Confidence | The Barefoot Spirit

The More You Talk, the Less They Listen

Michael Houlihan & Bonnie Harvey — Mon, 13 Aug 2018 16:18:36 +0000

What is the best way to communicate an idea in today’s noisy climate? We had heard about Ryan Foland’s “3-1-3® Method” and interviewed him about this thoughtful, simple and effective communications tool. We recently caught up with Ryan at his office at UC Irvine. He is not only the founder of the 3-1-3 Method, but also a top communications specialist at UCI, three-time TEDx Talk speaker and the cofounder of Influence Tree which helps people grow their influence.

Ryan describes himself as a proud ginger whose past was “sparkled” with that being the one thing that people held against him. He was classically bullied as a kid because he was the only one with red hair and freckles. That soon got him interested in non-verbal communication. Specifically, he turned to the martial arts and learned how to use his body, his eyes, his eyebrows, his shoulders and his posture to communicate confidence — even when what he was feeling inside was the exact opposite.

It was the first time he used the innate force we all have to communicate strength and confidence in a way that is sometimes more powerful than words. He went from being bullied to becoming a proud ginger and took on many leadership roles thereafter.

To read the complete article, please visit Entrepreneur

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Time to Dress For Success – Again!

Michael Houlihan & Bonnie Harvey — Thu, 26 Jan 2017 18:00:00 +0000

Many years ago, President Jimmy Carter upset men’s business fashion when he fancied himself as a “Peanut Farmer” and wore jeans in the White House. The fad took off! Ever since, it’s common to see CEOs and conference speakers wearing sport coats and jeans. Fashion changed again when we decided we all wanted to look like our hi-tech heroes, the engineers who made our lives easier. The ties went bye-bye and the shirt tails came out. It’s kind of the norm now, actually. But is it time for this trend to end?

Today there is more concern over what the subject line should be on your promotional email than what to wear at a business meeting. Sure, if you send the wrong subject line folks won’t open it. And whatever works today is obsolete tomorrow. The idea seems to be to distinguish your email and use a subject word that captures people’s attention. Your email must offer a good and effective first impression.

Well, how ’bout how you look? Don’t those same folks make the same snap judgements about you and what you’re offering based on their first impression? Of course they do! But what do they see? Do you look like you’re on your way to a ball game? Great, except that if what you’re selling is dependability, quality, and service-oriented, you just struck out.

You should look like what you’re selling because you are being judged – even before you open your mouth, or your sample case. They make an assumption about you in that first split-second. Then they try to justify that first impression every second, every minute and every hour thereafter. We like to say, “When the cement is wet, you can move it with a trowel. But when it’s dry, you need a jackhammer!” So why handicap yourself just to fit in and look “cool”? Do you want to make a statement? Or do you want to make a deposit? If you want to make a deposit, set the stage to give yourself every advantage you can right out of the gate.

How would you feel if your pilot was dressed like a baseball fan? What about your doctor? Your attorney? Your investment broker? Clothes speak volumes especially when you want something from someone else. Think of your apparel as the subject line in a sales email. Does it send the message you want? Does it give your prospect the confidence you want them to have?

Want to be different, stand out, and get noticed today? Dress sharp! In today’s world, you’ll stand out!

At Barefoot Wines, everyone thought we were running around in cut-offs, sandals, and tee-shirts. Actually, we were dressed in business attire, except for Fridays, when we dressed business casual, not free dress. Were we old fashion stuff shirts? With a foot for a logo? Hardly! We were dressed to send a message to every supplier, every buyer, and every investor that walked in our door. That message was serious, dependable, and professional. And it worked! More than a few big chain buyers wandered into our offices unannounced. And more than a few suppliers extended us credit after a visit, and more than a few of our vendors took us seriously when they came to our offices.

We have a friend who always dresses in top style. He usually wears, yes, a tie. But he is the top sales manager in his industry, and he is respected by all the buyers and salespeople. When you see him, you think, “Now that’s somebody important. That’s somebody who has something to say.” And after all, isn’t that what you want your prospects, associates, and superiors to think of you? Isn’t it time to be different and dress for success?

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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7 Steps to Setting and Achieving Your Goals for the New Year

Michael Houlihan & Bonnie Harvey — Thu, 03 Dec 2015 18:00:48 +0000

Yes, it’s that time of year again when we start thinking about our goals for the coming year. Before the New Year begins is the perfect time to see what you have achieved over this last year and identify what you have yet to achieve.

Reviewing your achievements is a great place to start. This will remind you that your goals are doable, and will give you the enthusiasm to get down to business with your new set of goals. After acknowledging your achievements, take a look at your uncompleted goals, revise them as needed, and start your list for next year with those. If you are like us you will have several to get you started!

