Archive for November, 2025

Healthily Selfish or Selfless

Monday, November 24th, 2025

I am always amused by the proponents of “multi-tasking”, as a rational concept, who never stop to keep count of the multi-results they have or have not created in any given day, week or month. Yet they champion or worse deride others, who eschew the process.

What I have come to observe is that a great many of those advocates, have a deeper problem. They cannot say “no”. They feel guilty or less super-human, in rejecting others’ requests for their time, money or energy. Everything is a priority, and in reality, nothing is a priority.

To focus on one important result and get it done before moving onto the next, seems anathema to them (a self-esteem and a self-worth issue).

They have no realistic understanding of their available time for the volume of routine and exceptional results, not tasks that they have voluntarily signed upto. It is irrational logic dressed up as rational logic.

In reality, they are a willing “slave” to others’ demands, whose constant refrain to others who appear to have more discretionary time for other enjoyable but less serious activities is, “if you think I have time for that, you are crazy!” They are right.

They don’t have the time because the way that they have let others design their day, week or month routine and/or the way in which they are undertaking their work, home and social life, makes it an impossibility.

We have a choice: healthily selfishness or unhealthily selflessness. Who do you want to be seen as, known as, and quoted and cited as in the next 12 months?

What Are You Worth?

Friday, November 14th, 2025

Are you charging enough for the value your clients perceive you are creating for them? If you are in financial services, insurance, business services or professional services, I’d hazard in 80% of situations you are not. Think about that for a second. 80% of your best clients if they are intellectually honest with themselves think you are leaving money on the table.

Why is that? Here are my five most frequent observations:

  1. You feel guilty asking for a fee commensurate with the actual value to be provided (imposter)
  2. You are afraid of losing the business (fear of the consequences)
  3. You insist on a commodity remuneration basis (charging hourly,
    day rates, percentage of a transaction, per capita, per user, per asset under management and so on). Fear of challenging “market norms”.
  4. You don’t have, omit to or do a terrible job in establishing in the buyer’s mind in the pre-agreement period (proposal), and on an ongoing basis (frequent monthly or quarterly reports/updates) the value you mutually-agree to deliver or have delivered to the client. It is impossible for the client to calculate anything except the fee they are paying.
  5. Your signalling (desperation for the business), the language you use (lose control of the discussion), and the deal vibes you give off (willing to continually acquiesce to client demands), simply encourages the buyer to keep chiseling the terms (no risk of you walking away or perceived harm for them).

Revisiting your historic pricing model or the terms that you typically work with clients, feels uncomfortable for many. There is a weird comfort in familiarity. Yet the reality is you are increasing the risk that your competitors are going to overtake you. Confront your pricing with confidence not fear. After all if you don’t believe in your own value, why should your clients and prospects?

AI Fetish

Thursday, November 13th, 2025

Are we using AI to advance the speed and quality of the value we are providing others (accessory) or as a shortcut to articulate and impress others with our technical competence (law, accounting, speech writing etc)? If we are largely using it for the latter what we are really doing is allowing large language models (ChatGPT, Grok etc) to eliminate our originality, scarcity and value in the minds of others. Ultimately, in a few years time why do we need your expertise? We don’t.

Leaving Graciously

Thursday, November 6th, 2025

When potential business partners exploring a relationship conclude one or both of them are not a “good fit”, you have a choice. Assuming this has been a genuine and honest attempt with real business on the table, you can

  1. Cut off the dialogue with no further contact
  2. Give permission to stay in touch on a pre-agreed or as appropriate basis
  3. Do the latter and offer to pass on “no obligation” referrals (names, ideas or insights of mutual interest).

You have options.

You are leaving but you do not have to end your relationship or the future value that might arise for each other.

This sounds a childish question: are you playing the short or long game with your potential partners? If so, why? Does that make sense for your business growth, today and in future?