My dad worked for at a place called The Columbiana Foundry, and every summer, the staff party was at an amusement park called Geauga Lake. This was, in many ways, perfectly achieved the objectives of a staff party.

I’ve been a part of half-million dollar staff parties and tiny ones. The mission is the same. The awesomeness and execution is different. Big budget things can still fall flat if the objectives aren’t clear.

Togetherness and Celebration

The companies that I’ve interacted with all know that a great work environment is made when people appreciate their coworkers and feel appreciated by their organization. That means that companies need to give them a special gift when it comes to staff parties and stuff. And they need to create a shared experience that’s a little exclusive.

A landing place

The crucial thing about going to the park together was that they rented a pavilion. There was one centralized place to have awards, raffle, announcements, lay down possessions, and be together. Many of the factory workers had this day only to be face to face with many of the other employees. By being in this one place together, the company could control the narrative easily and remind everyone why they’re there together. Employees could plan on going on rides together, and everyone would get a feeling that they were in it together.

Serve Food and/or Bev

The pavilion also provided a place to eat. Food is going to be required for a day out.  The foundry did a BBQ. For these people, fresh BBQ was way better than lobster.This was a low brow amusement park. Perfect for a small town company with middle America people.  By keeping costs opaque – the employees could eat freely and when they wanted and feel that they were getting food directly from the Foundry. That means they felt that the company supported them and was truly hosting a celebration of them. 

The pavilion was also a place to hang out, play games, drink. So, something for even the people who wanted to spend $0 and just hang out in a chill way away from the chaos of the park.

Considering everyone

The smaller the group, the more everyone needs to be considered.

The kids loved it. This was an activity for families. I’m sure that employees had varying appreciation of Geauga. The majority (over 100 ) of them had families. The day was for family bonding and fun. A gift to the families. Parents are grateful for an activity guaranteed for kids.

The foundry got it right and they did the same thing every year.  They had staff with low priced needs and they had a bigger staff.

Opacity

Just like taking the price tag off a gift, we want the group to feel the value of the experience, not the price.

Tickets to a show

Tickets to a show don’t provide opacity and they don’t provide connection. Dropping a show ticket in their stocking could be a good gift. It’s definitely not a staff party.

Think small

If the budget is limited, we want to start thinking creatively and remember that our goal is togetherness and celebration. If someone loves us, understands us, and creates a gift that we really want, we don’t care if it’s expensive or not. My favorite gifts ever are hand written cards from my wife.

It’s possible to blow our budgets on things that might be exciting and not bring a feeling of togetherness and celebration. It’s also possible to do the opposite.

We feel that we don’t really start important projects on our own. We feel that, we start something and if it’s just up to us, we’ll get off track. This could be a fear that comes up for us in working on our own projects.  This is probably a challenge for 100% of people.  Some ways to work with this are…

1. Set up a practice. Instead of pushing ourselves to start something, we put ourselves in a regularly scheduled situation where we have only the choice of doing the thing. Eg: “I’m going to write something for my novel from 10am to 11am every day.” We fail at this practice and just keep getting back to it.
2. Create social pressure. I like to set up a show. tell everyone that it’s happening. then develop the show. 
3. Lower the stakes.
4. Increase the desire. If we feel that the result isn’t really worth it, we won’t do it.
5. Bury the excuses. If we have 4 reasons to do something for every 1 to not do it, we’ll be pretty good.
6. Appreciate ourselves for taking responsibility. If we pat ourselves on the back when we do something we care about, it makes us want to do that more. We want dopamine. Let’s set our rewards in the places that are most helpful

When we leap into a NACA booth, we’re not merely looking to entertain or perform; we’re there with a purpose – to create lasting connections and secure bookings. For magicians attending the National Association of Campus Activities (NACA) tradeshow, the key to success lies in mastering the art of creating “advances” with every prospect.

An Advance is like getting part of a contract signed

An “advance” in the context of a trade show represents a proactive and structured approach to lead prospects toward the next stage of the sales process. It’s not about letting them walk away with a vague promise to think things over; it’s about giving them a clear path forward and helping them make a decision.

Why Advances Matter:

1. Accountability: When we offer an advance, we hold ourselves accountable to the prospect’s needs and timeframe. We take responsibility for guiding them through the decision-making process.
2. Clarity: Advances provide clarity. Prospects are less likely to feel overwhelmed or unsure when they know what to expect next. It empowers them to make well-informed decisions.
3. Efficiency: By moving prospects forward with advances, we save time for both parties. There’s no need for endless follow-up calls or waiting for decisions to be made.
4. Service-Oriented: Offering advances is a service to the prospects. We help them navigate their options, set parameters, and decide with confidence.

