Entrepreneur Mindset from The Art of War | Shane Kluiter | Skillshare

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Entrepreneur Mindset from The Art of War

teacher avatar Shane Kluiter, Knowledge is Power

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

5 Lessons (53m)
    • 1. The Art of War promo video

      0:53
    • 2. The Art of War The history of and how to apply its teachings

      8:03
    • 3. The Art of War a playbook for entrepreneurs

      18:40
    • 4. The Art of War for every day life

      14:31
    • 5. The Art of War for sales professionals

      11:22
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About This Class

"The Art of War" has been used to learn tactical lessons for hundreds of years. These teachings can be applied to business, leadership, and general life skills. Probably the most important point of "The Art of War" tries to make is that information does matter, and an educated guess is better than a gut decision. It is ideas like this that has lead thousands of business leaders like, Bill Gates, , Dan Lok, and Virginia Leblanc, to praise "The Art of War" for the skills and tactics that can be learned and used to grow modern businesses. In his book Behind the Cloud, Salesforce CEO Marc Benioff describes how he applied the concepts in "The Art of War" to beat competitors through the element of surprise.

In this course we will cover key concepts from the art of war that can be used in your business and life to help you find success.

You will also be provided with Audio Readings (audio book) and an eBook of "The Art of War".

Meet Your Teacher

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Shane Kluiter

Knowledge is Power

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Transcripts

1. The Art of War promo video: Teachings have some suit up and applied by generals for thousands of years. The teachings of some two in the book, The Art of War can also be applied to modern-day business and entrepreneurship. There's lessons here about how to lead teams, how to conduct yourself in business, and how to basically achieve success no matter what you are trying to achieve. These basic principles have been taught around the world. And this is a very common book that's recommended by many professionals. The art of war can be converted into the art of business. In this course, we're going to go over the Art of War, The History of The Art of War, how it applies to life, entrepreneurship, sales. And take a look at the principles of The Art of War, how we can apply those to business to help us better achieve success tactically. 2. The Art of War The history of and how to apply its teachings: In our first lesson, we will discuss the history of the R4. As the art of war teaches. The herbivore is of vital importance to the state, is a matter of life and death are road either to safety or ruin. Hence, it is a subject of inquiry which can now account or be neglected. So Begins The Art of War and meditation on the rules of war, first published by Chinese historians. I actually don't know when the exact date was. There's a lot of mystery around when the war was actually written and who wrote it. Many attributed to some soup, believes in the fifth or fourth century. But there's also a lot of historians and scholars who believed that this was a culmination of knowledge that was all put together from various military leaders in China. Sun su is now known as the main writer because he is most common name that has been given to it and historically a 100 regarded as the guy that did it. But there is still that possibility that is from multiple generals or that sons who may have written the original and that it has been added to. But for the most part, The Art of War has made remained consistent in its teachings throughout the years with various versions of the book having been created. It's a culmination of generations of Chinese theories and teachings on military strategy. So once who was a real person, who was very wise and he led the military for woo, woo cleaned up. And the R4 still resonates in readers today. As soon as the mystery of if sensu was really the writer and who some Sue was. Many validity is existed. There are some who believe maybe he didn't. He led the military of the Wu dynasty during the Spring and Autumn period. This was a time of great turmoil and China, as many vassal states, vie for power and control of the countries on populated territories under these circumstances. So ensue skills as a warrior or much in demand. As the story goes, the King of Wu, One of the feuding vassal states challenged SO_2 and his military expertise and his leadership to train some of his royal quarters ends and the quarter sands with kings compromise. And basically they were a group that once you said, yeah, I can teach anybody how to soldiers. So he was challenged, called out by the king to say, hey, teach these, these two will, this group. So he teaches this group and he's trying to teach and hotter soldier and he's trying to teach them to follow the rules in March and lines and perform maneuvers the way soldiers would, and they're laughing at them. So the leader of our last hat, SAN SUU, He doesn't take that while his job is to get them to work, to soldier, he has to prove to the king that he can do this. So what does he do? The heads two of them because they're not listening. And back in the day that was just kind of what you did in China. People weren't listening. You had to make the point. So after that, the rest of the course and fall on the line, they become soldiers. They behave as soldiers. They follow the orders. Now the king is impressed so that can give some sue, the ability to lead the armies. Now, what's interesting is that all of these teachings come from Sun Tzu battling the militaries that were surrounding Wu and helping Wu to survive. This area is time of turmoil and grow. So There's a lot in here about military strategy, but it's also been linked towards political strategy, personal strategy for your life, and strategy for drilling in business. So when we take a look at these, we want to think about the different things taught by The Art of