DMC Atlanta President Adam Dorfman

DMC Atlanta President Adam Dorfman

Sunday, October 13, 2013

Giving Back - Part of Our Culture - Even Early On

You're never too Young to Give Back!
I clearly remember being about eight years old, and my father, +Larry Dorfman, taking me to the Atlanta Union Mission to help prepare food for the homeless.  The morning of the visit, I remember being annoyed - I wanted to watch cartoons and hang out in my PJ's after a "hard week at school." When we arrived, my complaints quickly stopped. I looked around and saw what I had never seen before - people who were grateful just to have a roof over their head and food to eat. Whatever struggles we may had faced as a family paled in comparison to the day to day lives of the people around me.

I am fortunate to have been raised in a family that, as they became successful, they stayed focused on giving back at every level. I saw a great example of charity, philanthropy, gratitude, and humility, and I vowed to pay it forward.

At +DMC Atlanta, giving back to the community is a deeply-rooted core value - something so ingrained that, if it is not important to someone, chances are, we will not hire them. We have several charities we have worked with over the years - Songs for Kids, MOvember (coming up soon - watch out, Ladies!), the Atlanta 2 Day Walk for Breast Cancer (fundraiser is next week!), and Operation Smile.

This past week, we hosted a "Day of Smiles," where members of our team went out and, between standing at a Farmer's Market and Retail Stores, jumping into intersections at traffic lights, and going B2B, we raised money for Operation Smile.  I saw this as an opportunity to bring my oldest daughter along for the ride and teach her how to ask for someone's help for someone other than herself - and she personally raised over $100!  She would simply go up to people and say, "Would you please make a donation for Operation Smile," and I would explain from there.  But - she got it. She understood that, when there are people who can't take care of themselves, it is up to those of us fortunate enough to have the means to help them out in any way possible.  I couldn't be a more proud dad - and I had to share the story.

Here is a link to the PRESS RELEASE about our event, and here are a few photos from the day.

Take care, and if you'd like to make a donation to our campaign, you can do so at

Wednesday, October 2, 2013

The Real Impact of Positive Thinking - Getting Past the Hokey BS

I have always considered myself to be a "realist." I like to think that, whether times are good or bad, I have the capacity to rise above, take an unbiased view, and give accurate feedback on my own situation. My go-to thought process was that overly-optimistic people, those who constantly saw the glass as half-full, those who believed in "The Secret" and read self-help books - were only like that because they either were too stupid to know that bad things happen or too oblivious to care.

As it turns out, there is a very fine line between realism and pessimism, and, if you're not careful, you will end up on the wrong side of the line more times than not.

My grandfather, Bob Krasnoff, once told me - "Worry is the misuse of imagination." (I'm assuming he heard it somewhere, but, since he's my grandfather and one of my mentors, I'm giving him the credit for the quotation.)  I'm not sure why, but, when he said this - I took it on as my new mantra.

I had always been a worrier. "What if . . ." clouded my brain on a daily basis. When things were bad, I thought that the world was ending, and, when things were good, I was always waiting for the other shoe to drop.  I always had a mindset of "be prepared for the worst," which, although I thought it to be realistic, is really one of the worst possible ways you can think if your main job is to motivate, teach, lead, and inspire others.Where the mind goes, the body will follow, and, when my mind was focused on the negatives, my personal life and my business quickly would follow suit.

In 2012, I was recommended the book "Delivering Happiness," by CEO Tony Hsieh.  In the book (which is a must-read for ANYONE looking to build a business), Hsieh references the book "Learned Optimism" by Dr. Martin Seligman, PhD.  It instantly took the top spot on my Audible queue.  The book's message is, whether your natural programming is that of optimism or pessimism, it is up to you which way you think - that you can LEARN how to be more optimistic.

