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Michael Foreman, tell me about your vision.

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Tell me about my vision. My vision for business is a little different than my business personal life,

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but my business for vision is really to get on more stages and tell the masses about how to

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network and communicate with one another. Because I strongly feel that really as of the pandemic,

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people lost their minds. They forgot how to properly network, communicate with one another,

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and that can transcend between business and personal life. Because just walking to somebody

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at the grocery store or somewhere else, they don't know how to converse without the use, here we go,

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of the cell phone. And you take that away from them, they're like, oh no, what am I going to do

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now? You speak, you talk, you be present. That's huge. You talked about in your form submission,

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learning how to build rapport. And so I put it along the bottom here, part of that form submission,

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because it goes back to the fundamentals. And if we look at the best sports stars of all time too,

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they were all highly built around the basics, the boring, the fundamentals.

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And you're talking about it. It's something that is completely overlooked in the business world.

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I love what you said here. You said not only have we kind of forgotten the basic skills,

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but you said if done properly, you will increase profits almost immediately. I mean, I would agree

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it. In fact, I would say you can increase profits very much immediately, if that's one of the missing

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components of what's going on. And I would agree, most people are missing that. So what does that

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look like? How do we get people back to the basics? Well, it's really simple. It's fundamental. For

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you and I, that may not be that difficult, because everything I talk about is common sense.

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But the whole fact is, if you listen to the other person, now you brought up the rapport building,

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and that I use an acronym form, F-O-R-M, and that is family, occupation, recreation,

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and the message where everybody came on the same level. But if you remember that,

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as you're speaking with somebody, you can get on the same level as them with just about anything.

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Now, I was a baseball coach for 16 years. I was an umpire for three years. So when it comes to

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youth sports, I could talk to anybody. So my first question to them is like, is that your son? Is

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that your daughter? Do you have any children? Whatever. And they say yes. I will, is he involved

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in sports? Or is she involved in sports? And he says, yes, I'm like, that's a home run, because

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I'm there. And I get to talk with them. And the more you talk with them, the more you let them

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talk, the more, the quicker their barrier comes down. Because people love to talk about themselves.

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They love to talk about their families. And by all rights, you should let them. And you should

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have the conversation go like that. And as you're asking questions, and you're making mental notes,

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but rapport building is so important, because that goes into the follow up and the follow up

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of the whole nother talk we're going to have. Because if you don't have the right follow up,

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you might as well not even have met him in the first place.

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But it's something that can be right. So we're going to we're going to tackle this from a couple

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different angles. I'm going to play Angel's advocate. In fact, some people would say Devil's

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advocate in that regard. And it depends on the context and your circumstances. So the one

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thing I'll say is, for those of you visionary leaders listening in, Michael said you should.

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I would say you could. It depends. Is that right for your scenario and setting? If you're an

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attorney who's working in criminal defense, it's going to be different than if you're working on

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a little league with with children, your your type of rapport is going to be different. And I know

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that Michael, you know this too. And in that regard, what can happen is, if depending on the

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type of context you're in, certain rapport questions may not be appropriate, because it puts

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you in the position of the friend zone, where you no longer have a certain authority, my, my,

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my doctor, my surgeon should not come in and be like, Hey, bro, what's up, man? You know, yeah,

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we're going to kind of work on your back. But you know, I'm gonna let somebody else handle the

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talking to you about it. Okay. Right. There's there's a context of how rapport can be built

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in business and in life. And we can learn when we can learn to navigate those, we will be more

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effective leaders in those communities with those opportunities. And that nuance is what often

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separates profitability and productivity from being just busy, you know, and creating a whole

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bunch of friendships that don't necessarily move somewhere. So I'm not saying don't be friendly,

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but we got to dive deeper into this rapport aspect. So feel free to lead the way on that, Michael.

