What if you are wrong?

Have you ever known you were wrong? I mean did something said something and afterward knew it was the wrong thing, the wrong action, the wrong methodology and that it/you would fail?

What did you do?

I hope you admitted it. Came clean. Apologized to whoever needed an apology and then – started over learning from your mistake.

But what if you don’t know you are wrong? What if you aren’t certain it was your idea that made it wrong? Made it flounder? Didn’t help it succeed? What do you do then? Because others will blame you. Others will look at it and they will know, that it was you, your input, your idea that caused the problem. Even if it wasn’t.

And the answer is, admit to the failure. Take the blame/responsibility and move on.

Does it matter if you are wrong? Most people will say YES! Of course, especially if it could mean your job or how the company looks at you, reacts to you, sees you.

And as I have worked with companies over the last 30 years, some organizations do blame someone. And, that blame can cost a job, a career, a promotion. Maybe you are not in the right place, right company, right state of mind if you have to fear those types of repercussions.

Truly leading companies will accept and honor mistakes. Use them as building blocks to create something new, something better. Great companies understand that mistakes happen. Especially when you are pushing for the top. Mistakes lead to great innovations, superior productivity, inspiring creativity, and ideas.

Where does your organization fit into all of this? Have you trained your people to take risks? Have you inspired them to push the limits? Are you currently utilizing an agenda in your company that is helping your people grow professionally and personally?

Do you offer training, not one hour a month or one guru speaker a year but real honest training and support?

Are you changing your people’s lives because you want them to change your company? I teach Mental Prosperity, which is a course on getting the most for your company/organization because you are getting the most out of your employees simply because they are wanting the most for themselves.

And that all happens because a company cares and shows it cares by how that organization treats their people. Offering more to their people because they understand that company growth happens when the personal growth of their people is involved.

We teach math and science and welding and .. yes, we teach but do we train? Do your people have the skills to be happy at home? Better husbands and wives, better parents, better neighbors? Are you helping them by training them how to cope with frustrations? How to manage their money? How to discipline their kids? How to have a dream that can motivate them to be better and in that constant achievement create a happier employee?


What if how you have been running your company or organization has been wrong all this time?

What if this type of training can change your entire business model, create greater success, increase productivity and massively increase your profits?

What if you are wrong …

Is a basic skill set that trains people that it is ok to be wrong. It is ok to make mistakes. It is not being wrong that hurts us the most but not being able to admit it, fix it, learn from it and grow to the next level.

I am Steve Sapato. I train on Mental Prosperity, the ability for groups, businesses, organizations to get the most out of their people because their people are getting the most out of themselves.

You can reach me at steve@stevesapato.com steve@profitbuildercoaching.com


Influencer? Leader? Pretender? I bet you think you are …

Influencer? Leader? Pretender? As part of my leadership training I ask, which of these are you? I have found that most people are pretenders yet they consider themselves Leaders.

What’s the difference?

An influencer is someone who has ideas, can move things around on occasion, help leaders lead by becoming part of the leaders’ movement. An influencer follows the lead of the leader and in so doing becomes a noticed part of the leadership team and therefore carries influence in the decision making by the group and considered by the leader to be an important part of the leadership team.

An influence may lead on occasion but is typically valued by the leader for the way they accomplish tasks, how they help the group accomplish tasks and how they are visible and supportive of the leader.

But influencers come and go simply because so many leaders do not understand the dynamics of their own group. Many times the strongest influencers will be the core of a leaders success. If that leader does not recognize the true influencer of a group and selects their own influencer, the leader may find themselves at odds with their team or they may find their team fluctuating in how quickly they accomplish a task because a selected influencer typically does not have the following of the true influencer. In this instance the team will struggle, talk and debate, areas that the leader wants to accomplish simply because the influencer is not a strong enough personality to convey the leaders’ message.

The true influencer foes not have to apply any pressure or convey any power but typically simply leads under the guise of accomplishment. Leading by example.