I have since recommended the book to anyone I work with who needs to learn that, every day, they get to choose what kind of day they are going to have. While we cannot control what happens to us or around us, we can choose how we deal with it, and only we get to decide how to move forward. It has expanded into a daily conversation with my three-year-old:
Me: "What kind of day are you going to have today?
Her: "A great day daddy!"
Me: "Whose decision is that?"
Her: "It's my decision. And your day is your decision."
This type of thinking, like I said, does not come naturally to me. It takes hard work - DAILY hard work - to maintain it. However, I figure, if my three-year-old can "get it," so can I.  In the last year, I have faced some true struggles and challenges in business, added a ton of responsibility and accountability to my personal life, and done it all with a bigger smile on my face than I would or could have even a couple of years ago.

With huge growth on the horizon for myself and DMC, I credit a large chunk of our current and future success to the leadership of our organization's commitment to personal growth and development and to the idea that "WE DECIDE" what kind of day we are going to have each and every day.

Thanks for reading.


Friday, September 27, 2013

At Age 25 Mark Cuban Learned Lessons About Leadership That Changed His Life (Repost)

When something is this good, it is a crime NOT to share it!

At age 24, I left Indiana and hit the road in my 1977 Fiat X19. I was on my way to Dallas. The car had a hole in the floorboard. It needed oil every 60 miles. Some college buddies of mine had told me to come to Dallas–that the weather was great, that there were jobs and that the women were amazing. I didn’t hear the first two pieces, but I definitely heard the third.

But let me back up a bit. I’d been in Indiana for a few months, working at a place called Tronics 2000. Before that, I’d been in Pittsburgh, my hometown, where I joined Mellon Bank after graduating from Indiana University in 1980 at 22. Back then a lot of smaller regional banks still did everything on paper. Mellon had a department that went in and converted them to computerized systems. That’s what I did. A lot of my peers at Mellon were just happy to have a job. I wanted to be more entrepreneurial. I took the initiative. I used to send notes to the CEO of the bank. I once cut out a magazine story about how corporations could save money by withholding Social Security and sent it to him. He sent me a thank-you letter back. I started something called the “Rookie Club.” I’d invite senior executives to a happy hour to talk to a group of younger employees in their 20s like me. Then I went a little further. I started writing a newsletter. I did updates on current projects. I tried to inject a little humor. I thought my boss would love me for doing these things.
Instead, my boss called me into his office one day and ripped me a new one. “Who the f— do you think you are?” he yelled. I told him I was trying to help Mellon make more money. He told me I was never to go over him or around him, or he’d crush me. I knew then it was time to get out of there. That’s how I found myself back in Indiana, then on the road to Dallas.
As it turned out, it wouldn’t be the last time I had a run-in like that with a boss.
In Dallas, I moved into a tiny apartment with five buddies at a place called The Village. At the time it was the largest apartment complex in the country. The place was filled with twentysomethings. I was the last one to move in. We had only three bedrooms and three beds. I slept on the floor. I had no closet and no dresser. I just stacked my clothes in a corner. The place was a dump, and we just destroyed it even more.
None of us had any money, but we had some wild times. We threw parties at our place to save money. When we went out, we had a rule that no one could spend more than $20. We’d go to a place called Fast and Cool, and we’d all buy bottles of $12 champagne. We walked around like we were moguls. We didn’t know the difference between good and bad champagne.