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It depends on what you said, who you are and what you're doing. Yes, you're an attorney trying to

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get to the bottom of things. And believe me, I used to work for a law firm. So I know that one

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was talking about, okay, but if you're going to a networking event, and you're out there to meet

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people and to see people, your first your first thought should always be, how can I give, how can

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I give, not receive? How can I give? What goes around comes around. But it's all part of the

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same process. And it's very important for you to know your place. You know, if you're that attorney,

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you know, you don't want to get too friendly. Now, I work for an injury attorney. So the whole idea

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was for me to get that friendly, because you want them to trust me. Yeah. If I was a divorce attorney

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or some other criminal attorney, so much. You know, it's funny, I love this topic. It's something that

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I want to make sure that we have the time to give you the respect to be able to build around the

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process. I also want to give a shout out to Clay Hicks, Clayton Hicks, who came on the show. He has

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the best framework and the easiest and simplest framework I've ever seen for building rapport.

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I've never seen anything come close to just how well his his version of well, if we want to learn

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to listen to people, what are the questions that we ask that support and build the rapport without

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going out on a ledge and accidentally report ruining report before it even starts? I'll give you one

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small example for the again for the audience on this. If my opening rapport line or question or

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topic of interest in that individual is, hey, what's your favorite sports team? You know, or hey,

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do you have a family? Well, what happens is if they don't have a family, the answer is no.

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If they don't like sports and they say, well, I don't like sports, you've just created a negative

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cycle by taking a stab at something that's more related to you than actually asking a universally

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applicable question that gets at the heart of what Michael's talking about, which is again,

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how can I help this person? How can I show up and serve this person really well? So

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do you have in mind some basic rapport building questions that are kind of universal that you

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typically lead with? And if not, is there another topic you want to go towards that we're also

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overlooking? We got 10 minutes to talk about Aussie things. There's a whole lot to talk about.

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Yes. And we'll stay on that form that I was talking about. Okay. You know, the family,

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the occupation, the recreation, because when you approach a table, it's a networking table,

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and you're getting feedback from one or two of the people, then you're asking them about themselves

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and you're letting them talk to you. So if they have a family, they're going to tell you. If they

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like skiing, they're going to tell you. They'd like their job, they're going to tell you. So you're

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gathering all this information without you saying a word and putting yourself in that position.

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Now, the most important thing is that you listen, not just hear them, but you listen to them. And

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then after you listen, you pause. And how important is that pause? Right? Because what does that tell

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them? It tells them, wow, Michael was listening to me. And I responded to something he said,

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not the next thing I wanted to talk about, but responded to what he said or is saying.

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And that gives you that credibility, that gives you everything that you need to your building that

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rapport. And it goes on from there. So if you're doing everything correctly, and he's telling you

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all of this information, then you can say, you know something, I like what you do. I like how

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you're doing it. How can I be the best referral source for you? How can I make your life that much

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more easier or simple? And that usually blows them away. Right. So, you know, if you did your job

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right, then he's going to ask you what you do and your business card and everything else. But that's

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secondary. Primary is to get all his, what he wants to talk about out. Yeah, absolutely. I love that.

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Again, it aligns really well with those five topics. I had to look back and I was like, all

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right, Clay, what would you grant us? Because it was, it began with, tell me about your story.

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And I loved that that was that opening topic, because everybody has a story.

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And everybody's story, you know, if you do what you said, right, if they tell me a story, and even

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if they tell me a short story, if I'm able to, you know, be quiet and but be captivated, I'm engaging

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with eye contact, right? I'm engaging with an emotion I sincerely care. And if the silence

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doesn't lead to a bite, or if they're sales driven, they're, you know, I'm talking about leadership

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sales, people who already have the acumen to know that they're supposed to turn the question and

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ask you something right and take control over that situation. Then being ready to be able to ask, you

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know, no, it's a great question. And like, I'm dying to know more about this, like, tell me more

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about x, y, or z, right of what they just talked about. We've got a, we've got a couple of tricks,