Steps to Creating Advances:

1. Identify Needs: Begin by understanding the prospect’s needs. Engage in active listening to uncover their pain points and what they’re looking for.
2. Offer Solutions: Present your magic act as a solution to their needs. Highlight how your performance can address their specific requirements.
3. Set a Timeline: Discuss a timeline for decision-making. Ask questions like, “When would you like to finalize your decision?” This gives a sense of urgency and direction.
4. Propose the Next Step: Clearly state what the next step will be. For example, “If I get back to you on Monday, can we discuss your options at 2 pm?”
5. Confirmation: Ensure the prospect agrees with the proposed advance. Their consent signifies commitment to moving forward.
6. Follow Through: After the trade show, stick to the timeline you’ve set. Contact the prospect as agreed and continue the conversation.

Advances: feel good

Purpose: Advances are about progressing the prospect to the next stage of the sales process. They provide structure, clarity, and accountability in decision-making.

Benefits: Advances help prospects make informed decisions, reduce ambiguity, and save time. They offer a service-oriented approach to guiding prospects.

Outcome: The outcome of an advance is a commitment to a specific next step in the sales process, such as a follow-up call or a detailed proposal review.

Continuations: suck

Purpose: Continuations involve letting the prospect go without a clear next step. It’s a vague promise to think about the offer.

Downsides: Continuations can be vague, causing prospects to feel uncertain and potentially resulting in prolonged decision-making processes.

Outcome: Continuations may lead to prospects becoming unresponsive or indecisive, requiring more follow-up and potentially wasting time.

Our only option in following up on a continuation is nagging the person.

Closes: good and also difficult on first meeting

Purpose: A close involves securing a contract or a definite commitment from the prospect during the initial interaction.

Benefits: Closes result in immediate sales and clear agreements. They are suitable when the prospect is ready to make a decision.

Downsides: Trying to close too early can be off-putting for prospects who need more time to evaluate their options.

No’s: kinda nice

Purpose: A “no” is a definitive rejection from the prospect, indicating they are not interested in your offer.

Benefits: A clear “no” can save time and resources, allowing you to focus on more promising prospects.

Downsides: Receiving a “no” can be disappointing, but it also helps you quickly identify prospects who are not a good fit for your services.

In summary, advances are a valuable middle ground between continuations, closes, and “no”s. They offer a structured approach that guides prospects through the decision-making process, fostering clarity and accountability. While a close can be ideal when a prospect is ready to commit on the spot, advances are a more patient and service-oriented way to move prospects forward. Continuations, on the other hand, can lead to uncertainty and prolonged decision-making, while a clear “no” helps you focus your efforts more effectively.

Case studies are a way of showing that we solve problems successfully. This is especially useful when we do different stuff for different clients. They are objective proof that we have value.

Part 1: Set up the Situation

In this first part, we’re essentially introducing the scenario. We set the stage by providing context, introducing the key players, and explaining the background. Think of it as the “what’s going on” section.

Part 2: Raise the Stakes

Now, let’s crank up the stakes. In this section, we emphasize the significance of the challenge our client faced. What were the potential risks if the problem wasn’t addressed? It’s about making it clear why this was a critical issue.

Part 3: The Problem

Getting down to the specifics, this is where we define the problem. Be detailed and use real data when possible. What hurdles did our client face? What were the roadblocks? This is where we lay out the facts.

Part 4: The Solution

Here, we get into the nitty-gritty of how we tackled the problem. Explain our strategy and the steps we took to address the issue. This is where we showcase our problem-solving skills.

Part 5: The Result

Now, let’s bask in the glory of success. Share the outcomes, the results, and the impact our solution had. Use data, testimonials, or any other evidence to highlight the positive change we brought about.

Examples

Example 1: ROI with Data

Title: “ROI with Data”

Subtitle: “Chuck Lorre Productions”