Our rent was $750 split six ways. In order to get some extra time to pay our rent, the guys would write checks to one guy who would collect them all and make a deposit and he would then pay the bills. It would give us three or four days of float. One time our roommate Dobie collected all the checks and skipped town. That was the last we ever saw of him.
One roommate had a job selling burglar bars in the worst Dallas neighborhoods. One guy was a waiter. Another worked construction. I initially got a job as a bartender at a place called Elan, which was a hot Dallas club. But bartending wasn’t my end goal. I wanted to start my own business.
While tending bar, I applied for jobs. I got an interview with a company called Your Business Software. They sold PC software to businesses and consumers. I’d just bought a $99 Texas Instruments computer and was teaching myself programming. They were impressed by that. They were also impressed by the fact that I was actually willing to read all of the software manuals. I got the job. It paid me $18,000 a year, plus commission.
I was happy. I was selling, making money. More importantly, I was learning about the PC and software industry and building a client base. About nine months in, I got an opportunity to make a $15,000 sale to a guy named Kevin. I was going to make a $1,500 commission, which was enormous. It would have allowed me to move out of the apartment and maybe have a bed.
I asked a co-worker to cover me at the office. I called my boss, the CEO, whose name was Michael, and told him I was going to pick up the check. I thought he’d be thrilled. He wasn’t. He told me not to do it. I thought: “Are you kidding me?” I decided to do it anyway. I thought when I showed up with a $15,000 check, he’d be cool with it.
Instead, when I came back to the office, he fired me on the spot. I had disobeyed him. He was one of those CEOs who is all pomp and circumstance, one of those guys who seems to scream: “Don’t you know who I am? What I do?” He tried hard to look and act the part of the CEO. He wore the right suits. But he had a huge flaw: He never did the work. He never demonstrated the initiative to go out to sell. I had realized by that time that “sales cures all.” That’s a phrase I still use to this day. He was my mentor, but not in the way you’d expect. Even now I think back to things he did, and I do the opposite. And he made me superstitious about titles. I’m never listed as the CEO of my companies. There is no CEO. I am the president.
But being fired from that job was the determining factor in my business life. I decided then and there to start my own company. I didn’t have that much to lose, and it was something that I knew I had to do. I was 25. I went back to that guy with the $15,000 job and told him that I didn’t have the money at the time, but if he let me keep this job and the money, I would do the work and it would help me start my own company. He said, “Sure.”
I started a company called Micro-Solutions. I was a PC consultant, and I sold software and did training and configured computers. I wrote my own programs. I immersed myself in the PC industry and studied Microsoft and Lotus and watched what the smartest people did to make things work. I remember one day I had to drive to Austin for some PC part, to a place called PCs Limited. The place was run by this kid who was younger than I was. We sat down and talked for a few hours. I was really impressed by him. I remember telling him, “Dude, I think we’re both going places.” That “dude” was Michael Dell.
That year I made the decision to get MicroSolutions into local-area networks. We hooked up PCs at small to medium-size businesses so workers could share information. We were one of the first to do that. We resold products from TeleVideo and Novell. This was literally the foundation of my later career. MicroSolutions grew into a company with $30 million in revenues. I sold it a few years later to CompuServe. That start enabled me to found AudioNet, which became, which my partner, Todd Wagner, and I sold to Yahoo. Then came the Dallas Mavericks and everything else, of course.
Oh, yeah. A few years ago, I got an e-mail from my old roommate, Dobie. It said, “How you doing, man?” I wrote back that I wasn’t going to talk to him until he paid me the $125 he owed me for rent back from The Village. He sent me the check. I cashed it.