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right, that we can use their tactics, their tricks, what are those, their tools, what are tools,

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things that resources assets that are at our disposal to be able to cultivate and build better

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relationships. So I love that using silence, saying, tell me more about that taking sincere

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interest in individuals. And again, that story will usually give you the safe nuggets of where

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to then go from there and build a very powerful relationship. So they will give you the direction

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to go in. Exactly. So networking and communication, I mean, those are both very powerful realities

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with that. You asked two questions on here. Why? Why is it that we don't get results? And what's

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wrong with follow up? We're not going to have time to answer both today, but people can follow up with

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you regarding this too. They can, you can reach out to Michael Foreman on LinkedIn. I'm sure,

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I'm sure you can find his website quite easily. In fact, I'll give it to you now. It's michaelforeman.com.

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Michael A Foreman. Michael A Foreman.com. Ah, Michael A Foreman.com. Thank you for correcting

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me on that. I missed that A. And we're going to dive in on the second one. What's wrong with

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follow up today, Michael? What, because there's, I have my thoughts on it too. Let's crush this for

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people. Okay. There are so many things wrong with follow up. It's incredible. First of all,

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either people don't do it or they don't do it properly. Okay. So it's usually, you know,

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I'm going to send them an email the next day or I'll send an email the next day and a week later

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and see what happens. That's a hundred percent the wrong way. And I'm a huge, huge proponent

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of the handwritten thank you card. So after you meet with somebody, let's say, because I,

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there's a whole thing that I go through with a business card, you write down the date,

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the name of the function and a little bit about them. So your follow up, the first email should

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be that evening and just thanking them to meet them, just thanking them. That's all. No sales pitch.

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No, do you want to meet? Nothing. Just thank them. Okay. The next morning you send out a handwritten

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thank you card and just say, look, Hey, this is Mike. I met you on something, such dates of the place.

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You know, I really thank you for meeting with me. We talked about your son. Sorry to hear about that.

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Hope he feels better. And I'll sign it, Michael. And I'll wait about three days to send another

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email saying, Hey, this is Michael. Remember me. I would sort of, so it's whatever. Look,

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I just looked at my calendar and Tuesday and Wednesday of next week opened up. How's Tuesday?

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There's levels for this. So I'm going to, I'm going to dive in on this one because Tony Robbins does

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not have time to write handwritten thank you notes for every single person that he meets,

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nor does Richard Branson. All right. And so it doesn't mean though that Richard Branson does not

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care about the 8 billion people. I think he's done a good job of emulating how much he cares

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about people. So it's not a bad call, but I also don't think unless the handwritten notice from my

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mom, I really don't care too much about the handwritten notes that come my way. But let me

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put some context on this, Michael, because there's some, there's other important opportunities here.

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One is when Frank J. Picaro, who's also really good friends with and associates with JP Sears,

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when I met him at a conference and I started to work my way home, he sent me a voice clip.

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He sent me an audio clip via Facebook and it was one of the most sincerest and endearing. And I was

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like, Holy crap. He probably did that for at least 60 people at this event. And at the same time,

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the tone, the cadence, the genuine nature, the connection of friendship, but the authority that

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still existed there was completely maintained. So I'm not saying don't write your thank you cards

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at all. If you love thank you cards, do that. I'm saying that there's other ways that could be more

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powerful at scale for those of you who are serving a whole lot more individuals. So that's

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something to be aware of. The other opportunity that exists there that goes hand in hand with this

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follow-up opportunity is I never follow up without providing more value, ever. I will always, as I

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call it the golden rule of follow-up, I'm going to drop this too as part of this episode. Let me pull

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my screen up for you guys. This is the infrastructure for the golden rule of follow-up. Michael,

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you're welcome to have this, adapt it, use it as you want. It talks about the kid in the car

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who's asking dad, are we there yet? Are we there yet? Are we there yet? Versus being able to say

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something like, hey dad, isn't your favorite restaurant coming up? And dad goes, we'll be

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there in 10 minutes. Like, ah, see, we can learn to do tricks for people of different mindsets,

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the time warrior, the gifter, the o-snap, the nerdy sidekick. There's ways we can actually follow up

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that provides new value and never puts us in that position with the individual of them saying like,

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ah, he's just calling. He's just going to call and ask me where we're at with this again.

