I had the pleasure of sitting down with Matthew Kimberley (he wrote How to Get A Grip,the last self-help book you'll ever need) …and we flipped on the recorder.
(Well "sit down" is a relative term…he's in Malta…I'm in Florida…but we talked)
Matthew is super sharp when it comes to 1-on-1 sales. AND he's an outstanding marketer…listen in, you'll learn a bunch.
- How Matthew became an overnight success in something like 7 years. (good lessons in this story)
- How to attract clients (Matthew's also the Head of Coach Training for the 'Book Yourself Solid' School of Coach Training…he's got a unique approach to attracting clients).
- How and why to diversify and have multiple streams of income. Lots of people talk about this topic, few do it, fewer take this smart approach.
Lots of great info covered in less than 45-minutes.
Subscribe to the podcast and get every new episode the moment it's released right on your iPhone/iPad/iPod/Mac or PC.
Once you listen to it, be sure to jump over to Matthew's site…he's got some really great (and free) stuff that will help you get more clients.
Steve: Welcome to the Small Business Marketing Show. My name is Steve Gordon. I am here this week with a really special guest, all the way from the island of Malta. It's extra special because this is take two of our interview. We've had to overcome power issues, Mediterranean storms, and all kinds of fun things. I'm here with Matthew Kimberley, the author of ìHow to Get a Grip,î which he bills as the last personal improvement book that you'll ever need to read. I've read it; it's hilarious. You've got to get it. He'll tell you in a few minutes how to do that. He also works with businesses and helps them in the area of sales and marketing. That's what we're going to be talking about today. Matthew, welcome from the other side of the planet. Thanks for being here this morning.
Matthew: Thank you so much for having me, Steve.
Steve: I'm glad we've finally been able to connect. I know we've had some technical challenges, but we're here. I really wanted to talk with you today particularly about sales. I think you have a very refreshing perspective on that. It's sort of a get-to-the-point-get-out-there-and-make-something-happen approach. We talk a lot here on the podcast about marketing, attracting clients, and all that. But sometimes you just need to get on the phone and make it happen. I'd like for you to just give us maybe a quick little background on you and then your approach to selling.
Matthew: I'd absolutely love to, Steve. I've been in sales pretty much all my professional life; in fact, even before my professional life started when I told a little white lie about my age when I was 15 in order to be allowed to set up appointments for double-glazing salesmen by telephone. I remember it was a commission-only job in my local town where I'd been juggling to make a living. I'd been juggling to earn pocket money in the street, busking. I'd put my hat out and throw knives, fire, and balls all around the air in order to earn some pocket money. It was fine, but it was manual labor. I'm as lazy as they come. I thought, ìThere must be an easier way to make money.î I realized that the local call center - the outbound call center for one of the national double-glazing companies - was hiring. So I went in there and they hired me. During my school holidays and vacations, I would go and set up appointments on the telephone for the double-glazing reps. I wasn't allowed to go door-to-door because I was too young. When I was old enough to go door-to-door, I realized that you could knock on people's doors, and if you knocked on enough people's doors - provided they didn't set a dog on you or throw things out of the window on you - eventually people would start to say yes. I graduated from high school. I went to Malaysia to teach French and English to entirely disinterested, incredibly wealthy Southeast Asian kids. I got fed up there because I didn't have any money, which seems to be a recurring motive that drives me through life ever since. I finally found my way to Malta via Brussels, Italy, and various places. I met a Maltese girl while I was living in Brussels. I ended up in Malta, which is a small Mediterranean island. It's onlyI'm going to get this wrong and offend somebodybut it's somewhere between 30 and 40 miles from north to south. 400,000 people are packed on the island, which makes it one of the most densely populated countries in the world, after I think Singapore, Monaco, and possibly Hong Kong. I ended up selling timeshare because this was a time I wasn't able to work, as Malta wasn't part of the European Union. As an Englishman, getting a work permit was a tricky thing then. But the timeshare industry has always traditionally been a little shady; they didn't care too much. I felt that I was back in the world of double glazing again, where I was put in front of people and asked to make a strong enough argument to the people then that they should devote some of their time and money to investing in vacation ownership systems. It was a real hard school of selling. I was probably about 21 or 22 at the time. I had problems ultimately. After about a year, I had problems with the product we were selling, so I left. But as a school for understanding the psychology of sales, there's really nothing better. I learned an awful lot of advanced sales techniques and how to warm people up, how to win trust, and I think possibly even some cheats. I mean that in the worst possible way, how you can almost trick people into trusting you. So