Saturday, August 10, 2013

My Summer Internship at DMC Atlanta - Guest Blogger Bronwyn Carlson

GA Tech Marketing Major Bronwyn Carlson
Entering Georgia Tech as a marketing major, I was told over and over again how important it was to gain experience in the work field. While the concept is awesome, actually getting experience as a freshman is a challenge. It seems everywhere I looked, people require experience to get experience. I applied for internship after internship and eventually stumbled across DMC Atlanta.

Here was a company that brings everyone in entry-level and offers to teach training and interviewing skills. They also advertised that they had a great office culture which is something I was definitely interested in. After all, no college student wants to work in an office full of stuffy old people right?

I went in for my first and second interview and was very impressed with the way I was treated. My interviewers genuinely wanted to make me feel like part of the team. I got emails and phone calls asking how I was and inviting me to team nights even before I actually started. On my first day, everyone who walked by said "hello" and, during our meetings, someone was always with me and explaining everything. Not only was I treated like part of the family, but during the next four days of training, I was taught something most companies don't teach: The system of success. I was given all the tools I needed to be just as good as everyone else in the office. There were no secrets that others had that I didn't. My trainers took the time to make sure I knew everything they did and could execute it on my own.

While all companies do training, most just give you a few things to learn but leave you to discover the rest on your own. With the carefully crafted systems DMC has in place anyone can succeed with just the tools given that first week. The fact that I was only 19 with no work experience didn't matter at all. Instead of looking down on me for being young, I was treated like an equal, and everyone invested in me and made sure that I was doing the best I could. I knew that I could text anyone in the company and they would never hesitate to help.

DMC understands that getting ahead in business doesn't mean stepping on people to climb the ladder. They believe that you have to help others in order to make it to be successful – it is how their whole system is built – that the only way to move up is to help other succeed. That doesn't mean that results don't matter. Every office position is earned by work in the field as well as developing individuals around them. Such a method creates well-rounded leaders and highly-prepared managers – People who can do the job, duplicate themselves, and run an effective office.

Aside from the work environment, DMC offered me a different set of skills than any other corporation would have. After all, learning was the main reason I was there. In the end, it didn't matter if I broke any records; I just wanted to gain as much knowledge as I could. In college, professors can teach you in a classroom setting, but there are some things in business that can only be learned through hands-on experience. They have to be practiced over and over so they can be fine-tuned and perfected. So I took notes and broke down my days of fieldwork. I would consider how I trained each individual in order to perfect my skill and learn how I could improve in the ways I duplicated myself. I was able to learn how to train new employees and the importance of customizing how I taught to the personality of each trainee.

 Through meetings, one-on-ones, and leadership training, I learned how important each word I say is and that just a slight change in wording or tone can take a pitch from good to great. Words paint a picture in someone's mind and influence their thought process and emotions while motions create excitement and build impulse. Before I started the job, I felt confident in my ability to be friendly and put on a good smile, but this job helped me learn how to dig deeper and emotionally connect to all types of people, earn their respect, and make them comfortable with me in a busy inside-sales setting. Not to mention how it conditioned me emotionally to take rejection and still keep a smile on my face and a positive attitude. That had to be the biggest struggle for me. There were days when hearing “no” dragged me down and I wanted nothing more than to give up. But those were the days when the people around me and the culture that I had learned to love kept me from giving up. I would get texts of encouragement or someone would say something that would help me dig deep and keep going. In the end, DMC didn't train me to be a good sales person or even a good student. They equipped me with the basic tools needed to be a good manager and, eventually, a CEO.

Now that my internship is over, I have looked back over my experience and realized that the last few months I have spent with DMC Atlanta have taught me more than any business class ever could. My whole mindset has changed. The internship exceeded all of my expectations and I achieved the goal I set for myself to learn and grow. I could not have had such a successful summer without the help and advice of the people around me. Nowhere else could you find a better office or group of people. I am so thankful for Adam Dorfman and his team for helping me to grow and develop not only as a business woman but as a person.

Bronwyn Carlson
Georgia Institute of Technology
Business Administration

Monday, July 15, 2013

Are You a Winner or a Whiner?

In a recent visit to my grandfather's house, he gave me an outstanding quote printed on a piece of paper. It simply said:

"Passion - It's what separates the winners from the whiners."

My family is obviously familiar with my business, our positive, development-centered culture, and this blog - and I love that my grandfather thinks enough of what I do to think of me (in a positive way) when he sees a quote like this!

As I am apt to do in my downtime, I started to browse the internet for new material that I can use to teach and develop our team at DMC and throughout the organization. In doing so, I stumbled across an outstanding article on with six clear traits that separate winners from whiners - and I had to share!

Here is the original article by Avish Parashar in its entirety, and here is a link to the original article. ENJOY!



Have you ever been blind sided by an unexpected event that threatened to throw your dreams, hopes, and life plans off-course? If nothing that grandiose has happened (lucky you!), how about just being surprised by small obstacles that threaten to ruin your day?

Big or small, unexpected events will happen. You can not avoid them, you can only control how you respond to them. It is in those critical moments after the unexpected occurs that ultimately determine your long term success. Think about it: anyone can do well when everything is going great. What separates people who succeed (the Winners) from those who don’t and just complain about it (the Whiners) is how well they respond to life’s inevitable curveballs.