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And so knowing how to respect the individual enough to always bring new value in hand is a

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critical component. I'm a huge fan of making sure you follow up because if you're not following up,

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they're out of sight and out of mind and it shows you do not care about them. You've got to care

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about people if they're going to do business with you. I agree. A thousand business. Let's say you

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wrap this up. So go ahead, Michael. What else do you have? Well, I was just going to say, because

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you know, the thank you cards is one facet. Facebook, that Facebook clip or even with the

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email, they now have the clip to go along with the emails. You can do the very same thing.

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That's for a much bigger audience. Okay. I'm talking about if you met 10 or 15 people.

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I do it at small events too. Okay. So, you know, it just it varies and it depends on you as the

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person on what you're comfortable with. That's why we're giving both. It's like this audience,

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they're going to take things from you. They're going to take things from me, right? They're

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going to decide, man, do I play the saxophone? Do I play the trumpet? Do I play the guitar?

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You know, so we just serve the audience with an incredible amount of different types of values.

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And they know we're both mathematicians drawing in the chalkboard as fast as we can to serve them.

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Right. And that's really what we gained out of this. So is there any final principle you'd like

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to share before we wrap up today? Well, no, it's just really the whole thing about when you start,

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when you meet somebody, give them the respect, be polite. And if you are respectful, polite and

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everything else, you'll go 10 times further. And if you build that rapport, having them speak and

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talk and do that follow up properly, because so many people do it improperly. But if you do it

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properly, you'll might say you'll gain profits, you'll see an increase in profits the next month.

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By the next month, you will see an increase because you're paying so much attention

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to your client or prospective client that there's no ways but to handle and get more profits.

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Very good. And I will almost second everything about that. Well, here's what I love about Michael.

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You guys know listening to the show that Michael's teaching the exact same stuff that we do. And

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that's exactly what we want. We want people who come on the show can validate, reinforce principles

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and help people understand if you gravitate more towards the way he teaches stuff by all means,

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reach out to Michael and work with him to we see him as a friend, as a strategic partner in the

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process of helping people understand these principles that are overlooked. What I will say

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is none of us control the outcome. The only person who controls your results is God. And that's what

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I believe. So you might do all those principles. But if you're a farmer and you follow the law of

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the harvest and a hurricane comes and wipes out your crops and you do not yield to return,

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that's not Michael's fault. That's not my fault. That's not your fault. That may be what is best

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for you at the time. So stick to the principles regardless of what the outcome is. Be the person

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who does the right thing, knowing that doing the right thing yields the best results for you.

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And yes, the profits are highly likely to come. And here's the other kicker on this. When you

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treat people with respect, when you are polite, when you overcome stranger danger by showing them

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that they are safe to work with you, you won't get as fast of commitments, but you will get far more

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authentic commitments. You will have people who very much value what it is that you can provide

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and they will want to stick with you. And loyalty is something that is very hard to come by in a

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culture of swipe right, swipe right, always look for the next best thing because we've got worldwide

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access. So sticking to the principles of loyalty can create phenomenal relationships that will

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absolutely turn up your profitability. And we look forward to seeing all of you on the next episode

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of Vision Pros Live. Take care everybody. Thank you for being here today. I'm really happy that

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you tuned in to Vision Pros Live. I'm looking forward to seeing your reactions as these episodes

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continue to move forward. This is going to get more and more fun. We'll have more and more engagement

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as well. We'll invite people to participate in the show and thank you for giving us your time and

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attention. Have an excellent time building out your vision and becoming a Vision Pro yourself.