I was having this moral dilemma. I love selling; not sure about the product, not sure about the process. How can we change that? Luckily, fate intervened. My Maltese girlfriend got a job back in Brussels where we'd let. I went to join her. After a few stints working in bars - which I also think is exceptional sales training, particularly if you're building relationship and understanding what people want - I started working in recruitment services. It was about selling corporate solutions to multinational companies. We were selling IT staffing services, headhunting, recruitment, and procurement services, which was a cold calling job. Anyone who says a recruitment consultant does more consultancy than sales is blessed, frankly, if that is their job. Certainly in my experience, it was pick up the phone, talk to as many people as you can over a very long period of time - possibly nine months to two years - before they say, ìYes, okay, I'll have a meeting with you.î Then when they have the meeting with you and agree to do a bit of business with you, you have to go away and provide the service. So it's not like you sign the order form and move on to the next sale. You have to look after the customer right from before they were a customer until much later down the line when you hope they were still a customer because of the great job that you were doing. That taught me a lot about keeping people onboard and building relationships with them. I really wasn't the best recruitment consultant you've ever seen. I wasn't the best barman you've ever seen. I wasn't the best timeshare salesman you've ever seen. But I enjoyed different aspects of it. I enjoyed recruitment so much and realized what potential it had that I decided to set up my own recruitment company with a business partner. After a few years of doing recruitment for somebody else, I started doing it on my own. The company did phenomenally well in terms of sales and market penetration. We went from nothing to something very quickly. We sold several million euros worth of services within the first two years. It's a very low-margin industry typically. Several million euros worth of revenue doesn't equate to several million euros worth of profit, unfortunately. I realized there was a real distinct skillset between selling and running a company or office. I realized that I was actually better at the latter than the former. So it was things like staff headaches, dealing with paperwork, even leading by example from the managerial point of view. I think it posed a bit of a problem for me. It dawned on me that I was probably better off self-employed. I was also a bit fed up with selling on price to sweaty, disinterested corporate procurement professionals. I say sweaty because they were stressed, not because they were necessarily sweaty. I looked at the various parts of the business that I really enjoyed. I realized that I really enjoyed training my salespeople. I'd recruit somebody to work in-house. We had a guy who used to work in a sandwich job. We had a fellow who was fresh out of school. We had somebody who studied as an accountant. Over time, we managed to - with varying degrees of success, it must be said - turn them into somebody actually capable of closing a deal. I thought if I could do that in an industry I totally, totally believed in and really enjoyed, that that would be my dream job. I realized I had to be self-employed. I realized I had to sell to people who were actively interested in our services. I realized I wanted to be able to spread the good word about how positively being able to ask people to buy your stuff can impact your business and life. This is because sales is a skill we have to use with our spouses, our children, our partners, people we meet on the street. I think not even the psychological aspect of it; just the systematized approach to getting people to jump onboard with you that you learn from selling serves you in every possible aspect of your life. Around that time, I'd been reading an awful lot of self-improvement literature. I'd been reading a lot of business-building books. I'll tell you about my self-improvement books that came out as a result of that, perhaps separately. I discovered a guy called Michael Port, who wrote a book called ìBook Yourself Solid.î I read it a few years ago, signed up to his mailing list, and studiously ignored every email that ever came through until I was ready. I think there's an old saying, isn't it, that when the student is ready, the teacher will appear? I got an email from him just around the time I realized I was going to have to amicably divorce my business partner, leave the company to him, and go off to do something else. Michael Port - whose mailing list I was on - sent an email saying, ìLook, I'm looking to train some people up to become small business marketing coaches in my own system, the Book Yourself Solid system.î I emailed him to say, ìI'd love to do it, but I can't come and see you.î He was doing it in-house in Philadelphia. I said, ìI can't come and see you because I've got professional commitments in Belgium I can't get away from. Can we do it by telephone? Would you train me online, over the phone? Is there some way you could give me the license to sell the Book Yourself Solid small business marketing system to my clients without me coming to see you?î He replied very promptly. He said, ìNo, absolutely not, unless I can find another five or six people to do it with you,î which taught me a great lesson about leverage: I'll only do it if it becomes with my while.