How can you make sure you respond to the unexpected like a Winner and not a Whiner? Here are six traits that separate the two:

1) Whiners Focus on the Past, Winners Focus on the Present and Future

Whiners love to dwell on the past. “I wish this never happened!” or, “if you had just done what I said we wouldn’t have this problem,” or everyone’s favorite, “I told you this would happen!”  The past is done and over and can not be changed. For some reason this simple concept eludes Whiners.

Winners understand that we live in the here and now. Rather than dwelling on the past, Winners focus on the future they want to create and think of actions they can take in the present to make that future happen.

2) Whiners Cast Blame, Winners Take Responsibility

When something goes wrong, the Whiner’s “blame radar” kicks into full gear and they start a CSI style investigation to find the guilty party. This hurts morale and takes away energy from the most important task: fixing the problem! Winners take responsibility and simply say, “what can I do to solve this now?”

There is a time and place to identify what went wrong, why it happened, and what can be done to make sure it doesn’t happen again. That time and place is after the crisis is resolved, not before.

3) Whiners React, Winners Think

By, “Winners think,” I do not mean that they put things off for days; they usually think quite quickly. The important thing is that they take a short period of time to analyze the situation, think about their goals, and figure out what the best course of action is.

Whiners react in one of two ways: 1) They jump into the first action that comes to mind just so they feel like they are doing something (no matter how pointless it may be) or 2) they react out of stress and do something stupid like snap at their loved ones or throw in the towel and quit.

4) Whiners Freeze, Winners Take Action

On the flip side, once Winners have thought things through, they take action. They are smart enough to know that ideas without implementation are meaningless. Whiners, once they have gotten past their knee-jerk reactions, freeze up and get paralyzed. I call this “curling up on the couch,” syndrome. Rather than doing something, whiners curl up on the couch watching TV, hoping the problem will go away on its own.

5) Whiners Look for Validation, Winners Lead by Example

The most annoying thing about Whiners is that they are not content in their whiney solitude. No, they find it necessary to share their complaints with people around them in hope that others will validate their issues with a “you’re right,” or “yes, I feel the same way.” Rather than do something about the problem, Whiners seek out comfort in others. Winners take charge, take action, and lead by example. While others are sharing complaints, the Winners say, “here’s what happened, and here’s what I’m going to do about it. Who’s with me?”

6) Whiners Waffle, Winners Decide

When change throws them off course, Whiners refuse to decide on a course of action. Trapped wishing that things had never changed, Whiners waffle between all their options and hold of making a decision as long as possible. Winners weigh their options and pick a course of action. They know that even if they end up not picking the best choice, some action is better than none. And the sooner they take action, the sooner they can get feedback on those actions and make adjustments.

The lesson here is simple: Winners win and Whiners lose. If you want to succeed in the face of life’s unexpected curveballs, make sure you act like a Winner!

Avish Parashar is the Motivational Smart Ass. As a speaker and on his blog, Avish makes people laugh while sharing with them simple ideas to make their lives easier and more successful. To read more of his ridiculous rantings on self improvement, watch videos of him in action, and download the free “How to Think Quick” MP3, visit

Tuesday, April 23, 2013

Dusty Treadmills Do Not Lead to Smaller Butts

Getting my workout on!
My good friend, +Bo Bozeman, recently lost his lab, Herschel, to cancer. We all hear about dogs being "man's best friend," but it's rarely as true as it was with Bo and Hersch.  Bo and I bonded over our love of dogs and his dog's name, as my first "adult" dog was a Herschel as well.

Bo and Herschel were inseparable - side by side everywhere they went.  As Herschel began to show his age, Bo added a new member to his family - Munson (In case you can't tell - Bo is a HUGE +Georgia Bulldogs fan!).  Munson was a lab puppy and, as one might expect, a holy terror. No matter what Bo did to work with Munson, Munson wouldn't listen. This was a far cry from Bo's first baby - Hersch. Herschel knew hundreds of commands and would even fetch his toys by name - my personal favorite being "Kill Tebow," a stuffed gator that, when Bo would shout, "Herschel - KILL TEBOW!" Herschel would go get from anywhere in the house and squeak like crazy.

