going to give someone $1000 credit, require a minimum payment of $250. A security deposit, for example, might be the right choice for your business. And the more credit they need, the more security deposit you require.

• I don’t need to tell you that you shouldn’t extend credit to everyone every time they ask. For example, if someone doesn’t pay one bill for a long time, then pays it and expects credit again – they shouldn’t get credit. Or another example: A brand spanking new client from a business you’ve never heard of before, who approaches you with a huge order and demands full credit. – that’s a no-go in my books.

This might seem like it will take more than 10 minutes but you probably already have some of this in place, it just needs to be formalized.

Lastly, managing your receivables actually starts long before you deliver your product or service, and even before the customer contracts your services. It starts with a relationship. Build one. You don’t have to be best friends with your clients but you should try to connect with them, empathize with them, and be friendly with them. It’s good for all aspects of your business. It helps them to be more loyal, it helps you to understand them better when you need to sell them something, and it helps to diminish the likelihood that they will not pay. On the occasions in which I’ve had non-paying clients, of the ones with whom I never had a relationship, I know that income is gone; but of the ones with whom I’ve had a relationship, I’ve actually had “troublesome” clients call me back a year and a half later and pay me based solely on the foundation of my earlier relationship with them.

When you have these things in place, you’re ready to manage your receivables in ten minutes a day. That’s what I’ll cover in the next Tips In Ten article.

Related posts:

1. Manage Your Receivables like a Rock Star – Part 2: Execution

So, how do you do that? Here are ten ideas:

1. Call them up periodically and DON’T sell to them. Customers expect you to sell to them (that’s what makes them “customers”, right?). But if you call them up and DON’T sell to them, you will surprise and impress them. Now, that doesn’t mean you should call them up and shoot the breeze with them. They’re busy. But it does mean that you should genuinely take an interest in their well-being – both as a professional and as a human. If they sound stressed, offer to help. Don’t take money for it but do something for them that will make a difference… even if it means driving to their house to take out the trash. (Disclaimer: obviously you’re not running a charity and the point here is not to be busy with all kinds of trash-to-the-curb giveaways every day. The point is to find out what they need and help them with it. Most frequently it will be a paid service you provide, because that’s what they know you for, but from time to time be willing to step up and do more for them).

2. Become an expert in THEIR business. Think about the industries your customers are in (chances are, there are only a handful of you are marketing yourself appropriately) and become familiar with those industries. Subscribe to industry newsletters, read up on industry trends, and follow the happenings of your clients and their competitors. When you sit down to talk to your customers, you’ll know more about their situation and that will show.

3. Proactively meet their needs. Don’t wait for your customer to come to you with an order. Periodically, contact them with recommendations. If you’re a web designer, contact your customer and say “I noticed that three of your website pages have dead links. I thought you might like to hear it from me instead of from a prospect or customer. I can clean that up for you today, if you’d like”. This adds value because they might never have realized their site had dead links. You don’t have to spend a long time creating large proposals. In fact, these proactive projects might be small… but it’s the small things that are often missed! If you adopt “adding value” as a mindset, you won’t have to schedule the time to go looking for proactive work.

4. Ask yourself: Does this content add value? Look at all of your communication. It’s easy to talk about your business and unintentionally become self-centered. No business owner ever plans to talk about themselves but we just naturally trend that way because business owners like to talk about their businesses. So, from time to time, you need to revisit your communication – blogs, newsletters, etc. and make sure that you give people a reason to read it. (Disclaimer: Of course you’re going to have content that talks about yourself – “About Us” pages, etc. – but most of your content will be more frequently read if it adds value to customers… And by the way, even your “About Us” pages can add value to your customers, it just takes work!)

5. Work your network. You know lots of people. More than you think you do. Just look at all the people on Twitter and LinkedIn and Facebook and your Rolodex and wherever else you’re networked. They aren’t just “names” you collect. They aren’t just potential or current customers. They are resources to help you add value to your customers. Spend a few moments each day to think about what your customers need and see about setting up an introduction with someone who can help.