War. And we're going to look at them as analogies as opposed to directly. For instance, you wouldn't go cut the head off of somebody at your organization. That would be more akin to we want to remove people. So maybe we have a group that we're trying to get to have a new behavior. Maybe theaters, a toxicity in the organization. Maybe we can identify a leader of that toxicity. I'm because in organizations you often have emotional leaders. So maybe we are emotional leader over a group is toxic, so we need to get rid of them. Just like so unsuited with the people who didn't want to be soldiers. Now, copies of this book had then found all over Asia, all over the world now, but it started in China and translated copies found their way to Korea in Japan. And the oldest one in Japan actually dates back from the eighth century, eight d. Now, this is really interesting too, because you have a Chinese book that's written by a Chinese general and the Japanese samurai used to actually study this. So now we have another group in another country studying it. And eventually this is going to make its way over in the 18th century to the western part of the world where you have Napoleon from France, who's actually going to be learning this book and executing the principles of it. And Napoleon was able to have great military success. After Napoleon in 1905, there were English copies that were brought into the Americas. Now, it's taught all over the world. And why is it taught all over the world? It's taught all over the world because the principles at The Art of War are written commonly enough that you can take them and you can use them. So we have chapters that are gonna be in this that are about making plans, waging war planning attacks, using tactics, their basic principles to help with planning and strategy. An attack for finding a successful way to achieve a goal for a organization. Because a military isn't organization, they have a goal. The goal might be defense, the goal might be attacked. But either way, there's basic principles of ensuring that we are able to take action and find success. Similar to how you learn math. You don't learn mass, so you know how to count from one to ten, or that two plus two is four. You will learn math because maps problem-solving, just like we can learn the art of war, to learn a new way of problem solving or a new way of creating growth inside of our organizations. The rv we're also helps us deal with how to handle conflict. One thing that Sun Tzu says, it's very important to remember when trying to grow business also is he will, when he who will win, has better trained officers and men. So think about your staff. Think about your team. Think about yourself. Your company is the team. If your team is better, if your team is trained better, they had more knowledge than they're ready to go. You have a higher probability of success because you'll have a better team. If you're going into different conflicts, different situations, you want better people in different areas of your business to be able to take on those problems. So that will reduce the amount of problem that you have to be involved in as a business owner. 3. The Art of War a playbook for entrepreneurs: The art of war as a playbook for entrepreneurs. Some Sue was a Chinese military strategists. He served the King of Wu against the forces at war around him. Said who's basically surrounded by enemies. At the time. There was almost a war was almost considered a sport. And their rules that Sun su didn't play by those rules. Or why this is important. So back in the day war was very formal. There. You did certain things and you're expected to do certain things. Sensu behaved at war drastically different than his contemporaries. Sounds whose writings are very cut and dry and there's no ambiguity since we've lays out some principles that are easy for anyone to follow. And at 1 funds who even said he could teach women to soldier and explained that to the king, that anyone can do it. Anyone can do exactly what he's going to lay out that these are useful things for anyone. And he can train anyone. He had confidence. At a time, women were not allowed to Soldier, The king didn't believe him. And to make a long story short, the women, they had overheard it also thought it was a joke, so the king had concubines, and so on. Sue decided he would teach the concubines. So he killed two of them to make a point, because the Cauchy minds laughed at him when he tried to teach them. How does soldier? And so the rest immediately fell in line. So what he set out to teach them was very direct, very straight forward. And since whose leadership style was said that he who win knows when to fight and we're not to fight when. So you only fight in, you know, your conduit and you never fight unless you absolutely know you are going to wet. You'd never fight if there's a chance of loss. This is how you wouldn't bows continuously. You pick the ones you are going to fight in business, we take calculated risks. We take risks to ensure that those chances we are taking those battles we undertake are ones that we are going to wit. And we use calculations to drive that. We want to actually even overall victory. So it's impossible to know exactly what the market is going to do. But we can calculate the risks that we're going to take and we can take a less risky endeavors that we now have a higher chance of success to go forward. So that is a principle from some suit. You know, we want to fight battles. We know we're going to, when we don't want to go and do something simply because we think this is a good idea. So let's do it. We want to have some data behind it. We wanted to derive that decision-making one. I know this is a Prof, This makes sense to do science who also said that all warfare is based on deception. Hence, when able to attack, we must seem unable to attack. And when using our forces, we must seem inactive. We are near, we must seem like we are a far. There's a distinct advantage to looking a little bigger in business than you are. And that's the companies will feel more confident doing business with you. So if I have a startup and it's literally me and muddled