My dogs sitting (and staying). 
After Herschel passed, I saw Bo's frustration with Munson starting to build, so I got Bo (and Munson) a present - I got them a Dogtra remote training collar.  For anyone who knows me or has met my dogs, this is the same device I use to work with my two pups (shown to the right). I can take them anywhere off leash and know that, even in a busy area, they will come when called. My older dog will even sit or lie down from 100 yards away and will stay when I call my other dog. The younger dog isn't there yet - but I'm confident she will be soon. The idea is that they get a buzz (like a cell phone) when they do something well, and a small shock (not painful) - meant to mimic a mamma dog's nipping/discipline when they hear the word "no." It's a fantastic tool for off-leash command training, and, for working dogs like mine and Bo's, it allows us to work with our dogs to keep their minds busy and their confidence high.  If you want to read more about how discipline and work equate to confidence in dogs (and people), you can read one of my old posts here.

It has been about a month since Herschel passed and Bo started working with Munson on the Dogtra, and I woke up yesterday morning to see this post on Bo's Facebook page:

+Bo Bozeman's post from 4/22/12.
While I'm happy to hear that the training is going well, I want to make sure that Bo understands - I didn't make his dog listen and stay close. I didn't make Munson more obedient. Bo did. He did the work. All I did was provide the tools and some basic instruction. Bo and Munson took it from there. I appreciate his appreciation for the collar- but I saw a valuable lesson here, and it is the connection between a Blog post that, from the title, should be about exercise but is instead about dogs.

I have some killer workout equipment at my house - a Concept2 Rower and a Precor Elliptical. They don't make me in shape. If I want to get in better shape, I have to use them.

For those of us who are fortunate enough to be leaders within businesses or any other types of organizations, it is critical that we understand and teach that it is NOT our responsibility to "get people into shape," literally or otherwise. It is our responsibility to give them the tools, the instruction, and the support - the Dogtra and follow-up phone calls -- the workout equipment and accountability --the systems, knowledge, and push -- that will allow them to be successful.

It is our job to arm our people for battle, but ultimate victory or failure is in the hands of the combatant.


In memory of Herschel Bozeman. (Hersch and "Kill Tebow")

Saturday, March 23, 2013

Accolades and Awards for DMC Atlanta

Attendance at the Event Was Almost 1000

February 22-24th 2013 marked a major milestone for the DMC Atlanta team. At a major national meeting for companies in the outsourced sales and marketing industry, DMC President, +Adam Dorfman, was honored for his contribution to the direct sales industry.

Since opening DMC Atlanta in 2003, Adam has helped to build a team of over 30 offices generating over $1M a month in revenue. In recognition, Adam was presented with an award, honored as Keynote and Closing Speaker for the event of almost 1000 attendees, and presented with a watch to celebrate the achievement. As a bonus - Adam's family, including his father, +Larry Dorfman, Mother, Stepmother, Stepfather, Grandparents, and wife, +Lara Dorfman were in attendance to celebrate.

Additionally, Adam, Director of Operations +Jenna Huss, and Senior Partner Chris Auwarter all spoke to breakout groups to educate other managers and team members.

Senior Partner David Ahn was awarded top sales office for AT&T for 2012 out of over 100 companies nationwide.

Senior Partner Chad Harpole was awarded a brand new 2013 BMW Convertible for outstanding organizational growth.

We pride ourselves on being a team comprised of nothing but the best - and we proved this through our expansion and quality in 2012. 

Congratulations team!

For the full set of pictures, visit our FLICKR page!

Chad with the keys to his new BMW
AD having way too much fun in a breakout group.

Some fatherly advice before the speech.

Monday, March 18, 2013

Shoveling Manure With a Smile on Your Face

I am fortunate enough to have been raised with the mentality that, no matter what you do, become the best at it, and learn to love it. If your job is to shovel horse manure, become the best shovel-er you can be, and do it with a smile and with pride-knowing that, sometimes, just doing your best is enough. I found this article on LinkedIn this morning, and I wanted to share. I love the idea of "giving yourself a promotion at work today." Great words for a Monday morning! (Link to the original article is HERE.)

