Entrepreneurs
4 Marketing Questions That Determine Whether or Not You Get Clients
As an expert in your field, you have a lot of valuable knowledge to share. You know how to help people solve problems and get results, and you know that your service is more than worth the price you’re asking. So why are so many of your potential clients NOT signing up with you?
Many entrepreneurs find that when they explain their products or services to their potential clients, the other person’s eyes go blank, and they get confused, start politely detaching themselves from the conversation, or both. On top of that, they work hard on their website and marketing materials… only to find that they don’t bring them as many clients as they’d hoped they would.
When people ask me to help them attract more clients, I often find that their marketing materials have a certain set of problems. Below I’ve provided you a quick checklist of problems to look for in your website, emails, blog posts, sales conversations and other marketing, as well as four questions you can ask yourself to make sure that you’re writing and talking about the right things.
Here are 3 of the problems I often see in marketing materials and conversations that don’t make sales:
Problem #1: They focus on the process
If a person who wants to get married could start a relationship with the perfect partner tomorrow, WITHOUT having to learn how to get phone numbers, remove the habits and emotional blockages that are holding them back from love, or take action to meet the right people, would they do that?
If a person who feels heavy, tired and unattractive could become healthy, confident and energetic WITHOUT changing their diet, exercising, working on their self-image, or overcoming a health challenge that makes it hard for them to reach their desired weight, would they?
“Instead of focusing on how much you can accomplish, focus on how much you can absolutely love what you’re doing.”
― Leo Babauta
Of course they would! These scenarios illustrate the fact that the process by which you create the result is NOT your best selling point. It isn’t what your clients actually want. What they WANT is the result that they get from the process. So when you’re making your offer, be sure to discuss the results they want before explaining the means by which they reach that goal.
Problem #2: They aren’t self-explanatory
As I mentioned before, you’re an expert. You probably know most or all of the jargon, industry phrases, and advanced concepts that are taught in your field. The trouble is, most of your clients probably DON’T have that knowledge. And if they can’t immediately and easily understand the terminology you use, that confusion is more likely to turn them off than make them curious.
The same goes for getting fancy and poetic with your phrasing, or trying to work your slogan in at the expense of clarity. If something sounds pretty or catchy, but it tells your clients nothing about how your product will improve their life, you’re better off using that precious conversation time or space in your materials to talk about something they desire and will understand.
Problem #3: They don’t demonstrate how the product affects the client’s life
This is closely related to problem #1. Before someone is ready to buy your product, and before they’re even really interested in hearing how it works, they have to know what it will do for them.
The effects of your product on your client’s life fall into two main categories:
1. What problems will your client no longer struggle with? When choosing which problems to talk about, remember that they should be self-explanatory, important to the client, and results-oriented.
For example, having subconscious mindsets and patterns that sabotage their relationships is a problem that many people have, but a lot of them don’t even realize that they HAVE that problem.
Also, fixing the problems in their mindset is only a means to the end they want – which is loving, healthy, lasting and passionate relationships. Therefore, subconscious relationship-blockers aren’t self-explanatory or results-oriented, and they also aren’t important to the client because the client usually isn’t aware of their existence.
When you’re describing the problem you solve, use those three criteria to test the quality of your description, and focus on how the problem affects your clients’ lives in visible, tangible, observable ways.
2. What specific, observable, positive experiences will they have? Will they fit into their favourite outfit again? Have enough time to partake in all the activities they enjoy? Travel the world? Marry their soulmate? Hop out of bed feeling refreshed, and continue to feel healthy and energetic all day long?
As with the description of your clients’ problems, your description of the results you help them get should be self-explanatory, focused on the detectable day-to-day experiences they’ll have, and centred on things they KNOW they need or want.
“If you’re a good marketing person, you have to be a little crazy.” – Jim Metcalf
Here are some questions you can use to improve your sales conversations and marketing materials:
- Is this phrase self-explanatory, even to a person who’s never heard of my field or company before?
- Is this selling point or benefit what my clients actually long for, or is it just a means to an end?
- Am I giving them a clear picture of what benefits they’ll receive, what problems they’ll no longer struggle with, and what their daily life will be like after they work with me? (This should be something they can hear, touch, taste, see, or otherwise actually picture themselves experiencing.)
- Is the problem I’m discussing something my clients KNOW they have, and urgently desire to solve? (This is especially important in situations where your clients are aware of the symptoms they’re experiencing, such as bad health, low finances, or failed relationships, but they don’t know what the root cause is.)
By using these four questions and keeping an eye out for these three problems, you can make sure that you’re talking about the things that will make people want to sign up with you.
What problems are you running into with your marketing and sales? Leave your thoughts below!
Business
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Entrepreneurs
The Leadership Shift Every Company Needs in 2025
Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”
While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.
Why This Gap Exists
Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.
What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.
Tools and Techniques to Bridge the Gap
Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.
1. Practice Mutual Empathy
Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.
2. Maintain Professional Boundaries
Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.
3. Follow the Golden Rule
Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.
4. Avoid Micromanagement
Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.
5. Empower Employees to Grow
Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.
6. Communicate in All Directions
Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.
7. Overcome Insecurities
Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.
8. Invest in Coaching and Mentorship
True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.
9. Eliminate Favoritism
Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.
10. Recognize Efforts Promptly
Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.
11. Conduct Thoughtful Exit Interviews
When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.
12. Provide Leadership Development
Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.
13. Adopt Soft Leadership Principles
Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.
The Bigger Picture: HR’s Role
Mercer’s global research highlights five key priorities for organizations:
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Build diverse talent pipelines
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Embrace flexible work models
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Design compelling career paths
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Simplify HR processes
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Redefine the value HR brings
The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.
Treat Employees Like Associates, Not Just Staff
When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.
Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.
Entrepreneurs
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