On the other hand is the pretender. The pretender is that person who wants to be a leader. Probably just wants to be the influencer and takes on the pseudo-guise of the influencer. Thinks that by being on the leader’s elbow or their go-to person for requests that they will be seen as a leader themselves.

The pretender is the one standing and talking with people while the influencer and the team do all of the work around them. The pretender doesn’t even recognize the team or the accomplishment because they value their own input, their own placement in any environment and place themselves to be seen.

The pretender seldom is involved in the actual accomplishment but almost always tries to take credit for the job well done and never notices the snide remarks or rolling eyes as they often get rewarded by poor leaders who only see the pretender as the pretender wants to be seen.

The problem with a leader recognizing the pretender as the influencer of their group or organization is that it undermines both the influencer and the team in a negative way. It creates demotivation within the group and eventually a result is lack of motivation by the team because the influencer will finally step back from their support role of the leader and in doing so, open the pretender to need to take over the role which is completely unsupported by their team.

When the true influencer steps back a leader will notice the change, not only in the group dynamics but also in the accomplishment style, speed or quality of the group work. The pretender does not have the support or vision of the influencer.

It is crucial, as a leader, that you become aware of these differences.

Examples of the influencer versus the pretender are that when a job needs to be done, the influencer leads the team in its accomplishment while the pretender will talk to other weaker and less accomplishing members of the team while the actual work is taking place all around them. Then, in the final stage of the work or development, the pretender will try to take responsibility for the accomplishment by going to the leader to announce how the project is or has been completed before the influencer is even done doing the job.

Here then, is the difference between a leader and a great leader. The great leader recognizes the real accomplishment and who accomplished it, while a weaker leader may not only reward the pretender but accommodate them through some manner of recognition and promoting the wrong members of their team.

Now the problem with this article is that the pretender does not even have enough leadership in them to recognize that this article has been about them, while the leader and the influencer are both nodding and smiling at the thought that the pretender missed it altogether.

I am Steve Sapato, Leadership and self-improvement expert.

Hoping you have an extraordinary day.


#1 REASON Why your company is not all that it should be!

Managers are the key to your company being all that it should be and much more!

Every project, every department, every business, every organization can grow exponentially if they have great managers.

Contrary to what seems to be the popular mandate, great managers are made and not born.

People do not automatically become good managers because they are promoted or hired in as a manager.

We have all had those average managers. Many of us have had that terrible manager.

Have you ever experienced a great manager?

What a profound difference isn’t there? When you have a great manager, you want to produce. You want to excel. You want to be your best. And great managers make you feel great about trying to be better. They make you feel better about working hard and smart and reward you for being part of a great team.

Most average managers do not think of rewarding their people. They do not know there are dozens of ways to reward employees. They do not know there are dozens of ways to motivate their employees. Do you? Are you?

If you or your organization is not requiring your soon-to-be-managers to attend some management classes, (please note I said some and not ONE!), then you probably have or are experiencing the average or below average manager syndrome.

And your company is suffering. Your people are suffering. Your production is suffering. Your moral is suffering.

Great managers require great training, great challenges, great communication classes to help them get the most out of their people so their people can do the most for your organization. Those classes are called Mental Prosperity because mental prosperity gets the most out of people because they want to give the most and be rewarded for their efforts either by their peers, their leaders or simply because they learn what it means and how important it is to themselves to feel good and be good at their job.

So tell me, what trainings are your managers receiving? What communication skills are they developing? What leadership skills are they learning?

What programs are in place to train your soon-to-be-managers? What books are they reading, sharing, studying? And what is your company doing to make sure your company will succeed simply by training your managers to get the most out of their people?

Many companies have had the displeasure to watch their organization hire people who are probably very good at half of their jobs, the technical side, yet fail miserably on the personality side.

Because of this failure it doesn’t take long for their teams to become disorganized, fractured and disheartened and they watch their organization simply falter and fail in their tasks or productivity.

People need to be lead. People want to be lead. People want someone who not only understands what needs to happen but puts in place the mechanisms that can produce those results. They love to be on a winning team. They love recognition and results. They enjoy all of the perks that come with winning.