Matthew: He got back to me three weeks later. He said, ìGood news, Matthew. I found some other people who could do it with you simultaneously. Do you want to get started?î I wrote a check to Michael. I became a star student of his by design, partly because I loved the material and also partly because I realized that if I wanted to get noticed by people who could perhaps further propel my career and fast track my name recognition in the industry, then it would be good to be a teacher's pet or a star pupil. After Michael trained me and I started working with my first clients, I did some work for free with Michael. He'd say, ìCan you help me run one of these online programs?î ìWould you mind being an assistant coach in one of these things?î I always volunteered. I always stuck my hand up. Eventually he said, ìLook Matthew, I really would like to bring you on as the head of the Book Yourself Solid School of Coach Training,î which was how his training program evolved. Now I worked very closely with Michael as the head of the Book Yourself Solid School of Coach Training, where we train marketing coaches to teach his system. It's a licensing and training program. We ran The Alliance with Michael, which is a year-long mastermind program for business owners of every description. We also ran Daily Success Deals together, which is an online discounted training voucher site. I work with my own clients here in Malta; I have one-and-a-half clients here in Malta. The rest of the time I spend looking after my clients one-to-one worldwide. I worked with clients in Tallahassee, Tokyo, Australia, the UK. That's my story.
Steve: Very interesting. Thank you for sharing all of that because I think it's all very relevant. I think I originally found and connected with you when I was doing a search on Infusionsoft and Highrise. You had an article on your blog about the two and I was looking for some perspective, as I was questioning the direction I was going with the tool. I read your article and subscribed to your list. I thought you had some unique perspectives on sales and marketing. Kind of interestingly, I had seen Michael's book years ago. I just summarily ignored it. It's not for any particular reason, but I was reading and doing other things. But I didn't find you that way. Then you reintroduced me to Michael's work. I found it very useful. You mentioned Tallahassee, which is where I'm located. I actually ran across someone who was I think either in The Alliance program or in the School of Coach Training. I'm not sure exactly where he's plugged into you guys, but he's plugged in and speaks very, very highly of the program and what it has done for his business. I always like to hear the path people take to get wherever they are, because sometimes you'll learn more by listening to that description than you do listening to what they're doing now. Everybody thinks that you're an overnight success because you came on their radar yesterday and you're very successful. But there's always a process. I don't care who you are; there's always a process. Nobody's ever an overnight success. So I think it's always educational with you. Thanks for sharing that. You mentioned a whole host of projects you're involved in. I'd like for you to touch on some of those. Where would you like to start? You've got your fingers in so many different things. I think it's just very interesting when I come across people who are doing so many different things simultaneously, because most of us can't do one thing at a high level. But you're doing a lot of things at a very high level.
