Double Your Profit - Teleseminar Recording

Are you working really hard but not making any money? Do you feel this is unfair? Mel Stephenson felt just like this - so he did something about it.

Would you like to find the easier way? If you do, you could do worse than meet a man who has doubled his profits every year for the last five years. Now I know you are going to find it hard to believe this, but the person I’m going to tell you about has achieved all of this by focussing on objectives and feedback.

I know these are hard things to get excited about; objectives and feedback but you might find it a bit easier when you discover that by doing this he has already made an extra £800,000 for his company.

I’m not joking  he really has.

Mel Stephenson

Let me tell you how I met Mel Stephenson, MD of Total Disc Repair.  We first spoke in November 2008. Mel had somehow got hold of an MP3 recording of a talk I had given about Managing Performance a few years before on my Wessex tour. He was wondering if I could come down and have a look at their objectives and really get them honed.

So I travelled down to Christchurch to meet him one cold January evening in 2009. It was pretty dark by the time I arrived and I had great trouble locating the actual hotel. I had driven past it at least three times before I finally spotted it (but I don’t think I mentioned that to Mel).

I was tired after my three-hour drive, but dying to hear from Mel what he had been doing that was so successful and effective. I soon forgot my tiredness when the delicious meal and wine arrived and he started to tell me about his company and what he had been doing to make such impressive improvements.

It's Just Effective Management - Taken To Extremes

What he has done covers every aspect of effective management. He’s boiled it down to its simplest components and put it into practice. That’s how he’s got these stunning results.

The next day we went into his company. They sell machines that repair DVDs. You know the kind of thing; you get a scratch on the surface and the DVD stops at the most annoying part. Mel’s machines polish out that scratch.

The White Board and the Goals

He took me to his office. There was a big wall facing his desk. It was a giant  “White Board” and had a huge diagram of his company goals and projects. Right in the middle was his main goal and, coming off that on stalks were the objectives that made up the goal.

Each of the projects had a bar showing how far on they were with that objective. All the bars were part green and part red, some further on than others. It certainly focussed your attention. I was amazed.

The Objectives

He wanted me to make sure that he’d got the objectives for each of these projects absolutely right and that all the people in the company had the right objectives.

This was all part of his plan. He had been working on ways of improving his profit for the last 3 years and had already achieved tremendous results. He knew that getting his objectives as clear as possible would be another step forward.

Getting The Objectives Right

After a short team meeting where I outlined the purpose of objectives and how to use them effectively, I spent the rest of the day meeting the members of his team in: Mark, Wes, Howard and Adam in Technical Support (where they kindly repaired a DVD I’d brought with me), Nathan in Despatch, Andy in Stock Control and Anthony and Bindi in Sales, going through their objectives, ensuring they were aligned with the top level goal and also horizontally aligned with their colleagues’ objectives.

Just like you and me, they have had ideas that didn’t work and they haven’t got things right 100% of the time.

I met all the people. They were very quiet, friendly and quite normal. Yet they have achieved these spectacular results.

Towards the end of the day, Mel showed me his “Dashboard”. This is the system he has devised so that he and the people in his team can get feedback on what they are doing easily and quickly. It is the heart of what he does and is based on all the things you know about feedback and objectives. Sitting there in front of it was like the mist lifting. It was so easy to see what was going on.

Honed Objectives

It was in its early stages then, but now he has really honed it. As he was telling me about it on the phone yesterday I was more and more impressed. And it occurred to me that you might like to find out what he has done in more detail, so that you can use some of his techniques.

Because this has proved so effective for him he has now started a business doing this for other companies with already some spectacular results, but he’s agreed to do this very special interview just for you.

Discover The Secrets of Doubline your Profit For Yourself

In the interview with Mel you find out just how he has increased his profit from £30k to £500k in five years. It took place on Friday 15th October 2010.

Sign up now to get the recording and transcript for just £25. The links to download a file with all the information will be sent to you immediately after you place your order.

You will find out:

• How he has reduced his working time to one day a week and his business is still growing
• How he has reduced time spent in meetings
• The unbelievable difference in performance from his team
• The actual figures
• What got him started on the route to improvement
• The questions he asked himself including: "Why are we working so hard and not making any money?"
• How he found a way to do less work, have fewer meetings and be more successful
• The steps he went through
• How he moved from the top-level stuff to the grass-routes stuff
• How to get people to work on doing the right things
• How he makes sure people get the feedback they need
• How he has found a way to give people much more immediate feedback than they would normally get on the impact of their actions
• Why getting crystal clear clarity on objectives is really important
• The key question you need to ask EVERYONE
• How he worked really closely with the individuals doing the jobs.
• Why he changed from thinking his job as a manager was to go and say “Oh look we need to do something about this…”
• How you can apply the techniques to a company with a small number of large volume sales
• How he reduced his stock and released £250,000 ($400,000) back into his cashflow
• How he’s got people to take responsibility for their own feedback.
• The steps anyone can take to achieve what he has achieved

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