ghost over here. And we're hanging out. And I am just calling companies and I'm offering my services. Maybe I'm doing websites, maybe I have a proc I'm trying to get on the shelf, but we can't afford to start hiring more employees yet, just US or maybe it's me and a five people. And we're just going around, we're doing business, we're trying to get more. Maybe we're just using our personal cell phones. Even we don't even had business lines yet. Well, it looks like you're smaller if they're calling your phone number, right? It looks like you're smaller. If you have a Gmail account, it looks like you're smaller if you do things that smaller companies might be doing to say money, like not having a $5 amongst Gmail account that's has your business on it. It's $5 a month. It's not that much money. It makes you look a little bigger, a little bit more professional. Now, you can do that. So instead of having a crappy website that looks like it was built in the nineties, even though you built it yesterday, because you built it yourself. You can either get a pre-built website or you can contact somebody on something like five or pay a 100 bucks to make you have a professional-looking website that's cheap. And then you have a phone that is either dedicated directly to the business. So when they call so when they call you back and your voicemail is high, this is Jim with Jim's our US. Please leave a message and it doesn't say, hey, you've reached himself on the little Look. Now, it's professional. It sounds like you work at a company and your email isn't Jim, parts are US doc com at gmail.com gets gym at parts or.us dot com. And you can set all that up. You look like you're a more professional company that way. It's not deception impression. You make a better impression. And it's harder to act in business when you look smaller. We had a deal. We were working out where we had 40 thousand and it was a $40 thousand a month deal that we were bringing in for distributing vapor products. And what we did was we actually got that because we were so aggressively advertising on social media at the time and posting. So regularity, doing lots of giveaways because in the industry it was the only way we could actually advertises giveaways in time. So we were aggressively going after that and ended up getting us connected to somebody that distributes into Asia. So they reached out to us and they talk to us and we're talking we're talking and they're asking me, don't worry, we distribute 2x, how many companies or we add. And we were at the time, we were in three individual smaller stores in three separate states. So you can phrase that in different ways. All right, perception is reality. We want it to seem bigger so we could get the bigger contract. So we didn't say we're in three small stores that have monthly reorders. We we phrased it as. We are in, we distribute to three states. Because we did, we distribute to vapor companies and three states, true? And there we have monthly reorders from all of them, which we did. So it's perception, I distribute to three other companies that resell versus I distribute to three states. States implies more states implies capacity. And honestly, if we got this contract, it was a big deal for us because it would have been consistent monthly revenue at a point where we were going to have to get a bigger location. So it was important for us to seem that we could handle it because we would be able to scale and handle it once the contract was done. But if we didn't appear that we could we never would have gotten it. The way you display your answers. Very important. Where you present yourself very important. Never, no, never tack on for more than you can do flight battles that you can win, but never appear weak, never appear incapable. You don't have to compete directly with everybody else in your industry. So when he first started industry, maybe you're the little guy. You probably are a little guy unless you bought bought into accompany. You're the little guy. So you're the little guy. No one knows who you are. You're probably not going to walk into a big box store with your small product and say, Hey, I have no customers but you should buy from me Walmart. It doesn't usually work. Usually big-box stores want to see a string of wins. They want to see you in smaller storage to know they're buying this product. Or they wanna see some product testing that shows why they should buy this product, this product. Now, when we're thinking about how we're not gonna compete directly, we want to think about where the big guys are actually spending all that money. So does it make sense for us to compete in ads, honest space where it's the most expensive place to put them because it has the highest conversion rate. But all we're doing is competing with people who have 1000 times more money than we do for every dollar we have, they have a $1000. We know this because we can see their financials reports because there's that much bigger than us at their public. Great. We probably aren't going to compete that well there because they have so much more money they're funneling in. Maybe though, we can get little niches. Maybe we can find websites to advertise on where we're able to go in and say, hey, they're not advertising here. Why don't I give you some money and you can put my ads up on your site. Or we find places where we can go and we can draw attention to ourselves. And I'm not talking about going to Instagram and trying to compete with them on Instagram or Facebook. I'm talking about smaller like niche forums. Maybe you're going to smaller events in towns to try to start getting some more foot traffic around you. And you're doing it more to local, you're being more niche or being more focused. Maybe your product can apply to technically any business could use your product. Maybe you have an invoicing software. But as you're developing your emulation software, maybe you find that you're having an easier time getting him with law offices. So maybe law offices are easier for you to get into because you've talked to a few of them and now you have a niche. So you make a couple changes to your website. You make a