So how can you better prepare to achieve your goals in the coming year? Here’s the checklist we use:

Clearly State your Goals. Seems simple enough, but it actually requires some thinking. Adding in details will create a stronger image in your mind. So, under the goal of “Clean the attic,” for instance, write “Reorganize the boxes into categories of tax files, holiday decorations, camping gear, etc.; toss out the unused items; donate old clothes.” Be sure your goals are reasonable. What kills most goals it that they are unreasonable.
State your Deadline. Just putting a deadline on your goal throws a switch in your brain that says, “We’re really going to do this!” Is it doable in just one year? Or is it part of some master five-year plan? If you want to use that camping gear next summer, then put in an earlier date. Be sure to include your life goals – some people call this their “bucket list” – and record the progress you make towards them throughout the year.
Identify your Strategic Allies. Make a list of the folks who you will need to work with in order to achieve your goal, and what is in it for them. List what you need from each person. Again make sure it’s reasonable. They are helping you, so don’t blame them if they don’t come through.
Lay out the Sequence. Plan the chain of events that are dependent upon each other to bring your goal into fruition. Understanding the interdependencies will give you the confidence to keep going. What has to happen first, second, and third? Determine the milestones. Important – get started on the first milestone immediately.
Identify the Lead Times. How long does each sub-section of your goal take? Who has to be notified, give approval, or complete a project? How much notice do they need? Work backwards to discover when each detail needs to be accomplished. This way you won’t be surprised by a road block you could have seen coming and easily removed with adequate preparation.
Track your Status. Put your goal and your strategy to achieve it at the top of the page and enter your progress weekly. If you have no progress one week, that’s a great time to review your past progress posts. This will give you the confidence that you are making progress. It’s also a great time to review your goal, your plan, your allies, and your lead times. It is okay to make practical adjustments as you go.
Celebrate! Yes, plan a reward for yourself and others for achieving the goal. Maybe it is a camping trip once you clean the attic! Maybe it’s a dinner out, a party, or a purchase, but it is an acknowledgement that you have succeeded. Plan the reward when you set your goal to create the mental picture of yourself as happy and fulfilled after having achieved your goal. There’s nothing like a prize to make you want to win!

We have kept a goal book for years, which we regularly review. So, what’s stopping you now? Use this checklist to begin achieving your goals today!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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John F. Kennedy was Assassinated 50 Years Ago

Michael Houlihan & Bonnie Harvey — Sun, 17 Nov 2013 02:10:26 +0000

This week we remember the assassination of John F. Kennedy, one of our most popular presidents and one of our youngest presidents. He was elected by a razor thin margin of the popular vote, but quickly united a divided nation. Kennedy’s dashing image, eloquent speaking style, and international popularity couldn’t help but gain the respect of the most ardent critics of the time. Elected in 1960 and assassinated in 1963, he spent only 1000 days in the White House, yet he demonstrated a timeless strength so sorely in demand today – Leadership ! Leadership is commonly defined as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.” That was one quality for which JFK was known and admired.

Today, with the international space station, commercial space vehicles, and our almost total dependence on satellite communication, it’s hard to believe there was ever a time when our country could not even get one satellite into orbit; a time when Americans had to watch in embarrassment as our rockets blew up on their launch pads or veered off course and had to be destroyed; a time when the Russians (then the Soviet Union), were boasting about having the first and only successful satellite in orbit. Such was the landscape of national humiliation when John Kennedy took office.

In 1961, shortly after becoming president, he called a joint session of Congress in which he declared that the United States was going to land a man on the moon and bring him safely back to earth before the end of the decade. Imagine the courage, vision and downright boldness that must have taken at that particular time. He went on to say that achieving this goal may in many ways held the key to our future on earth. How right he was.

Kennedy gave all Americans hope and a goal at a time when they needed it. Even though he was not there to see the first man step on the lunar surface, the country he inspired accomplished it – and even beat the timetable! His leadership returned purpose, confidence and pride to the American people.

Given the circumstances, many would argue that he had no business stating such a steamily unreachable goal – but it was just that, the difficulty of the goal, that sparked the country’s imagination, united the nation, and challenged them to show their stuff. This was true leadership. As Dr. Martin Luther King put it, “A genuine leader is not a searcher for consensus but a molder of consensus.”

“Ask not what your country can do for you – ask what you can do for your country.” When John Kennedy made this statement, he knew he was uniting the American people and challenging them at the same time.

His appeal was based on lofty goals, bold moves, and his ability to communicate his confidence in the country’s capacity to overcome big challenges. When a leader says, “I believe you can do this,” he’s enlisting the pride of his followers and demonstrating his faith in their abilities. We could all do well to remember what made him a such great president and apply his style of leadership in our government, on Wall Street and on Main Street today.

This week let’s not focus so much on those dire events in Dallas on November 22^nd 1962, but on what Kennedy had to offer the country and the world: A valiant, charismatic leader who improved our lives with bold challenges and faith in our abilities.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Gaining Traction in the Marketplace takes Tenacity and Focus

Michael Houlihan & Bonnie Harvey — Sat, 07 Jul 2012 19:56:50 +0000

You may hear about a brand that “just took off.” From our perspective, very few brands just take off. What’s more likely is that they started out small and sometimes took years to gain traction.