Matthew: I'm doing a lot of things [laughs], but I don't know if at a very high level. I'm at the stage, Steve, where I'm still crucially aware that if anything would happen to me tomorrow, my income would drop drastically. This is why I'm involved in different things with different areas of responsibility, with different corporate structures around each one. I'm a shareholder in one organization while I'm an external contractor for another, and I work one-to-one with individual clients as well. I'm in the process of putting together an ongoing mastermind environment for small business owners who are very keen to sell. Because I'm crucially aware thatÖ I'm very flattered that you say I managed to be successful. For me, I'm not even scratching the surface of what I should be doing. I think part of this jumping around and being involved in lots of different programs is partly to be sure that I don't turn around in 10 years and say, ìWell, I really should have done more of that.î It's also partly because I'm very interested in pursuing a practical approach to multiple streams of income. What I've done recently is pull back on a few things. In fact, towards the end of last year, I've said yes to a couple of things that I realized I had to say no to about a month later, when I did the beginning of the year reassessment about how I was going to allocate my time. If I were to start from scratch tomorrow with no existing relationships, no existing assets - nothing like that - I would absolutely work one-to-one with motivated small business owners in an advisory capacity. I'm talking about excellent technicians, people who understand their craft very well, who truly believe in what they're selling. They're just not quite sure because they've never received training on how to sell it or how to put a system in place in order that they're having frequent and regular sales conversations and not adopting an approach that's, ìIf I build it, they will come.î
Steve: I share your love with that group. I work with a lot of those people. It's the most rewarding work you could possibly do because you work with some outstanding human beings who need help in an area of their life and business, that can deliver immense results and positive changes when they get it right. It often takes them from really struggling to getting to a place where they have the life they want. It's extremely rewarding. I want to go back to this idea of multiple streams of income. I've had lots of folks on the podcast. We've talked about marketing techniques, sales tactics, and all these other stuff. You brought up multiple streams of income. I think for a lot of small businesspeoplewhether they're in professional practice or they own a small, kind of brick-and-mortar businessthey're so focused on keeping the one stream of income they've got that they don't begin to diversify out. It can become a really precarious thing. I've seen a lot of people fall victim to it because they don't get to a point where they've got a system that generates new business in that one stream of income, and nothing really consistent, no foundational piece that is generating new business all the time. If it goes away, if they stop working for any reason, then they're in real trouble, having this attitude that, ìOkay, I'm going toÖî I think there's a systematic way to do it. You take one, you build it, and you get a marketing system, a sales system in place that can operate outside of you being involved. It's like you're creating little machines or oil wells, things that can operate without you. For those of us who are working in what most would consider extremely small businesses - anything under, say, 50 people in the business and down to as few as one or two - then I think having that kind of an approach is important. I like the way you have approached it. You've got a lot of connected things so they support each other. I'd like for you to talk a minute about that and how you've gone about looking for those opportunities.
Matthew: I think it would be fair to say I've gone for the low-hanging fruit in every instance. In every instance. I've seen how one complementary service, group of people or addition to what I'm doing can be incorporated with very little overhead or additional energy in order to reap bigger returns. That was a bit amorphous, so I'll give you a very concrete example. I had a single client here in Malta. Today, that client is a sales organizational recruitment organization. I train the salespeople in how to be good recruiters and how to sell good stuff. I go in there maybe eight times a year. I think I have a contract with them. I retain a contract with them and I go in eight times over the space of 12 months and deliver customized training for their team. They're literally just down the road. They're a great group of people. It was fine. It was great. Because I retained a contract, I knew on the basis of that single contract that the mortgages would be paid. Great. Huge relief. It wasn't massively time-intensive, which meant I was able to spend a lot of time pursuing other things as well. Recently, they were talking to me about how they were looking at opening a second branch in a totally different area of recruitment. These guys do online casinos, iGaming, that world of recruitment. They said they wanted to open up a new branch in oil, gas, and energy recruitment. They were putting a team together and they were wondering where the role for me would be. Rather