couple changes to how you want to advertise. And now you're focusing your in-built invoicing software on law offices. So you're trying to drive that revenue specifically from law offices. And all of the major competitors you have are focusing on the industry as a whole. Well, if you're the law office specific product and you're competing against them on a deal. And you come to them and say, look, we're the law for a specific product. I don't know what they're going to offer you, but I know I primarily work with law offices. That is my focus. And that brings you power and ideal. You're competing where they're not focused. And that draws more attention to you and that gives you more ability in sometimes you can even charge more in that kind of an instance just because you're able to. Sun Tzu says He who must fight must first count the cost. We shouldn't be fighting just to fight, we have to have our opportunity cost. We have to know what we're losing in exchange for that battle. Just like going back to advertise and how much are we spending versus how much are we receiving? Is it driving enough revenue to justify the cost? The Art of War also teaches to prepare thoroughly and striked. First. We prepare, we take a look at statistics. We take a look at facts. We say, where can we best spend our money? What can, what can we do to generate more revenue for the company? Where are the easiest places for us to make money? Where are the, what are the products that are going to make us most money in this niche that we're working in. How are we going to be able to drive more revenue based on that? And then we strike quickly. We strike fast. Might prepare thoroughly, strike fast. You want to be able to pivot. So if you had the ability to pivot a product into an industry and focus on that industry. You're really good at that industry. Maybe there's industries in relation to it now. So you're doing well in one industry, it's time to grow, it's time to diversify a bit. Now, we pivot, maybe we're working with law offices. We switch to accounting firms. We have somebody in a law office who actually refers us to an accounting firm. We pivot and we strike quickly. We pit make that pivot as soon as we're seeing success and we're driving a lot of revenue, we pivot and we start to diversify a little bit there. A lot of businesses aren't planning. A lot of businesses are flying by this either pants, no overarching goal and no plan or research for what they're going after. So you don't want to go in without research. You don't wanna go in without this plan because you're just going nowhere. It's like trying to do anything without a goal is your, if you don't have a goal, you don't have a direction, you don't know where you're going. So we need to plan when he did goal, we need to have these specific targets that we're working towards. And we need to be focused on our goals and focused on our strengths. So we're not trying to sell to our weaknesses. Because as soon as we are focused on weaknesses, were going to have a much harder time. Czar of war teaches to negotiate and leverage win-win alliances. So as we're growing a company, say we're gonna talk about the invoicing company. Again, we are a invoicing company that works with primarily the where we have a software inverse NumPy. We're primarily working with the law offices. We run into a another software vendor. They reached out to us. They say, hey, I saw your product, I have a client that could use it. Maybe they're a consultant. Great. They win by selling our product. Maybe with them we start a reseller program. We say, hey, how many customers do you have? Now we know we could probably start a reseller program. That's a win-win alliance, that's us align them to sell our product. We make a little less per sale, but we're not doing the sales, we're not doing the advertising for them. We're allowing them to go out, generate revenue, and bring that in for us. And you can set up a reseller program usually pretty easily. There's even specific programs you can get that will do that. So as we set these up and we build these alliances, we lift each other UP, they bring new revenue. You give them a new source of revenue. So as you grow, they grow. There's six principles to take away from this. One. We want to capture market without destroying it. To we want to avoid our competitors strengths and attacked over weaknesses. Three, cues for knowledge and deception to maximize the power of business intelligence for you speed and preparation to swiftly overcome the competition. Five, use alliances and strategic control points in the industry to shape your opponents and make them conform to your will. What I mean by that is we're making the win-win scenario. We're shaping the deal to what we want. Six, develop your characters, a leader to maximize the potential of your employees. If you're in a leadership position and you are allowing people to make decisions that do not directly help the path that you're on. If you're allowing people to make decisions that don't immediately benefit the business. We're going to end up with a small problem there. We're going to end up with a problem where we have employees that aren't taking that immediacy towards generating revenue. If our character is poor, we won't have the respect of our employees. We can't ask them to work the extra hours. You can ask them to put in the extra effort. Our employees have to respect us as the leader and we extra spectrum employees as the subordinates and that's what they are. They are they are Andres OS to support the business and we lead them. So we have to have their buy-in. But we also have to know that they're not they're not your friend. And that's a hard distinction to make. And you have to respect them and treat them as people. But there has to be that level of distance because people burn out. People get bored, people leave the company. And there can't be any bitterness there because it's just going to slow your company down is going to slow you down. So having that disconnect between the leader and subordinate, I mean, I personally don't go to barbecues and stuff with my team. I personally don't go out drinking with