6. Recommend your customer to your other customers. You (hopefully) don’t just have one customer but many. Why not introduce them to each other if you think there is a fit and that one could potentially do business with the other. Some disclaimers: Ask for permission first! And, when introducing them, point out why you introduced them with something like, “Jim, this is Mary. Mary buys gadgets from us but from time to time she also needs widgets. So when I learned that, I thought of your widget store, Jim.”

7. Customer appreciation days. Some businesses open up the barbecue and have customer appreciation days. That’s fine for local business, but we live in a larger business community now. So what can you do? Find a great book that is a valuable resource, buy it on Amazon and have it sent to your customer. Obviously, make sure it is relevant to them and solves an important need that they have. Nice little gifts like wine or a gift basket are okay but they don’t add value in the same way that a helpful resource does.

8. Attend a conference with your customer. Okay, this one may seem crazy to you small business folks but it’s not that unusual in big businesses, particularly B2B businesses. You just need to figure out how to make it work for you (so you’re not spending a fortune or all of your time). Here’s what I recommend: Identify your top 3 customers. Find a conference that they each might be interested in going to and, if it’s in your budget, cover the cost of admission for both of you. You’ll have their ear for the whole day, you’ll demonstrate your focus on their business, and when they introduce you to their peers, they’ll mention that you are a supplier for them (hello networking and automatic positioning).

9. Help their business. If you’re a business that works with other businesses, most of the tips so far have had to do with adding value to your contact at your customers’ business. Remember that there might be other staff there, too. One of the reasons my customers continue to come back for repeat business is to train their internal staff to do work that aids in our projects together. I work with so many people that think training others is losing job or client security. Don’t think that way. Your client’s best interest has to be in mind and training their staff to complete or maintain some of the ongoing work is in their best interest! (Oh, and do I even need to mention that you’ll be able to get past the gatekeeper from now on because they’ll recognize you and think of you as a part of their business?)

10. Spontaneous freebies and giveaways. From time to time, offer something for free (or, better yet, offer something extra as a bonus)… like maybe a bonus newsletter, like I’ve done with this one. Or maybe add an extra donut into the dozen your customer ordered from you. And when you do it, point out that you’re doing it for them. From time to time, add something extra to their order. Some disclaimers: This is trickier than it sounds. Don’t do it regularly, and don’t schedule it, or they will come to expect it. Make sure you give something to all of your top customers or someone might get wind of it and call you up wondering why they didn’t get something for free. It’s okay to periodically give away something that you normally sell (i.e., “a freebie”), but instead consider creating something new and giving it away. (One example might be a free report or ebook, which is easily and affordably replicable). Giveaways have the perception of higher value and they can also be more lasting than simply adding that extra donut.

Related posts:

1. Should You Listen to Your Customers?
2. An Innovation Mindset – “Should you listen to your customers?” Continued
3. Nine Tips for a More Successful Business

Note the title. The title is “Sorting and Prioritizing Email in 10 Minutes on a Shoestring Budget”. That means two things:

• I am not telling you how to respond to all of your emails in 10 minutes. Rather I am telling you how to separate the ones that are the “must get to now” from the “I don’t even need to read this one” or from the “this can be handled later”

and

• There is a more efficient way to do this (in the next newsletter) but it costs a bit of money.

First thing you need to do is organize your email box. If you are using GMail it means setting up the right labels, if you are using Outlook (or a similar email client) it means setting up the right folders. By default, folders/labels are supposed to organize your email box but I have sometimes found that the more you organize the worse it gets. So try using the following Labels and Folders:

1. To Do Immediately
2. To Do Later
3. To Be Reviewed
4. Waiting on Follow Up
5. Business
6. Personal

That’s right: Only 6! Now if you are in Outlook or another system that allows folders, this is easy because you can set up sub folders, but in GMail and other various label systems you can’t. So… since they are in order of importance, I would suggest that you name those labels or folders exactly as I have them above including the numbers. (1-To Do Immediately, 2-To Do Later… and so on. The reason is that almost all email programs sort them in alphabetical order and numbers come first. So even if you have a bunch or multiple labels, you will see these 6 first). Same thing goes if you don’t want to re-do all of your existing folders — that is fine. Just get these 6 up there first.