Details:Legendary Chuck Lorre, the mastermind behind hit TV shows like “Two and a Half Men,” “The Big Bang Theory,” and “Dharma and Greg,” is known for his quirky humor. At the end of each episode he creates, fans eagerly anticipate his signature “vanity card” – a humorous credit sequence. However, Chuck’s website, which serves as a catalog for these vanity cards, was facing serious issues.Mission: Our mission was crystal clear – revamp the website to efficiently organize, edit, and showcase over 700 vanity cards. Chuck Lorre’s website updates were a nightmare, requiring a team of three and plagued by multiple errors and dead links. Even minor changes often necessitated rebuilding multiple pages. Additionally, we needed to ensure the website was mobile-friendly.Obstacles: The transition to the new site had to be seamless, without losing any data. The challenge was to create an organized, minimalistic design that would truly capture the joy of Chuck’s witty vanity cards.Success: Leveraging a robust PHP backend and a user-friendly Javascript frontend, Scot transformed the website into a sleek, organized, and user-centric platform. Updates became a breeze, with a single staff member handling the process efficiently.Scot painstakingly cross-referenced all air dates and meticulously attached episode names to each card, ensuring data completeness. Rigorous testing ensured the site’s reliability, making it work seamlessly every time. We transformed all cards into graphics, ensuring consistent presentation for all users. The website became responsive and more optimized for Google search results.You can explore the revamped website at chucklorre.com.

Example 2: Curation Capabilities Expanded

Title: “Curation Capabilities Expanded”

Subtitle: “Boobietrap”

Details:Scot Nery’s Boobietrap, the #1 show in L.A. on TripAdvisor and a recipient of “Best Of” awards from LA Weekly & Los Angeles Magazine, presented a unique challenge. Despite its success, Scot and co-producer Meranda had limited time each week to curate the 15 acts that graced their weekly show.Mission: Our mission was to create a streamlined system to effortlessly track each week’s lineups, simplify act bookings and cancellations, maintain performance histories, and ensure show diversity – a true variety show experience.Obstacles: The challenge was to strike a balance between automation and personal touch. The qualitative and quantitative aspects of production had to be clearly delineated.Success: We crafted a system seamlessly integrating with calendars and emails, automating act booking notifications. Scot’s team no longer needed to manually manage contact information, saving valuable time.The system allowed easy act reordering through a simple drag-and-drop interface, with instant updates for performers. Acts were rated and tagged for effortless organization, ensuring balanced show lineups. Boobietrap’s curation capabilities expanded, maintaining its status as a top-notch show.

Example 3: Uniting a Community

Title: “Uniting a Community”

Subtitle: “Jambrain”

Details:In 2007, while most people were abandoning MySpace, bands were still using it to promote their music and tour schedules. In North-Eastern Ohio, Scot’s Dad envisioned a platform to serve the local music community, connecting bands, fans, and venues.Mission: Our mission was to create a comprehensive website for organizing bands, their playable music, venues, and schedules. The site had to be user-managed, incorporating a blog for music scene updates.Obstacles: The challenge lay in the nascent state of technology for such a platform. Many required components had to be built from scratch, and it had to be user-friendly for tech-averse band members.Success: From 2007 to 2013, Jambrain.com evolved into a thriving community hub. Built on a WordPress & PHP backend, it provided bands, venue owners, and administrators a simple platform to list gigs, showcase music, and engage fans.Bands could easily update their profiles, and fans could find shows and listen to music, all in one interaction. Jambrain united a fragmented music community, serving as the go-to gig listing for Northeastern Ohio.

The “Almost There” Syndrome

I had a roommate that cleaned the kitchen to near perfection but left a couple of plates hanging. I didn’t get it.

My buddy had a genius (albeit quirky) approach. By leaving a tiny something undone, he was ensuring a constant stream of good feelings. It felt better to not finish than to finish. He didn’t want to leave the project undone. He did want to feel good about it.

The Satisfaction of Half-Hanging Shirts

I had a eureka moment staring at a shirt halfway out of my laundry hamper. Weirdly satisfying. I felt good about it. I felt better about it than if I completed the task. I pondered, and it hit me – it’s not just about completing the task, but about how completing it makes us feel.

Am I going to bet on a good feeling from finishing the laundry task, or will I feel bad or the same? Most likely, it will be in the hamper. I won’t see it again, or think of it again. I’ll get no trophy.

Fear of not feeling the triumph we crave actually holds us back from finishing. Think about it. We stall because we’re worried that the joy of accomplishment might not hit the mark.

“What if I flop the shirt all the way in the basket and it doesn’t feel any better?” This is an instantaneous micro-thought in my subconscious that tells me, “Danger! Don’t finish it. Things might suck!”

And… you know what? If I put the shirt all the way in the hamper, my reward is that everyone (including me) will expect me to do that every time.

The Brilliant Pivot

Now, brace yourselves for the game-changer – emotional goals. Rather than fighting against our innate desire for emotional gratification, why not channel that energy into something productive?

Step one: Identify the emotional goals that hinder progress. Those sneaky fears of “what if I finish and don’t feel good enough?” Yeah, those.

Step two: Flip the script. We’re talking “I want to feel awesome about acing this task” instead of “I want to finish this task”.