my team unless it's a work specific event for a work specific celebration. Because that connection can't exist if I'm going to have to fire them in a few weeks because numbers of dept on the sales side or because they're not interested anymore. If you've got a business partner that's a little different because obviously are both invested. But when you're talking about general employees, there's gotta be some level of distance there. And your character matters hugely there because as your employees follow you and they believe the kind of person you are, you need to be the type of person that you would want to follow. You can't come to work looking like you just woke up in the morning and wire out only on a bender because they're not going to respect you. They're going to think that it's okay for them to come in looking like they just came in off a vendor. It's not you don't want people like that in your business that are showing up sloppily, that are being sloppy. Because if there, if they are sloppy people, they're gonna do sloppy work. And if they do sloppy work, you're not going to have, your business is going to get slowed down. It's gonna get carried over to your customers. You don't want that. You want people who are ready to work. 4. The Art of War for every day life: The art of war and everyday life. Since x2 was a legendary military strategist who was a master of soft power. And if author of Agile warfare number possible, he preferred to win without fighting, or at the very least, to win the battles that are easiest first. So he wrote The Art of War. Victory strategists only seeks battle after victory has been won and advised his troops to make their way through unexpected routes and unguarded spots. So a big part of this is the idea that you don't want to directly engage in conflict before. There's a reason, right? So you don't wanna go into a battle when, you know, there's a 0 chance of winning. We want to win. Objective and everything is what's come out on top. That's how we're going to have a better life. Now. We're thinking about this. We want to avoid unwinnable situation, so, but it's two people versus six. Or we're in a situation where there's no way to when we get out of that situation, we don't go head first into an unwinnable situation that wouldn't make any sense, that's kinda stupid. So he stated, military tactics like water. Military tactics are like water, our lives are like water. We moved through the path of least resistance. We want to move into ways that favor us going forward. We want to extend what we're thinking beyond just this instance and think, Is there another way around it? Do we have to directly have a conflict here? And in doing so, we execute soft power, which is the ability to attract and co-opt rather than to coerce. So we want to attract good things in, through our good behaviors, through behaviors that get us the results we want. And we want to avoid having to coerce or having to convince others or move in a way that actually is going to hinder what we're going to do or result in defeat of ourselves. This can be for goal setting, this can be for weight loss, this can be a habit formation. You can apply this strategy to your daily life and that we want to engage in habits. So there's a basically a battle for daily habits inside of our lives. We tried to follow a strict diet. Will are out with friends who were not dieting. Maybe we try to write a book in a noisy environment. Maybe we have a positive mindset yet surround ourselves with negative people. Would try to do our homework with television on conflicting things going for our attention. Maybe we try to concentrate while using a smart phone, pillows, social media apps and games, and other distractions when we should be creating an environment that allows us to focus. So instead of creating a battle that can't when we go and we create a battle, we can like maybe we know there are specific websites that we will go to that we will waste our own time. So because we haven't internet provider that allows us to go in, change our settings, block certain sites like you would for children. You can block those for yourself, you can block those for the whole household. It's standard in most contracts the United States, that they give you the ability to do this. Now you can go in and block those sites. So maybe, you know, you waste too much time on Facebook, so you block Facebook. Now, you're not going to spend time on Facebook. You should be putting towards other things. Maybe you're exercising and you're trying to lose weight. So you consciously made a decision to stop putting suites and sugar in your house. You actively put a barrier in the way so the barrier isn't towards you lose weight. That barrier isn't I want to lose weight. So I'm gonna just not eat the sweets and sugar, but I'm gonna put them in my house for one I really want them for when I deserve it. No. You put them outside of your home so that you have to a barrier to go and get them so it's inconvenient to going and getting them so that having that victory is harder than having the victory of losing the weight. You want to position yourself for victory at all times, in all avenues, for all of your goals. You want to make the terrain in your favor. Sons who would never lead his army into a battle with a train was not in their favor. It's similar to our setting our house up. It's similar to how we're preparing for the future. If we have a goal of starting our own business and we want to take that business and we want to make it replace our primary income right now. We shouldn't be also filling our life with other things. The terrain that were living in the training that we're working in, we shouldn't fill that with other things that are going to distract from that, if that is our primary goal. So if I am working in my home and I know that I go to work, I come back, I worked eight hours there. I come back, I say every night I'm going to spend three hours working on my business and I'm gonna do that for a year and I should be able to get to a point where I have enough customers to be able to replace my everyday income. Now, my friends start playing games, games