"Our intention creates our reality." -Wayne Dyer

I have two secrets to share, about my first job in life. Here's the story:
Fifteen lousy bucks.
That's how much I earned my first night on the job selling Crunch ’n Munch in the fall of 1996. While in college at Boston University, I had taken a job as a vendor at Fenway Park and the Boston Garden (then called the Fleet Center). I was a snack hawker who walked up and down the aisles selling product. What most people don't know is that vendors are paid only in commission and tips—the more they sell, the more they make. And it's a seniority-based system- you have to work for years to get to sell the good stuff, like beer and hot dogs. My first day, as the low man on the totem pole, seniority-wise, I had been assigned a product called Crunch ’n Munch. I sold a grand total of 12 boxes and made the legal minimum, $15.
I decided later that night that while it was fun being at games, I wanted to at least make a decent living hawking Crunch ’n Munch. So my second day, (here's secret #1), I gave myself a promotion, and I decided to become not only a ballpark vendor, but an entertainer at work—a little singing, a little dancing, a little screaming, and a lot of goofy Dave. I sold 36 boxes, three times as many as the first night. I stepped up my efforts for the rest of the week. I'd be the first person to admit that I had no real talent as an entertainer. My only assets were passion, fearlessness, and the attitude to think of myself as an entertainer, not just another hawker. I began to scream at the top of my lungs each night, in an effort to pull attention away from the games and toward the buttery toffee popcorn with peanuts I was selling.
The attitude change paid off. Within weeks I had developed a persona as the “Crunch ’n Munch Guy," and regulars began to take notice. The in-stadium cameramen liked my shtick and began to feature my goofy dancing on the large-screen Jumbotron during timeouts. WhenThe Boston Herald published an article about me, a fan actually asked me to autograph her box of Crunch ’n Munch.
Secret #2: I decided at that moment to promote myself from ballpark vendor / entertainer to local celebrity. I asked the woman to borrow her Sharpie, and proceeded to sign unsolicited every box of Crunch 'n Munch I sold that night. Somehow, I helped change perception in the building by the end of that night - not only did you have to buy a box of Crunch 'n Munch, but you had to get it autographed by the Crunch 'n Munch guy.
Over the next three years, I was featured in The Boston HeraldBoston GlobeBoston Magazine, Fox Sports New England, and ESPN Sportscenter. I also sold a lot of Crunch ’n Munch. At my peak, I was selling - and signing - between 250 and 300 boxes per game and making, with commission and tips, between $400 and $500 a night—an excellent living for a college kid. There I was, utterly talentless, but using my attitude and others' perception to generate a nice income.
Eventually, of course, three years later with a college degree in hand, I decided to retire as the Crunch 'n Munch guy. But the lesson remained:
Redefine your job at work, change the way people perceive you - and you can become limitless.
There are many examples of people "giving themselves a promotion" at work:
There's the salesperson who becomes an expert consultant and whose customers come to him for help - driving sales through the roof.
There's the marketing assistant who becomes a thought leader by reading countless books and industry articles and then writing for the company blog.
There's the intern who works tirelessly to solve company problems and quickly not only gets noticed, but becomes indispensable.
There's the small business owner who becomes a spokesperson for her industry by doing media appearances and writing - creating the impression of a bigger business - and soon, actually growing a bigger business.
No matter what your job title is, you can get creative, choose to see your role differently, take on new tasks, and make a huge positive impression on customers, prospects, colleagues, and bosses.
What are you waiting for? Give yourself a promotion at work today.
---Now it's your turn. Have you ever redefined your job? Have you seen someone at your organization whose creativity ln defining her job led to great things? Have you seen organizations who support this type of thinking in its employees (or discourage it)? Let me know your thoughts in the comment section below!
Dave Kerpen recently promoted himself to Chairman of Likeable Media & CEO of Likeable Local & Likeable Dentists

Give Yourself a Promotion at Work Today

Wednesday, March 13, 2013

DMC Atlanta Has Hope!

