Psychotactics Rants

If you've read The Brain Audit, you quickly understand that problems get the attention of the customer. So what do you tend to do next? You write your headline as a "problem" and then you proceed to put pictures with a "problem" in them. And that's a normal, yet big mistake to make. Photos should not be problem-based. And there's a reason why.

When you create information you want to create something that's quick and easy. Even if you have a lot of information, there is indeed a way that you get the customer an "instant hit"; an "instant solution". What could that something be? And how do you implement it in your information?

Self-editing is a curse. As soon as we start to create some information we start to edit. And immediately your project comes to a standstill. So yeah, we know that self-editing is a curse. But how do we overcome the curse?

Ok, so did you know there's going to be a recession in 2016? How do I know? The funny thing is everyone already knows that this recession is coming. But how could we know? And what if we did know? How would that change our behaviour?

Let's say you go out to dinner tonight. And you have the lousiest waitress in front of you. How does this affect your decision to buy the product? Notice something. The food hasn't changed, the chef hasn't either. All that's changed is the factor of enthusiasm. Most of us try all these fancy tricks to increase sales. How about enthusiasm instead?

If you had the chance to choose between Batman or Superman, who would you relate to as a character? Batman's just a normal person and so we relate to him. And this same concept applies to your Web site. You don't need to be super on your Web site. You just need to be yourself in the most enthusiastic manner possible? But there's more to consider of course. Let's find out.

Most of us are hopeless at getting clients to see things our way. So how do you get customers to your side of the fence? You can't change their mind or their perception. And you can't tell them they're making a mistake. So how do you go about convincing clients and make it "their idea?" There are three ways to go about this. It's called "proof". And there are three types of proof. Let's find out.

So how do you go about creating a superb interview? You have to understand the core structure of course. And the interview starts long before the interview itself. The elements of the interview need to be in place so that you have complete control. There's a list. Listen and make notes if you want to really do a great interview.

Some time in your lifetime, you'll need to interview someone. And you'llnbsp; make the same mistake as most bad interviewers. You'll talk too much. So what is it that constitutes a good interview? And how do you go about it?

So you started out in business to get control. Then some where along the way you lost control. Why do we lose control? And how do we get it back? Better still, how do we create a system that lets us work when we want and take a break when we want? And how do we do this without losing customers or profits? Ooh, lots of questions. And the answer lies in the three-prong system. Listen. And be amazed :)

Most of us want to make the sale. But in doing so, we don't realise the power of sequential selling. So what is sequential selling? And how can you harness it to your advantage?

Can you tell who will become a better article writer just by looking at a list of customers? Of course you canmdash;if you follow this simple principle. So what's the principle?

You're in the middle of your speech and someone interrupts. You hate that don't you? So how do you prevent and effectively kill interruptions? And why are the five minutes critical to kill interruptions permanently?

Most of us are busy chasing success? But what is success? And how would you know you're successful? The answer lies in a simple conversation between comic book characters: Calvin and Hobbes. Hobbes tells you how to get to your tuna sandwichmdash;or success as you define it.

Why don't strategic alliances work as well as they should? The reason why strategic alliances fail is because you don't go through the steps. So what are the steps? And why should you slow things down instead of speeding things up?