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Automatic wealth The 6 steps to financial independence - Masreson M.

Masreson M. Automatic wealth The 6 steps to financial independence - Wiley & sons , 2005. - 291 p.
ISBN 0-471-71027
Download (direct link): automaticwealththesixstepsto2005.pdf
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It’s better to state the facts and then sell your boss on the benefits. Make him or her understand that the work you’ll be doing will benefit the business and that if he or she has your support, the feather will be in his or her cap. Focus on your good ideas—not the position change. Those ideas, if they are
Step 4: Radically Increase Your Personal Income 141
really good, will change your role from employee to consultant. But don’t say that to your boss directly. He or she will figure it out in the long run—especially a few years down the road when he or she realizes how much cheaper it would have been just to pay you $130,000 in the first place.
3. Don’t talk about the money—not at first. Your primary objective in having this first, transitional conversation with your boss is to convince him or her to hire you on a part-time basis. Since you know you can improve the company’s profits, you don’t need to worry too much about how much you will eventually get paid—so long as you tie your compensation to the bottom line. There are dozens of ways to do that. The main thing right now is to get the deal. You will be able to ratchet up your fees as time goes by and your client becomes comfortable with the new arrangement.
4. Stress the benefits. Virtually everything you say after that should emphasize the benefits you will bring to your boss and the business. The most important thing is to convey the idea that you want what’s best for the boss and the company.
When constructing a list of benefits (and you should do this formally and put it in writing), consider
• How much time it will save your boss
• How much stress it will eliminate (now that you’ll be taking charge of one of the boss’s biggest headaches)
• How much more focused the boss can be now that he or she can pay attention to core tasks and not worry about managing you
• How much better your boss will look to his or her boss (now that this part of the business will be working almost automatically)
If your boss doesn’t go for your proposal, back off and thank him or her for the time. Don’t be resentful. And whatever you do, don’t threaten to quit. If you weren’t able to convince your boss of the value in your going freelance, then you need to get back to the drawing board and create more value. Keep at it until what you are offering is simply too good to refuse. Now you go to Plan B.
Plan B: Sell Your Expertise to Someone Else
In my experience, great employees who wanted to go freelance never failed. That may be because most of the businesses I have worked with have been growing enterprises and thus eager to retain good relationships even on a freelance basis. It may also be because most of the freelancers I mentored were very good at what they did.
If your boss won’t or can’t hire you on a freelance basis, there will be others who will.
So get to work on your network. Send out notes. Make phone calls. Make visits. Don’t shortchange your boss while you are doing this (respect for your current paycheck is paramount), but don’t feel bad about selling yourself, either.
You are, in effect, looking for another job. The only difference is that instead of asking for a salaried position, you’re going to be selling yourself as a freelancer—someone with the skills to help the business grow. (If you have an employment agreement with restrictive convenants concerning working for competitors, you’ll have to respect that.)
In marketing yourself as a freelance consultant, make your proposal irresistible by stressing benefits like these:
• You don’t have to keep me unless you like my work.
• You don’t have to pay my overhead.
• You don’t have to train me, manage me, or keep me busy. All
you have to do is assign me your most challenging jobs and let
me take care of them for you.
If you do your homework by studying each prospective employer before you make a pitch, you’ll have a good idea of just what that employer needs. Prepare for your presentation by finding out the following:
• What does the employer consider the company’s unique selling proposition?
• How are the products sold?
• What are the company’s most successful customer acquisition methods?
• What are its most profitable back-end products?
• What’s working best for them right now? What’s not working?
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Before you launch into your self-promotional campaign, create a grid of 500 boxes—10 squares across and 50 squares down. Label it "Hours to Go Till My New Life Begins," and tack it up on the wall. Now start your countdown.
Scratch out a box for every hour that you work on selling your freelance services. Don't count commuting time. Don't count thinking time. And don't count time you spend worrying. Do count the hours you spend making up your contact lists, writing and sending letters, traveling to and conducting interviews.
Count, too, the time you spend reviewing your presentations and making improvements. Make it a specific goal to get better at selling yourself each time you do it. Selling yourself, like selling anything else, is a specific skill that can be mastered.
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