How about you? What do you want from your leadership? From your admins and managers?

Isn’t it about time you passed this article on to your superiors and start making this happen?

Average managers create average results. Great managers produce great results.

I am Steve Sapato, the most famous unfamous speaker in America and damn fine management trainer. You can pass this on to your superiors so they can connect with me at steve@stevesapato.com

How to get GREAT employees

Why is it that some managers seem to always find good employees? Why are those few managers so blessed and why do so many others struggle to find those good employees.

That answer is in the answer to this question: when do you start hiring your next employee?

What was your immediate response? Was it, as soon as I know someone is leaving? Was it as soon as we get the permission from the boss or HR ?

The real answer is, you start hiring your next employee as soon as you hire this one.

Yes, most of you agree. But how does this process work for you?

Each member of your team is dependent upon each other member of your team as well as upon the supervisors and managers of those teams. Each member is given value and responsibility based upon how their team culture is developed. And based upon how you encourage and reward your team is how your team grows and how you will find your next great employee.

Many managers think they will find good employees and great employees from the talent pool that is either offered via their company or through agencies they utilize.

But the really great employees come from the recommendations of your current employees. It is their constant accolades and banter that tell others how good a place your department or organization is to work for. Great employees are always looking to work for great managers and companies that will promote and encourage their success.

It is how you treat all of your current employees that will bring you additional great employees. It is the words your current employees use to describe their organization and manager that have others waiting for an opening. The new employees coming to your department are because of the people that you make feel valued.

There are numerous methods and tactics that will help you become a great manager, because great managers are made not born, are gleaned from other Great Manager articles, additional books and further training.

Where you will find your next great employee will be from your own staff and the recommendations they make to other top quality potential employees.

Steve Sapato- the most famous unfamous speaker in America and trainer of Great Managers.  steve@mentalprosperityblog.com

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Great Managers never allow ‘boring’ into their meetings. Separating good managers from great.

Great Managers never allow ‘boring’ into their meetings. Separating good managers from great.

What is one of the greatest challenges for communicating information? Boredom!

Tell me I am wrong. (OK don’t because I’m not.)

Whatever you are trying to accomplish in your meetings, if these meetings go on forever, your people are bored. If you give someone the opportunity to speak and they are not good speakers, if they don’t understand involvement, if they don’t understand interaction, voice inflection, humor, stories, how to get information across to their peers, their audience, then you will lose interest.

I teach GREAT MEETINGS and I teach Professional Speaking and I teach people how to keep people interested. And that is because I sat through hundreds of boring meeting and terrible workshops and seminars. I know you have too, right?

So then why do we allow people to bore us to tears? Is it because our managers don’t have the intestinal fortitude to tell a poor presenter that they are boring? That they need to take a course, class, workshop on speaking for success? Is it that the managers are boring themselves? Is it that the managers are not good managers and therefor don’t know how to talk to their people and tell them they can’t speak to the group again because everyone was falling asleep?

And, how do you talk in front of a group and not notice your audience is falling asleep, is bored or lost interest?

Either way it falls back on the MANAGERS to be great managers and now allow their meetings or presentations to be boring. Want to ensure they are not boring? As a manager, sit in on a one-on-one run through of that presentation before they give it. If you are struggling in a one-on-one situation to give them your attention you know that they are going to be terrible for the group in the meeting.

Great managers don’t allow their meetings to be boring. They don’t allow them to run past the scheduled time. They know how to run a meeting properly so everyone benefits from attending.

I am Steve Sapato with Mental Prosperity course including the ‘Learn to Win School For Success’ and I know you are becoming a great manager.

Steve  steve@mentalprosperityblog.com

PS. Pass this on to your manager because they would like to know this information toooooo!business card 6 2013

Why are your people leaving? I quit!

Why are your people leaving? How can I stop attrition now?

So tell me, as the lead of your company, department, organization, team, are you having a problem with high turnover? Do you know why?