Meet Hope!

DMC Atlanta is excited to kick off March Madness with an awesome new member of our administrative team! All smiles here in the office now that we have Hope!

+Hope Welsh grew up in Chickamauga, a very small town near Chattanooga, which is many times mispronounced.  She attended the University of West Georgia and completed her degree in Psychology in only two years.  While Hope joined the DMC team in June of 2012, she has transitioned into a managerial role, acting as our newest administrative recruiter.  Hope’s philosophy is "work hard and make people smile."  

With her contagious laugh, occasional snort, and incredible work ethic, Hope personifies this every day.  We asked Hope to complete this questionnaire so that everyone can get to know Hope a little better. Enjoy!

(Written by guest BLOGGER and DMC Atlanta Head of HR/Recruiting +Ainsley Linus

Hope's Essentials

1. Monkey cup- What Hope and her husband, Adam, drink out of at home and Hope's Charm necklace- The necklace has three different stones representing each family member's birth stone
2. Hope's Wedding Ring- Austrian Vintage Wedding Ring, priceless; over 100 years old, passed down from her husband's great great grandfather (Sorry, guys! She's taken!)
3.Hollister perfume- The only perfume Hope has worn since middle school! (no joke)
4. Hope's camera- Her go-to. She brings to every important event and believes a picture can capture a memory.
5. iPhone- Hope's IPhone 4. 
6. Hope's favorite running shorts - she loves them so much that she doesn't ever wash them! (kidding . . .)
7. Hope's Bible- What Hope's parents gave her the first time she left home to go to college.  She keeps it at her nightstand and reads from it every night before bed.

Tuesday, January 29, 2013

Happy (not so) New Year!

Ok, so I guess I need to start by apologizing for my lack of blogging at the end of 2012 and beginning of 2013. Not sure how I let it get away from me. Is it technically procrastination if there is no due date? Or, maybe I've just been too caught up in the new season of Real Housewives of Whatever. (kidding on that one).

2012 ended up being a truly banner year for our team at DMC. We grew from 11 offices to 33. We almost tripled in revenue. We promoted a bunch of new partners in the company. We got involved in amazing charities and gave back to the community in the form of blood drives, Operation Smile, MOvember, and more. In a sentence: It was awesome.

But it's time to move on. If we spend our time looking at what we did, we might lose focus on what we are GOING to do.

In January I had the opportunity to attend my first CES (International Consumer Electronics Show), where we met with potential new clients to expand our retail and B2B programs. I also had a chance to tour the Zappos! headquarters in Las Vegas and sit down to learn from some of their truly wonderful team members. Reading Tony Hsieh's book, "Delivering Happiness," was eye-opening for myself and +Jenna Huss , so we have decided to take some cues from their culture to improve our own.

We have always put an intense focus on our people, our growth strategies, our community involvement, and our corporate culture - now we just need to remember to have fun while we're doing it! That's our top priority for 2013 - to have TON of fun, to reward our people's hard work, to give as much recognition as humanly possible, and to break last year's record for growth by having a team of happy, well-supported, learning, growing people who love what they do. We've installed a Wii and Foosball table in the lobby, had a day of massages for our top performers, hosted a record-breaking 34 donation blood drive, and this is JUST the beginning! We have big plans, so stay tuned.

Thanks for taking a few minutes to read, and I promise to do a better job keeping everyone in the loop with what we have going on in DMC Land! Check out the pics below - just a taste of what's to come in 2013!


 PS: I've put a new focus on reading in the last few months. Here are some suggestions:

  1. Delivering Happiness Or, if some of you have short attention spans, you can always read the comic book version here
  2. Learned Optimism
  3. Tribal Leadership 
  4. The Five Levels of Leadership 

In my commitment to read and learn more, I've also remembered that I'm not a great reader. If anyone else has this issue and is an auditory learner, I highly recommend!