The Fabulous Four-to-One Ratio

Here’s the golden rule: For every unhelpful emotional goal, plant four helpful ones. So, if we’re tackling the living room clutter, our emotional goals might be:

1. Feel accomplished for taking on the mess.
2. Experience satisfaction knowing you can now relax in a tidy space.
3. Empower ourself to move on to your next creative endeavor.
4. Revel in pride for setting an example for friends and family.

Channeling Fear into Triumph

In the end, it’s all about translating those nagging fears into productive motivation. Instead of letting them hold us hostage, we’re flipping the script and turning them into catalysts for success.

Harness that energy, set emotional goals, and make every project a thrilling journey.

Together, we’ll conquer tasks with a newfound gusto, armed with emotional goals that bring us joy, satisfaction, and the exhilarating sensation of a job well done!

Flitch (noun): the next, most effective task that has the greatest impact on success.

eg: “I’m trying to lose weight. I’ll work on getting better sleep and exercize soon, but my flitch is calorie restriction.”

more info…

Slackaput (noun): the paradoxical mindset of being simultaneously exhausted and lazy.

If we’re feeling slackaput, daunted by the future, trapped in a dead-end situation, or bummed about the past, it’s because life isn’t a game for us. This is a quick fix of mindset that can change everything. First the philosophy…

Whatever we’re going to do next needs to be fun. According to game theory, it has to be FUN

F stands for “Philanthropy”

We need a cause / goal / mission that aligns with something we care about. That objective that’s truest and most powerful for us is probably one of Philanthropy – we want to help other people.

U stands for “Ability”

Whatever we’re going to work on next needs to be challenging. Stress is healthy in a game. We want it to be in the sweet spot between boredom and anxiety.

N stands for “Knowhow”

We have to have some kind of control. That means we have to know the rules of the task at hand and we need to know that how we act matters.

Examples of FUN

Example 1: Super Mario Bros

In Super Mario Bros, we want to save the princess (F). It’s tough and keeps getting tougher as we progress through each world (U). There are a few buttons to press and each one does a specific thing every time with immediate response (N).

Example 2: House Cleaning

My friend is coming over. I want to clean the house so that he feels respected (F). There’s a time crunch and, even though I can’t clean it perfectly, I think I can get it done enough to send the right message (U). I have cleaned my house before. I know the parts of the house he’ll be seeing. I know what tools I’m going to use to do it (N).

Example 3: Learning a Musical Instrument

I want to bring joy to others through music, whether by performing for friends, family, or an audience (F). Learning to play a musical instrument presents a challenge . I’ll need to practice regularly to improve my skills and tackle more complex pieces (U). I study music theory, practice scales, and learn different techniques. My efforts directly impact my progress in playing the instrument (N).

Examples of unFUN

“I want to make money. I don’t know how.”

“I suck.”

“I want women to adore me. I am unattractive in every way. Girls want crazy things.”

Transforming anything into FUN

Step 1: Identify the Task

We recognize the tasks we need to complete or engage with. These could be work-related, personal goals, chores, or any activities we need to undertake. Often, this involves thinking about what our next task is rather than dwelling on our past or our shortcomings.

Step 2: Define the Philanthropic Aspect (F)

Let’s find a way to connect the task with a philanthropic purpose, even if it’s indirect. We can consider how the task contributes to our well-being, the well-being of others, or a greater cause.

Step 3: Determine the Challenging Element (U)

Together, we should assess the task to identify ways to make it more challenging. It’s important to strike a balance between boredom and anxiety, ensuring that the task requires our active engagement and effort.

Step 4: Establish Our Control and Knowhow (N)

We can break down the task into its components and determine the rules or steps involved. By understanding how our actions influence the outcome, we can recognize the areas where we have control and influence.

performer website pages

The answer to “What pages do I need to have on my website?”

THESE ARE THE PAGES TO INCLUDE IN A WEBSITE MADE TO GET US BOOKED FOR GIGS

1. A PAGE THAT PROVES VALUE
2. AN “ABOUT” PAGE
3. A MEDIA PAGE
4. A PAGE THAT CLARIFIES THE THING THE CUSTOMER GETS
5. A PAGE FOR EACH SERVICE
6. A PAGE WITH A CALL TO ACTION
7. A PAGE WITH CONTACT INFO
8. A PAGE FOR EVERY POSSIBLE KIND OF CLIENT
9. A DEAD BLOG
10. A CALENDAR

ALL THESE THINGS HAPPEN ON ONE PAGE. THIS IS A SINGLE PAGE WEBSITE.

What if it’s not imposter

syndrome? 

What if, instead, I am

wrong about what the

situation requires?

What if it requires less

than me?