than say, ìLook, let's sign a contract as a service provider again,î but partly because I was actually trying to do less in terms of real, sort of getting-dressed-and-going-to-work kind of stuff, we reached an agreement where I would actually take a shareholding in the company in return for ad hoc advisory consulting training services for the organization as it was needed. But it's just around the corner; literally just around the corner from my house. I use that word sparingly, but it's just around the corner from my house. That enabled me to say, ìLook, I can give a lot without being tied to a time-for-money approach. Without being tied to a time-for-money contract, I will give you as much as I can afford to give and as much as is necessary, in return for something that is going to be worth more than an hourly rate or something similar.î Look at my relationship with Michael, for example, and the work we do together. I started off being hired help and now I'm a business partner of his. I think he started the Book Yourself Solid School of Coach Training. We started that. We looked at the work we were doing. We thought about how we can take the core services - which was providing training and support to people who wanted to become business coachesthe trainee has become a business coach. Then let us support your business. We asked, ìHow can we then extrapolate it and offer it to a new target market without creating any additional content?î There are basically two ways to grow a business. This is my take. I say basically like it's the most obvious thing in the world. My take is that there are two main ways to grow your business. One is you expand your core offering to a different target market. Say I'm a yoga teacher that caters to pregnant ladies. I could cater to a new target market overnight without changing my core offering. I could offer yoga services to middle-aged men, for example. We can expand our business that way. The other way of course is to offer different products and services to the same target market. If I was a yoga teacher catering to pregnant ladies, I may then expand my business to offer pregnancy clothing, prenatal massage or vegetarian fetus-friendly food to the same target market. You can offer a different group of services to the same target market. With Michael's business, we did exactly that. We said, ìWe've got the Book Yourself Solid School of Coach Training,î which is a school and mastermind for business coaches, ìHow could we expand that in a way that made sense to offer an extra source of income and at the same time without having to double down and reinvent the wheel again?î We thought, ìAt the moment, we're offering a mastermind support group to business coaches. Let's expand it to a larger target market.î So now this is open for service providers. It's not called a School of Coach Training. It's called The Alliance; specifically, The Alliance With Michael. That allowed us to take an identical business model. We actually took a part out of the Book Yourself Solid School of Coach Training and called it The Alliancethat was the mastermind partand offered it much more widely. Another simple example was Daily Success Deal. Daily Success Deals is a site that has sputtered and started from when it was founded in different levels of success over the months that it's been running. We're still working very hard on that. It's becoming an absolute joy to operate now that we've finally allocated enough time and developed a system to make it happen. But we thought, ìWhat do we have and how can we turn that into a source of income?î What we have are relationships with people who create information products. ìHow could wein a systematized wayturn that into an extra stream of income? How can we give them something so that everybody can benefit?î We came up with Daily Success Deals. That was really taking something we already had, scratching our heads, and saying, ìHow do we go about turning this into something that benefits everybody, us included?î
Steve: A couple of things struck me as you described that. First, you talked about a target market. The way that you described it is perfect: A yoga teacher who is targeting pregnant women, expectant mothers. In my experience, there are very, very few business owners that get that dialed in. I think that's where it becomes really difficult for people to start to see the opportunities. It's a small shift in thinking, but what I found is that it is like the hardest shift for most business owners to make. Since most of us don't have a way to really consistently be attracting new and potential clients, we are in need most of the time. So anybody with a heartbeat and a wallet is a real, good, live prospect, assuming there's at least a dollar in the wallet. By getting really specific, you've got a really tailored offering. It might be that you're still offering yoga services to people who are pregnant, but you've got a specific offering to that group, which makes A) attracting that type of client a thousand times easier and B) now you know with great clarity what to offer them. They have a specific set of needs that differ from the general crowd and you've got something that - just as you have described - you could take it, add a little bit, offer it to a different market or add more things to that specific group because they're unique. I wanted to just pull that out because I think that's a really keen insight that a lot of people miss. Thank you for sharing.