on PlayStation that I want to play. And we can have a great time and we could play PlayStation. But maybe I don't own the newest one, so they all go buy the newest one. There's the newest game out there. Developed money to this. I'm probably going to play it and use it. And I know me. So I know if my friends are all playing this video game and they're inviting me, and I have it. I will go and I will do that because it's more fun than making a bunch of phone calls tonight to try to find more customers. And it makes it harder for you to get the things you really want because this is an immediate gratification. It's an immediate fun, right? You've created a terrain to live in that is not conductive to your end goal. The terrain you created is, I have a home with a PlayStation, and I had this game, and now I have the temptation. So you've created that temptation you already know you're not going to overcome. So we want to create a situation we don't. So if we know things will distract us from our goals, we just remove them. And that's hard for a lot of people to do. That's hard for people to create a situation like that. But you will be able to attack more difficult challenges that way. And you'll create better habits. You'll become a master of habits. And in doing so, your hand, it will become a force-generating towards your future. You wanna make easy changes. First. Make hard changes. Last, some Sue teaches to be as water, take the path of least resistance. Easy changes first, heart changes last takes a long time to wear down a boulder Water. And you will feel in control. You'll feel momentum towards winning as you fight battles that are winnable and you are destined to win and is create that momentum. The size of the hill that you can climb grows. You gain better habits, you gain better ability to conquer the battle. The smartest path to improvement is the one of the least resistance. We need habits. We need good habits, created an environment that we are in control of. And we have removed things from that environment that are not going to attribute towards our goals. This will help you have a strength to willpower. You, create a barrier. So or you are used to denying yourself things that do not attribute to the goal. This is very hard. It's very hard to read a book with Netflix on. It's very hard to not go hang out with your friends because, you know, your end goal doesn't involve that. You know, it's very hard to tell people know when you want to go out and have a good time, but you need to finish a project so you can have your end goal. It's very hard to switch from eating sweets all the time to have an unhealthy lifestyle. But you make small improvements. You get better. As you go. In on the focus of getting better. It's easier to get better at things you're already good at than it is to create skills that you don't already have. So what some SU means by this is if he had a military that was very good at archery and its strength was in the archers. That long-range attack was their best strength. He wouldn't then take that and say, obviously we need to work on Cavalry, so we have a stronger charged from the sides because that will help to complement the archers. He would then focus on, we have really good archers. What tactics play to just having really that archers and how do we make them even better? That's what we're good at. How do we organize the archers for the archers to get the maximum effectiveness? Maybe you're very good at a specific skill, but you have the thought, well, if I learn this other skill, then I can go and do something with that, then I have more skills. So I can do more things. But that's actually not quite how things work. So if you spread the amount of effort you have over many small skills. You have many, many small skills that you're not that good at. But by focusing on one skill you're already good at, or a handful, you're already good at getting better at those. You become an expert at those. And the amount of gross mu k out of those and output you get are those in your life is exponential? That's why you don't see accountants who are sales reps. There to very different skill sets. You see accountants who are accountants and they do well in accounting, you see sales reps who are sales reps. And they do very well at sales. And you create an environment that's conductive towards your success, towards that skill set. Say, you start a small business and you are then selling a product, you find that your customers are buying complimentary products. These complimentary products are very easy for you to just buy from a distributor in resell yourself. So you find out your, your selling hair supplies, right? Maybe you're selling glycerin that people run into their hair to help soften it. You find that the market that buys, that also buys a specific type of shampoo, right? So you have a specific type of that shampoo private labeled and you start seeing that it's quick, easy pivot, right? We're pivoting as part of what Sun Tzu teaches. We pivot, we take the path of least resistance. We sell one product we want to sell another. We sell something that compliments something we're already selling. Now that we've done that, we have a base of customers to already go after. We have the customers that we're buying our original product and we have a product bit complements that. So we say, Mister Miss customer, you are currently buying the hair product. We have it softens your hair. We now have one that will clean your hair before you soft and it would you like to buy them together so you don't have to go to two places. You can just buy from me, will have one place to buy from. And by doing so, we're increasing our effectiveness with that customer and we're really starting to generate more revenue. And we can look at pivoting different ways like that n our lives. So in our day-to-day life, maybe we can make small changes to greater effect ourselves. Baby, we take a look at our insurance for our home. And we say we have homeowner's insurance. There's one company, we have two cars and each car is different insurance company and we bring all that together to one person who we say, look, if