Name: Earl Flormata

Title: Evil Marketing Genius

Organisation: Mind of a Marketer

Meet Earl Flormata, Vancouver's premier business consultant, renowned for his exceptional ability to drive transformative growth for Fortune 100 companies. With a track record of igniting over $70 million in direct sales and overseeing teams that generated billions, Earl's expertise in marketing, infrastructure, and process optimization is unparalleled.

Harnessing his proven methodology, including the impactful 5 building blocks of business, Earl leaves no stone unturned in uncovering untapped potential within your organization. His approach focuses on maximizing profits, not just revenue, ensuring sustainable success in today's competitive landscape.

Experience the power of Earl's strategic insights as he identifies efficiencies and unlocks new opportunities for your business. Elevate your trajectory and join the ranks of those who have benefited from Earl's results-driven approach to business consulting. Connect with him on LinkedIn to embark on your journey towards accelerated growth and prosperity.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Earl's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

The trust formula has been the same since the dawn of time. Preframe, Frame, Reframe. Tell them what you're going to do. While you're doing it - communicate what you're doing. And finally after it's done - communicate again. The open lines of communication make all the difference in the world. And it's also needed at each step to validate the trust is built on a strong foundation.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

I used to think that Vision, Mission, and corporate culture were absolute BS. It was just a thing that HR officials did to validate their existence long term when not actually hiring or preparing manuals or whatnot. Then, as I got older, my life shifted. The Vision and Mission serve as a guide. As a North Star. It's a way to check if what we're working on currently still fits the bigger vision of the company.

In real-world business, you simply ask yourself if the project(s) you're working on all still fit within the Mission and Vision statements, or if you've gone off track. Then simply adjust accordingly. The same goes for prioritization of tasks. Do the ones where there's a tighter fit in Mission, Vision, and ACTIONS.

3. How can a leader empower the people they're leading?

The servant leader model is the only model that works long-term. You hire people for a reason. They're smarter / faster / better than you at a specific task - which is generally what position they're hired for. Supporting them. Believing in them. Not micro-managing them. And being open and transparent helps them to do their job better. And this leads to empowerment, which ultimately leads to happier customers, better revenues, and more profits.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

Blair Dunkley helped me make my first million AND saved my life. During my earlier years in business, Blair helped me to understand what I was doing right, such that I could repeat it. That was a huge piece of my early success. Understanding and evaluation of what worked the most efficiently allowed me to hit my stride sooner. Doubling down on strengths.

Much later on in life, I went through a dark phase. Intrusive thoughts plagued my mind, and again, Blair was able to understand where I was coming from, solve some of the root causes of my issues, and then point me in the right direction to find further help.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

There's only so much energy and time within a day. So I sort the tasks into the top 3 things I can affect within my company and stay focused on those 3 things. Upon completion, I actually stop working from there on so I don't burn out, and I'm able to make the same solid 3 movements every day. Prioritize the most important, most impactful things, and tackle the top 3 - then read, exercise, and grow so that I am able to tackle even bigger things tomorrow.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I really enjoy the Agile | Scrum method. Create a backlog of the tasks, prioritize based on needs, assign and work away based on 2 week sprints, retrospectives to make adjustments and repeat. That's all you can really plan as anything further out must be done in broad strokes.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Contrary to the popular belief or delegating this, you do not know or understand: Start with delegating the things you are BEST at. Not the things you're the worst at. As it's your strength, you're able to coach better, to lead better, and if push comes to shove, take over completely if it catches on fire. Then, work your way down from there.