Matthew: Also, of course, when you clearly identify a target market, you know physically - even geographically - where to show up to sell to them. I often use the analogy of collecting for charity. In the UK, we have chuggers on the street. These are charity muggers. They're people with clipboards and collecting pots who come up to you outside the stores or in high streets to try and get you to donate to their charity. If you were a chugger and your charity was Save the Whales, you'd have a lot more joy and success if you hung out outside San Diego SeaWorld than at a Japanese harbor town or fishing port. Just by clearly identifying your target market, you know where to go. If you are collecting money for Save the Whales, then people who've just come from watching Shamu splash around are going to be much more inclined to give you $50-$100 than a Japanese fisherman whose entire livelihood revolves around not saving the whales. If you know that your target market is pregnant ladies because you're a pregnancy yoga teacher, then it's very clear where you can find those pregnant people. You can find them in hospitals, doctor's offices, and certain shops that cater towards pregnant people. They're going to be a certain age demographic. You show up, but you show up more than once. You show up twice, thrice, four times. If you become that famous big fish in a small pond, you can make a name for yourself. I think showing up over and over and over again is the key to making more sales, frankly. That comes from the cold calling background where we might have to have contact with somebody 40-60 times before they would even give us a meeting.
Steve: I always tell my clients there are two types of prospects you're going to run across. You're going to run across a very small number who are ready to go now and know they want to deal with you. You know what to do with them already; there's no big mystery there. You take the check, you put it in the bank, and you do whatever it was they paid you for. That's easy. It's the other 90% or 98% that is a little more challenging to deal with. They might convert next week; they might convert two years from now. You're absolutely right. Showing up over time consistently and in different places where they will be is correct. It's not any big secret. It's not like there's some kind of hidden magic formula. It's just that very few people actually do it.
Matthew: And you don't have to ask for the sale every time you show up.
Matthew: In fact, you shouldn't ask for the sale because again, we go to that low-hanging fruit. We want to make sure that we exist enough that people think of us when they eventually need us. I'm not a fan of uncovering and exacerbating pain, which is something you hear a lot of sales trainings teach, that you've got to discover your prospect's pain and then amplify it as much as you can by rubbing salt in the wound or by creating a sense of fear. I said, ìOh, that sounds like far too much hard work.î I'd rather find the people who'll use it. I'm sure you might know this, Steve. If not, somebody listening to this will. But a great copywriter said if he had a load of hotdogs to sell, the quickest way to sell them would be to find a crowd of very hungry people. Let's look for the hungry people, but let's show up with our hotdog cart.
Steve: Right. The whole idea of uncovering pain, certainly you want to know what the pain is because if you're not communicating with them about that painÖ so if you've got the hotdogs, you've got to know that there's a hungry crowd that wants the hotdogs. But to me it's the difference between compelling someone to do something or convincing them. If you've got to come up with all of these fancy sales techniques to convince someone to give you money for whatever it is, then they may not be the ideal prospect yet. You might not be talking to the right person. However, if you've got the perfect offer for the perfect person who is ready, then they're compelled to do business with you. It becomes easy. I think your point of showing up over and over and over again, you never know when the timing is right that your offer is going to be compelling to that person. You can get pretty close. If you're teaching yoga to pregnant women, you can probably have a good idea over some time that if they're interested in health, well-being, and all of that sort of thing, that they might be ready. But you don't know if it's going to be on day 10 or day 60. You've got to continue showing up because you don't know.
Matthew: That's right. This is what we teach in the Book Yourself Solid system. We teach exactly this. We say, ìPeople will make investments in your services in direct proportion to the amount of trust they have in you and the magnitude of their need.î Everybody who studies the Book Yourself Solid system has what we call a sales cycle in place. This is a bit like a sales funnel, only we believe the sales funnel actually looks more like a carousel, where you always have various offers in place; offers that suit people depending on how much trust they have in you and how much they want or need what you have to offer. Some people you'll come across will never need your services and that's absolutely fine. However, if I am a potential prospect, I've only just met you, and I haven't quite sussed you out, give me a way to get to know you that doesn't require a massive investment. Maybe it's an investment of time, maybe it's a small investment of money. I would venture that if I was interested in finding out more about Steve Gordon, I would perhaps listen to Steve Gordon's podcasts before I get some money from my pocket and spend it with you. This podcast is not only a marketing tool; it really is a sales tool because you're advising people to invest time in hearing you, in hearing me, in hearing the other people that you interview. Later on down the line, after they've gotten to know you and the trust level is a lot higher, it will become more appropriate then for them to jump in perhaps to do some one-on-one coaching with you or to join one of your group programs. But people reach those stages at different times. I've had people hire me - my top level one-to-one consulting - as a result of buying ìHow to Get a Grip,î which is my book that costs like $5 or $10. They spend $10 with me and then all of a sudden, they spend $10,000 literally within the space of a week because this is coup de foudre, where they absolutely fall in love with my voice, with my tone. Sometimes people put their hand up and say, ìLook, I've only known you for a week, but I want to invest an important amount of money and time in your services.î Then I might have somebody else who's been receiving my emails for three years. Eventually, after three years, he'll be ready to join a month-long program that only costs $200.