Once you have those done, the goal is to tackle your inbox. The key is to keep your inbox at 0 and empty. Trust me, the fact that you just have everything ‘out’ of your inbox on most occasions is an accomplishment and will let you proceed with your day.

So for each and every email you have to ask yourself the following questions:

1. Is this even something I need to see? If it is not, you have 3 options: Delete it, spam it, or file it under Business/Personal. If you want to be more specific on filing, create sub folders under Business or Personal and/or create additional labels; but if you don’t need to see it (if this was one of the million cc’s that your employees send you in a day and you really don’t need to read the whole thing), skim it and file it away.

2. Is this something that I want to read but don’t need to read it right now? Put it in “To Be Reviewed”. This is great for those newsletters and ezines you have subscribed to, you are going to want to review it, but it is not time sensitive and it is something you can handle later – whenever you have a free moment.

3. Is this something that someone else in your organization can handle? If so, forward it to them, tell them to handle it, let you know once it’s done and file it under Waiting on Follow Up. That’s it (Delegation is the key to ruling your empire!).

4. Is this something that needs to be done right now? Do I have to respond to this immediately? If not, put it in To Do Later, if so, put it in To Do Immediately

In a nutshell, going through your email is the biggest challenge. Handling it and prioritizing it is half the goal to actually mastering it.

Now that you have everything sorted and prioritized, you can sit down and handle the things that need to be done in Folder 1 and know that in Folder 2 are things that have to be done when you have a moment.

What most people do is let their email build up all day, because quite frankly it looks very overwhelming to tackle. Truth be told, it takes less than 30 seconds to scan an email and file it. So sort it, triage it, and then tackle your email.

Disclaimer: This Tip in 10 Minutes obviously will take much longer if you have hundreds or thousands of emails a day.

Bonus Tips:

1. If you use a blackberry or other mobile device to stay connected when not in the office, create a private or special email address like vip_yourname@yourdomain.com or private@yourdomain.com and get those sent to your blackberry. Don’t get your main email box sent. Then direct any company members to email you there if it is an emergency or something you need to see immediately.
2. If you are on your own, think of hiring a virtual assistant (more about virtual assistants and how they can help you handle your email in the next newsletter) to scan your emails for you and only send you ones that are considered emergencies and leave the rest in your email box for you to handle when you get to a computer.

Related posts:

1. Sorting and Prioritizing Email like a Mastermind
2. Kick Your Email in the @
3. Dealing with Problem Emails Effectively in Just Ten Minutes

The trick to success is to know when to micro-manage, when to macro-manage, and when to delegate. There are only 24 hours in any given day and you have to sleep, eat, have family time, catch an episode of Grey’s Anatomy… and somewhere in there you need to work.

Take your personal life, for example.

• Do you mow your lawn? Or do you pay a neighborhood kid or landscaping service to do it for you?

• Do you clean your house or do you have a cleaning person that helps out or does the work for you?

• Do you always watch your children? Or do you have a babysitter, nanny, family member, or daycare provider who watches them for you sometimes?

All of those things are delegation. Now let’s look at why you delegate.

1. If you have someone else mow your lawn, it could be for various reasons like: Paying $10 to the neighborhood boy is cheaper than spending an hour out there mowing you lawn when you earn $100 per hour. Or maybe it’s a “quality of life” issue because you only have 2 days a week with the family and it’s worth more to you to spend time with them than on yard work.
2. If you have someone else clean your house, it could be for the same reasons that you have help mowing the lawn.
3. When you have someone watch your children, it could be so that you can go out and enjoy some personal time, or so you can work and earn money, or so you can complete errands or attend meetings, or it could be for any other number of reasons.

So, why is your business life any different? If you pay someone to watch your children while you earn an income, why not pay someone to do things IN your business so you can earn more of an income?

