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What Are the Highest and Best Directions for Your Offerings and Talents?

Jan 18, 2008
Most people go home after work, have a drink or two, eat some dinner, and spend the rest of the evening in front of the television. Others take that time to renew their relationship with God, deepen their family connections, and learn new skills that can make each day more rewarding. Which are you?

At work, many people just react to the latest crisis and feel worn out at the end of the day. Others sit down to figure out the causes of the crises and ways to prevent future ones. Which are you?

In selling offerings, many people will take anyone who wants to buy . . . for whatever reason. Others take the time to learn what their offerings can do and seek out those who can get the most benefit. The latter make more sales over time because they deliver more for customers. Which are you?

Too many of us stop thinking about what we are doing as soon as we finish a task. We happily turn to our to-do list and quickly check off another completed item before moving onto the next task. That "job done" satisfaction has been a problem with those who create breakthrough solutions.

Such solution creators are more likely to move on to learn some less effective process than they are to deepen their knowledge by creating another breakthrough solution. These talented innovators are even less likely to repeat the breakthrough solution process on the same problem or opportunity.

Worst of all, even those who do repeat the process are then less likely to teach the process to anyone else. Yet such teaching would deepen the teacher's understanding of the process while enhancing an organization's ability to prosper in the future from having more breakthrough solutions.

In the same way, most of us stop thinking about our offerings as soon as they leave our sight. That's what happened to a pilot who managed the flights for relief supplies. Although he had certainly seen food and medicine distributed in relief camps, he didn't usually think about that important aspect of creating value from his transporting of supplies. By shifting his attention to those important activities, he was able to transform the effectiveness of his flight activities.

Now is a good time to change your myopic focus to a longer-sighted one. Hundreds of business books advocate becoming customer centered, but that's only part of the answer. Instead, you have to become purpose centered in serving a fuller extent of your beneficiaries' and customers' needs in your areas of current and potential expertise and resources.

Here are questions designed to help you identify the highest and best use of your offerings, resources, and talents:

-Which customers and beneficiaries receive the least benefit now? Why?

-Which beneficiaries and customers enjoy the most benefit now? Why?

-How could you add much more benefit at little or no cost?

-Why don't beneficiaries and customers demand those benefits now?

-Where do customers and beneficiaries misunderstand the value they could receive from your offerings and talents?

-Why do those misunderstandings exist and persist?

-How else can you improve how you spend your time?
About the Author
Donald Mitchell is an author of seven books including Adventures of an Optimist, The 2,000 Percent Squared Solution, The 2,000 Percent Solution, The 2,000 Percent Solution Workbook, The Irresistible Growth Enterprise, and The Ultimate Competitive Advantage. Read about creating breakthroughs through 2,000 percent solutions and receive tips by e-mail by registering for free at

http://www.2000percentsolution.com .
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