Steve: You just never know and you never know where they are. So have a consistent way to communicate with them, which is something that you and Michael cover very effectively in the Book Yourself Solid system. I encourage everybody to go get the ìBook Yourself Solidî book in addition to your book, ìHow to Get a Grip.î I think it describes it very well. Having something in place, I think you call it the always-have-something-to-invite-people-to offer.
Matthew: You got it.
Steve: Did I get that right?
Matthew: Yes. It's quite a mouthful.
Steve: It's someplace for people to show up and interact with you. I think it's just a simple way to express that. It's very effective. Again, we talk about these things over and over on the podcast. There aren't any great secrets in any of this, but it's the difference between the businesses that get very successful and the business owners that struggle mightily to make their businesses work. The ones that get to a point where the business is working for them are the ones that take these ideas and do something with them. For those listening, consider this your weekly kick in the backside to go get something done. These ideas can really, really help you.
Matthew, I want to thank you for spending some time from halfway across the globe this morning, for sticking with us through the technical challenges that we had last week. What's the best place - because I know you've got a lot of places that you interact with folks - but what's the best place they can go to begin to learn more about you and interact with you?
Matthew: Thank you Steve for having me. It's always a pleasure to speak with you, especially so today where we've got a good chunk of time to pick each other's brains. The best place to find me is at www.matthewkimberley.com. You should be able to spell that pretty much any way you like. I think I've covered every base. But it's Matthew with two Ts and Kimberley is spelled K-I-M-B-E-R-L-E-Y. So that's www.matthewkimberley.com. Have a look and sniff around. I would love it if you were to download my short, informative, and incredibly practical guide called ì5 Things You Need To Do Every Morning To Get More Clients In 60 Days.î It is a short and very effective guide to networking from your desk. That's because I truly believe I owe 98% of my success to everybody else around me. My success is really nascent. As I said earlier to Steve, I've such a long way to go. It's been thanks to the other people around me that I've managed to get this far. That guide to networking will hopefully encourage you to take your important relationships even more seriously. After that, you'll receive emails from me on a regular basis, possibly even daily. You can of course unsubscribe at any time.
Steve: I take the blame for those.
Matthew: That's absolutely the fault of Steve Gordon who suggested that would be a good thing to do. You know what? It really is. Of course, you can unsubscribe at any time if you wish. I would encourage you not to, but if it's not a right match for you, then that's okay. www.matthewkimberley.com is the best place to go.
Steve: Perfect. If you're listening to this, you need to go there right now. The guide is outstanding. I have on my iPad a shortlist of things that I review fairly regularly. That's one of about seven reports, checklists, and things thatÖ I look at it about once a month. It's a good reminder of the things I need to be doing. I recommend everybody to go get it. Get the book. It's number one, Matthew. The book is hilarious. I laughed all the way through it. I think it is also very much on point in terms of how to move yourself forward. Well done on the book as well.
Matthew: Thank you. That's "How to Get a Grip" which you can find on Amazon. You can go to www.howtogetagrip.com or you can go to Amazon and search for ìHow to Get a Grip.î That's available for the Kindle and in paperback.
Steve: Perfect. Thank you for spending a little bit of time with me this morning. This has been a lot of fun. You shared some great stuff.