I recently interviewed an entrepreneur, a business coach like myself, who did not outsource anything. I asked him how he spends his time and he broke it down for me in an email as follows:

• I work 10 hours per day: 9am to 7pm, Monday through Friday.
  • 1 hour in the morning for email.
  • 1 hour in the morning for blog posting and social bookmarking as well as Twitter, Facebook, etc.
  • I have two 45 minute sessions with clients in the morning.
  • Then I take a 30 minute-to-an-hour lunch break.
  • 1 hour more of email.
  • 1 hour of bill paying, bookkeeping, and mail sorting.
  • I have another 45 minute session in the afternoon.
  • About an hour of following up with sales leads or prospects via email and telephone.
  • Then about an hour doing miscellaneous things, such as booking flights, finding conferences, looking for speaking engagements, working on my website/blog, and thinking up ideas for products and services.
  • One last email check before I leave — about 30 minutes or so — and the I close the office door for the day.

Wow! In summary he does the following daily:

• 2.5 hours of email handling.1 hour of social media/blogging.
• 2.25 hours of billable coaching sessions.
• 1 hour of bill paying/bookkeeping/mail sorting.
• .5 hour lunch break.
• 1 hour of sales lead handling.
• 1 hour of miscellaneous tasks.

Sure enough, that totals up to 9.25 hours in a day (plus the missing 45 minutes extra time spent on lunch or bathroom breaks!).So only 22.5% of his time is billable… AND he works 10 hours a day!I asked him how much he charges and he said it depends on the service: He makes anywhere from $90 to $170 per session.

If we take a “middle ground” average then he makes about $130 per session. By selling only 3 sessions a day, he makes $1,950.00 a week. While that is not bad, let’s be honest: That is a $101K/year salary; and while perfectly respectable, you don’t want to be working 50 hours a week for the rest of your life (and take a hit if you work less).

Let’s assume he outsources or delegates utilizing the “Three Strikes, You’re Out” test.

Question 1: Is it something that you don’t personally have to do, that someone else can do or be trained to do for you?
Question 2: Does the alternate person that could do it for you have an hourly wage less than your billable wage?
Question 3: Could you use that spare time on revenue generating activities or to increase your quality of life?

To take this “Three Strikes You’re Out” test, look at a task and ask yourself those three questions.

If the answer is “Yes” to all three then “You’re OUT”.

That’s right, YOU ARE OUT… outsource it!

If the answer is “Yes” to two questions, it should be considered.

If the answer is “Yes” to only one, it can be delegated as a last resort.

Let’s apply this to the tasks of the coach I spoke about earlier:

2.5 hours of email handling:

“Can someone else do it?” This is iffy. I am sure he could have a gatekeeper to handle some, while some he would end up having to handle himself. But let’s say a gatekeeper could cut the time spent in half, so the answer to question 1 is “yes”. (Strike 1). “Is the alternate person that could do it cheaper?” YES! (Strike 2). “Could he use the spare time to generate more revenue?” Certainly! (Strike 3). So, it is out… Outsourced!

Social Media/blogging: This is a “yes” to all 3! It’s outta here!

Billable coaching sessions: “No”. He has to do those.

Bill paying/bookkeeping/mail sorting: This is a “yes” to all 3!

Lunch break: No.

Sales lead handling: This one is iffy, but let’s say for safety it is a “no” (because nobody knows your business like you know your business).

Miscellaneous tasks: Again an entrepreneur always has some things he or she has to do, so let’s assume this is a no to all three.

So what we have now is the following:

• Half of the email an assistant can handle.
• Social Media is something else the assistant can handle.
• Bookkeeping/Bill Paying. The assistant can handle that, too.

What he has just done has decreased 3.25 hours of his day in exchange for maybe $75 or so (averaging $20 – $25 per hour for an assistant).

He could take on 3 more sessions a day for an increase in revenue! Or he could only work 7 hours a day! Or he could spend those extra 3 hours multiplying his income stream by creating products, goods, books, etc.

So… my message to you: Delegate/outsource in 10 minutes a day by using the “Three Strikes, You’re Out” Test.

Related posts:

1. The Value of Outsourcing
2. Reaching the Peak: When Delegation Shines
3. Master Your Day in Just 10 Minutes – Part 2