you can, you do all of these together and they give us a better deal, great. We've consolidated everything into one place. It makes it simpler to manage, it makes it so it gives us a better discount. Because we know we can do that in our life. We know other companies will do that in their lives or for their companies right? Now. The idea of implementing the teachings of The Art of War in your everyday life. It will have a very slow impact at first. But as we focus on things that were good at, if we continue to get better, we remove things that are going to hinder our success towards our goals. And we start to set greater goals. As we achieve goals, we start to gain momentum. And that momentum turns into a force that leads us to greater victory. He's, so the victory of the man had to avoid into beginning ten years later we're able to then go after because we have the skillset to power through them, where we've reached a level of success that allows us to crush the enemy or distraction or foe very easily because we built the skill set. We built the ability to say, no, I don't want to play video games because my goal is actually to lose weight. So at the time I would have spent playing video games, I'm willing to exercise. And in ten years I'm going to feel better now because I've lost 50 pounds. I'm continuing to feel better and continuing to eat better. And I feel more engaged and healthy now because I didn't stare at a screen for an extra two hours a night. I spent 45 minutes exercising and the other hour and 15 minutes I start with my fans. 5. The Art of War for sales professionals: How can we apply The Art of War to sales? Sons who teaches, know thyself and know the adversary. Can an attacker competitors directly. In reality, you can't go after them like it is actually war. But you can change how you approach the sales process and apply the teachings of The Art of War. In doing so, competitors might initially seem like an enemy at first, but the religious people trying to achieve the same thing as you. They're in competition with you, but they're not directly in conflict with you in most cases. And I'm directly attempting to stop you from selling. They are they're trying to sell before you do miss know yourself and your adversary. You must know yourself. Sale. If you not keep your emotions in check. If you allow your emotions to run you, you will not have any sails. Some Sue says, keep your emotions in check because when humans get emotional, they make bad decisions. Bad decisions lead to problems on the battlefield. If you're angry, you may wish to rush into a fight where you're at a disadvantage. However, if we remove emotion, you can come at the problem more strategically, come up with more solutions. Likewise, in sales, take offense to something a prospects says, or does, you'll lose out on a deal if somebody misses a phone call with even you get upset. I said rationalizing and thinking maybe something came up and you could have sign. You might call them and say something you shouldn't. And that might make them not want to work with you. And you just self check. And you know yourself well enough to know when you're not allowing yourself an adequate level of motion when you're getting too emotional, you know, I need to make sure that you're checking yourself for that. So when you get angry and upset, you need to check yourself and you need to understand that being hangry is not going to help. That getting down on yourself isn't gonna help. And your emotions can't run you because it's just can turn into bad decisions. If you allow yourself to feel defeated, then you will start to make decisions that slow you down. It will start to say things that slow sales process down. You'll say things that imply a deal is not going to happen, sort of saying things that imply a deal is going to happen. And those things can greatly changed the way I call goes, especially when you're trying to sell on the first call. Sun Tzu teaches that the best victory is one, that is one without fighting. Our goal with customers is to win them over, not to crush them. Mu when they went. You need to know their business. Need to understand how you can help prospects their business. You understand their business, the way they do and their needs. By understanding the business snapped as a consultant and advise them on solutions, oppose to fighting with them on whether or not they need your solution. Sun Tzu teaches that you should be prepared. And in sales, being prepared means. That we are taking time to learn about our prospects for we talked to them, especially in a B2B environment. So if I'm going to call a company, I should at least be pulling up their website, taking a look at what they actually do, have taken a look at what their employees do, kind of industry that they're in so that I can establish solutions for them. And in doing so, I then have the ability to now proscribe solutions to them, then allow me to buy essentially some trust because they understand and believe that I took the time to understand what their business might be doing. It helps me to direct questions better. So if I look at somebody's website and selling in a solution, I might be able to see they work with hundreds of customers. It my solution by output tracking payments for Entrez and customers. But it doesn't need to for all employees, maybe it's an added feature that people can use. But the primary thing that like my software does is it tracks customer's, It's a CRM. But if I take a look at their website and I understand their business more, that gives me the anode. Ask more questions, I can lead into them needing that solution to track there are hundreds of customers and invoicing for it because I have a specific part of the tool that's fertile, large customers that had lots and lots of customers themselves. Sons who teaches to be like water. Sales. That means cell, what is easiest to sell. And that sounds simple. It sounds like something I ruined would do, but it's not. And we want to sell to those who are buying means you want to quickly identify those who are wasting your time, commonly called tire kickers. And we want to make sure that we are flowing