As we’ve said many times before, it’s not the quality of the product, the price, or the demand so much as it is mastering the distribution and timing.

They say you can move the Queen Mary if you exert enough pressure over time. You can push with all your might for years and then, at last, slowly, it begins to move! You finally overcame the momentum and you are gaining traction. What if you gave up and stopped pushing after the first year?

We read in Entrepreneur, Fast Company, and Inc. magazines about seemingly overnight start-up successes. It almost looks easy. It seems like you can have instant success with just the right product at just the right time. Although there are some examples of that kind of success, it’s the less glamorous, and unheralded, “get rich slow schemes” that are more common, and more dependable.

The number-one ingredient in start-up success is not necessarily the great idea, the great price, or even the great demand. It is tenacity!

Here are 5 Tenets of Tenacity:

1) Deferred Gratification. Sometimes you work 12 hours a day and weekends just to get your idea off the ground. You may even have to forgo vacations in the early stages. Take advantage of pop-up social opportunity? Forget about it.

2) Belief in your Concept. When you are new or different, you’ll be hard pressed to find people in the distribution channels that will give you a shot. You have to hold onto a deep-seated belief in your product and its eventual success. You have to constantly imagine your customer enjoying your product even when others try to discourage you.

3) Focus. Understanding your priorities is job one. As events unfold and the hoops you have to jump through present themselves, it’s easy to get distracted. Keep your eye on your goal and focus on the big picture. The details are tedious, frustrating, and take time, but the realization of your vision is well worth the struggle.

4) Support. Gain encouragement from the ever-increasing number of supporters you attract along the way. Starting out small, the positive feedback you get from even a relatively few happy customers will give you the confidence to press on. The support you get from other businesses that have an interest in your success will validate your concept.

5) Progress. Yes, it may take a lot longer that you thought, but you are making progress albeit ever so humble. Each little victory is one step closer to your goal. There’s nothing like actual sales to demonstrate the viability of your product. And every mistake you make, if treated as a learning experience, will improve your chances of success.

Today, tenacity has many fashionable names, like drive, charge, and the right stuff, but whatever you call it, it’s just plain old stick-to-it-ness. Starting a new business is easy and fun. But once you discover the surprising amount of time, hard work, and sacrifice necessary, it’s your tenacity that will see you through. And when you do succeed, try not to laugh when they say, “Wow! That idea just took off!”

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Find Good People – Make Great People

Michael Houlihan & Bonnie Harvey — Mon, 11 Jun 2012 19:30:23 +0000

People always ask us what we look for in a job applicant because we had such a great staff. Sure, we looked at qualifications, but we looked beyond that.

We wanted people who were not only qualified, but also had foundational qualities we could build upon. We wanted to see our staff achieve the highest and best use of their talents – many of which did not manifest for a year or so.

We looked for enthusiasm, confidence, honesty and integrity. We also looked for a willingness to learn. And, they had to be fun. It is much like finding a new friend, and we created great friends in the process.

The key to developing great people is to start with good people – and then provide the environment, encouragement, resources, and flexibility for them to become their best.

Culture. A positive company culture is essential to the nurturing people. Constructive attitudes toward mistakes and a policy of permission allow for greater creativity. Use positive language. Talk about what you want, not what you don’t want.

Compensation. Brian Tracy says most performance problems are caused by compensation systems. Reward for production and growth. Clearly state what you want in each phase of their training.

Encouragement. Catch your people doing something right. Tell them two things they did well for every one thing they can improve. As their “boss,” you become an authority figure they look to for validation.

Monitoring. Know what questions to ask of the data. Identify the metrics that best quantify performance. Make the reporting intervals as short as possible, especially during the first 90 days.

Mentoring. A person is worthy of your time when they quickly pick up on concepts and extrapolate principals to other applications. Put more energy into him or her. Your time and efforts will be rewarded when you start with the right people.

Acknowledgement. Give public acknowledgement, and tie it in to how it affects everybody’s salary, security, and potential. When you educate staff about what individual team members contribute, this encourages them to do even better.

Written Resources. Have a policy of documentation. The same mistakes will not be repeated, the nuances of a job can be passed on, and your new hire can study what is expected of her. To keep job descriptions current, ask everyone to update their own annually.

Training. Having written materials will reduce the training time. Stage this information so the new hire can focus on mastering one aspect at a time. Expect to spend three to six months in training before proficiency is achieved.

Conferences. People want to improve their skill set. Of course, this will add to their resumes. However, if you are paying them right, they won’t leave, and they will create the income for their own raises. So, yes, send them to training conferences.

Architecture. Natural and supplemental lighting, air conditioning, workspace, and noise levels all effect production and concentration.

Best IT. Probably the most frustrating part of any new job is learning the IT and protocols. Have an IT “guy” who can quickly “fix” problems. Make your systems intuitive and user friendly.

To get the best out of your people, find out what they excel at. Then, redesign their jobs to fit those skills. Ask others to pick up the aspects of the former job that still need to be done. You might be surprised at the positive response. Don’t put the square peg in the round hole. Build a square hole.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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