If you read the statistics there are dozens of reasons but if you listen to the workers there are usually only a couple and the most predominant one is, bad manager.

Does that mean there are a lot of bad managers out there? Of course! Tell me this, how did you learn to become a manager? Did you take a course that lasted several weeks? Months? Or did you receive any training at all?

Did your manager receive any real training? I am not talking about a three-hour seminar on being a good manager. I have taught those, I know how they work, I have gone into companies and tried to make my sales pitch to make their training months long with weekly feedback, hands-on experience with direct feedback. I have tried to set up reporting where the employees tell me the strengths and weaknesses of their boss. And the companies refuse.

But make that about sales and the companies go wild offering weeks of training teaching their sales staff how to close the sale. But what they miss is that just like reduced sales, turnover is a huge cost to companies. Probably of the greatest expenses a company can endure.

So then why don’t companies do something about their managers, train them, listen to their employees, find out what really is causing turnover.

I worked in a separate training unit in one organization and the employee training manager told me he was losing one-third of the staff every single year for the five years he had been at that organization. That’s crazy. And what was being done about it? Nothing. He knew it was because of poor management. He heard the stories. He went to his bosses and their bosses to ask that management training become mandatory to help reduce this terrible situation but to his chagrin the leadership always left it as voluntary training for their managers. When I left that organization he was still experiencing that same turnover two years later.

So tell me, why are your people leaving? Do you really know? If you are doing exit interviews and it’s their managers conducting it, you will never know the truth. And if it’s your HR staff that has not been properly trained to find answers by asking the right questions, listening and asking some more then you will still not find out the truth.

My course on Questioning and Listening helps everyone who attends, from sales people to management people to front desk people to receptionists and CEO’s to find real answers, keep the people who used to want to leave, and sell more products.

There is no secret to all of this but there is an intuition when you Question and Listen to your people.

I am Steve Sapato and I teach people how to be better so other people can feel and be better too.


Is my manager worth a crap? How can I tell if my manager is any good?

Isn’t it strange that most people don’t know when their manager is a bad manager? When you look at all of the most recent information you have to be appalled that 82% of all managers are no good. That means that most workers, most employees, probably have never worked for a good much less a great manager.

This excerpt from Harvard Business Review shares what makes a great manager. If your manager has these talents then you know they are great managers.

Gallup finds that great managers have the following talents:

  • They motivate every single employee to take action and engage them with a compelling mission and vision.
  • They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
  • They create a culture of clear accountability.
  • They build relationships that create trust, open dialogue, and full transparency.
  • They make decisions that are based on productivity, not politics.

Gallup’s research reveals that about one in ten people possess all these necessary traits. While many people are endowed with some of them, few have the unique combination of talent needed to help a team achieve excellence in a way that significantly improves a company’s performance. These 10%, when put in manager roles, naturally engage team members and customers, retain top performers, and sustain a culture of high productivity. Combined, they contribute about 48% higher profit to their companies than average managers.

It’s important to note that another two in 10 exhibit some characteristics of basic managerial talent and can function at a high level if their company invests in coaching and developmental plans for them.

What is most interesting in reading and learning what the studies reveal is that there is another 10% of the people who are the right kind of people. These people would make great managers and are already working in these departments. But they are not the managers. They are people who are working hard, struggling within their area and are trying to be recognized and discovered but are passed by.

Now you know that out of every ten people, most likely, one will be the stuff that great managers are made of. And that means you have a one in ten chance that your manager is any good.

And just like the Harvard Business Review found out, another one in ten has many of the basic managerial talents needed to function as a higher level. Is this you? How will you hone your managerial skills? What will make you a good manager if not a great manager? Are you developing your skills by what you are reading or listening to?

When was the last time you read a book on how to be a great manager? Read a blog about being a great manager? A CD? A podcast?

Is your boss doing any of this? Is your boss involved, connected, growing?

Now you know whether you have a good manager or not.

What should you give them for Christmas? How about a book on How to Be A Great Manager!

I am Steve Sapato, management trainer and professional trainer. http://www.mentalprosperityblog.com