with the path of least resistance like water, flow like water, be like water. What is the easiest group for us to sell into? That's who we want to sell to. One of the easiest products was to sell and to him that's what we want to sell in first, we can add other things later, but let's get the easy ones in first. It's commonly referred to as low hanging fruit. Let's get the low-hanging fruit. You can make a whole career of simply reaching out and getting the low hanging fruit thing coming back later and selling and things that it might be harder to get her more difficult. You can do that in a retail environment to say you're selling beds, you sell somebody just a mattress. A lot of times companies want you to sell an add ons via like a protector or extra pillows and stuff, right? Once they've agreed to buy a bed, it's easier to get them to agree to buy more things. So you start with the low hanging fruit. The low hanging fruit in this case, getting them the one thing that came in for about now, it's work on stuff to protect it. And you want to pad cell on the path of least resistance. If the product you have applies primarily to factories, you should not randomly start focusing on mining companies just because one happened to come and buy your product, maybe it helped that one mining company. Does it mean that all mining companies need your product? It means one decided for their needs to use it. But you know, already because you built your product for factories, factories are still the main area you should look at. Maybe down the line, you changed a few things in it to make up version. So simply for mines, maybe that's a good enough group to go after with outliers. Outliers do not signify a need for immediate change. So I'm Sue says to build a network of informants and sales. This would be referrals. You build a network and ask for referrals. This will make it easier to find new customers. You keep track of these. You end up seeing that you have people that you meet. Who would they can't buy from you. They can introduce you to others. You can meet people that would be like mavens. Maven is a type of persons type person that knows a lot of people. Now when you meet these types of people, you can network through their networks with them and they can tell you this person uses this type of products is used to produce. This person uses this type of rocks and they can help direct you towards prospects. Then we'll add in your ability to sell to them. You can make it more targeted. It can introduce you that can open the door for you to help get more deals done. And the person they introduce you too will trust you more because the Maven introduced to you. We want to make sure you're keeping track of losses. Tracking why you lost a deal. Gives you information. Information is power. The Art of War teaches that we need good information and it wouldn't make use of our information. You identify a common pain point that your company is not solving, then this is a point you can change your address inside your product. But we wanna make sure that we're tracking why we lose deals. So if we're tracking why we lose deals were able then to go back and say this is why we've lost them. And if we lose enough deals for certain reasons, maybe we're missing a certain feature. We know does devote the time to actually fixing that problem. You owe it to your accompany into yourself and to your team to obtain as much knowledge as possible to help track better decision-making. Better decision-making will benefit everyone at the company. Much like how Sun su would take in data to help him make decisions on when it was a right time to attack a enemy. He would lead them into an area where he would have the advantage. You'd only fight when he knew he could. When you use this data to figure out what pain points, what gaps improve your chances of winning? What would be the next thing that you should be spending money on? Well, if I have a product that helps people with inventory management and I find out that everyone that I'm just trying to sell to needs been management. So they can put in assign inventory to bins. Then I know I need to add been functionality because that's why I'm losing 50% of my deals. If I have stats to show that I'm able to make better decisions, these better decisions increase my chances of winning. They also make sure I'm devoting my energy and my time towards things that generate more revenue and are more profitable. We talked about in other lessons how sons who had cut the head off of the women who was training. And in this analogy for that, I want you to think about being a sales team and not hitting our goals or having a negative attitude yourself. This applies directly to a sales rep in that your sales managers, they cannot keep you on for that. They cannot keep you on if you have a bad attitude and you're infecting the team, they can not keep you on if you are not hitting your goals because all that does is show the rest of the team you have to hate your goals. Sales is very cut and dry in respect to you have to hit a certain goal to justify your position. It's the most measured position there is that accompany and you can very easily see at all companies, I dash workers spreadsheets on where this is where the sales reps rank and this is how much they generate. So as a sales rep. We also know we can't focus all of our effort into one thing. We can't focus all of our effort into one prospect. Let's again goes into the path of least resistance here as us as an individual sales rep, selling deals, passive loose resistant is likely not. Focusing all of our energy into one big deal and trying to make all of our not in one basket. Now, you sometimes you're gonna need to hit a series of smaller deals because that's where the least resistances, that's where it's easiest for you to gain revenue and grabbed the lowest-hanging fruit. That's the safest bet. Their areas, you know, you came when that way, if you lose that ideal, that might be outside your normal scope, it's not a big deal for you because that was just extra. Never put all your eggs in one basket. Flow like a river towards deals that you can close quickly.