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March 2010

Five Airline Travel Tips that Could Save You Thousands of Dollars

If you haven’t noticed, with more people flying, most airlines have changed their fares, forcing business travelers to dig deeper into their pockets. If you have saved up frequent-flyer miles, you’ll realize that they are worth a lot less. Here are some suggestions for getting A LOT more for your money:

1. The later you book, the more you pay. Just last week I checked Mar30_1 American Airlines for a flight from Miami to San Francisco. The fare was $687 in first class for the morning and evening flights and $845 for the early afternoon flight. Three days later, the rate for the early afternoon flight skyrocketed to $1,539. Two days later, the fare was reduced to $1,028. If you booked these flights through the code-sharing partner Alaska Airlines, the same fare was still $1,539.

Lesson one: If you fly first class, book early. If you don’t know the exact date you’ll be traveling, book a second ticket for the next day. You can always cancel one or both, and you won’t pay a penalty.

Lesson two: If you want to upgrade to first class, check the rates closer to the departure date. The rates may go down in case the premium seats aren’t sold.

Lesson three: Don’t make your favorite airline the first stop to shop. Begin your trip research on Orbitz or Travelocity so you can find the best options.

2. The price is the same, but you get less comfort. When it comes to longer trips, a better seat can make a huge difference. For example, the price for a first-class ticket from San Francisco to Dallas on all eight nonstop flights is $842, but there is a big difference between flying on the MD80, where you get limited seat recline, and a Boeing 767-300 with lie-flat seats.

Lesson one: Find out what type of plane you’ll be flying on before booking your flight.

Lesson two: Not all seats are alike. Go to, where you can check a seating chart for every plane on every major airline. You’ll discover which seats don’t recline (the ones next to the emergency exists), which have more legroom than others, and which should be avoided.

3. Use your miles wisely.
Mar30_2 Let’s say you want to use your miles to fly from NYC to LA on United. If you use your United frequent-flyer miles, you will have to invest 70,000 miles. If you go to the US Air Website, you can get the same first-class ticket with only 50,000 miles.

Click the image to access the US mileage chart.
Lesson: Don’t book your United mileage award on the United Website; call US Air instead. Save thousands of miles.

4. Buy miles and save thousands – like on this US Air deal, which expires on 3/31/10.
Mar30_3Until March 31, 2010, US Air is running a promotion, during which you can buy as many as 50,000 miles and get a 100 percent mileage bonus. The cost per mile is 0.275. Do the math: For only $1,375, you can buy 100,000 miles. If you need more miles, get a friend to buy them for you, and then transfer the miles into your account (until 3/31/10, you’ll also get free transfers).

The savings are astonishing. Let’s say you wanted to get a first-class ticket on United (code-share partner of US Air) from Washington, DC, to Paris; you’d have to pay $15,249. You can purchase that ticket from United for 135,000 miles – or you can get the SAME ticket from US Air for only 125,000 miles. In this scenario, your mileage cost is $1,718.75, and you save $13,530. (An economy ticket on that flight would be $846, and a business-class ticket $8,246.) With great deals like these, you can’t afford to stay home.

5. Why would you want to buy some points on Alaska Airlines before 3/31/10?
Two reasons:First, you get a 30 percent mileage bonus. Second, Alaska’s partners are American Airlines, British Airways, Delta, and Quantas. If you are planning a vacation on an AA flight, you can only buy 60,000 additional miles in one year. If you buy miles from Alaska (until 3/31/10), you can buy 30,000 miles at a time (plus 30 percent bonus), but there is no limit on the number of purchases you can make.

Mar30_4American Airlines sells novelty items on its Website. Here is a pair of AA cufflinks offered for $25. Take a look at the picture. Makes you wonder if that image mirrors the transparency of AA’s fare policies.

Share your airline travel savings story!

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The Five Most Inspirational Videos for Salespeople

1. The poem “Don’t Quit”
This simple, short, yet powerful message confronts us with the truth.

The key message: Never give up.


2. Why we do what we do and how to do it better
Tony Robbins gave his best 22-minute presentation at the TED conference in 2007. He asserts that fulfillment is an art. When people fail to achieve, they too often blame it on a lack of resources when the true cause is lack of resourcefulness. Tony gets us to think about the decisions we make that shape our destiny. He asks us, “What do we focus on? What does it mean? What do we do?” Tony shares a gripping story of what happened during his seminar in Hawaii on 9/11. More than 1.9 million people watched this video. Don’t miss it.

The key message: Decisions shape our destiny.


3. Susan Boyle – Britain’s Got Talent
When a middle-age Scottish woman walked on stage to sing “I Dreamed a Dream” on the show Britain’s Got Talent, the live audience was doubtful of her abilities because of her age and plain appearance. The audience laughed at her, but Susan, who sang in her Catholic parish’s choir for decades, showed unshakable confidence and said that she wanted to follow the example of Elaine Paige, a star performer. Born with a learning disability, Susan always dreamed of becoming a professional singer. The moment she sang the first few notes, the audience was spellbound by her masterful rendition of “I Dreamed a Dream” from the musical Les Miserables. Within 24 hours, more than 3 million people watched her on YouTube. As of this week, this five-minute video has been watched more than 39 million times.

The key message: Authenticity is indomitable.


4. The oldest American to climb Mt. Everest
“Everybody can achieve more than they are presently contemplating,” says Werner Berger, who climbed Mt. Everest at age 69. Werner’s story shows that growing older doesn’t mean settling into a rocking chair; we all can, at any age, decide to pursue and achieve our biggest dreams. Watch this fascinating interview with Matt Lauer. Werner created a movie based on his experience, called “Meet Me at the Top.”

The key message: Visualization is stronger than realization.



5. Rocky’s inspirational speech to his son
In the movie Rocky Balboa, Sylvester Stallone delivers a passionate speech to his son: “If you know what you're worth, go out and get what you’re worth. But you gotta be willing to take the hits. And not pointing fingers saying you ain't where you wanna be because of him or her or anybody. Cowards do that, and that ain't you. You're better than that.”
Sylvester’s life goal was not just to entertain people but to inspire them to achieve more. The first Rocky Balboa movie – Rocky – cost $1.1 million to produce and grossed more than $225 million worldwide.

The key message: “It ain’t about how hard you hit, but how much you can GET hit and keep moving forward. That’s how winning is done.”


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Insights from the Sales 2.0 Conference – Plus an Interview with Jeff Hayzlett

I always wonder what goes through people’s minds when they attend one of our conferences. After the Sales 2.0 Conference in San Francisco, I read several hundred tweets and a few dozen blog posts. What’s surprising is that although we all participated in the same event, everyone made different connections with people, had different conversations, and walked away with a different set of ideas, memories, and experiences.

While people process the information that’s shared on stage through their own filter of past experiences, some of the comments attendees made were truly impressive, which left me wanting to call more people on stage so that the entire audience could benefit from their unique perspective. In a Sales 2.0 world, there is little room left for podiums or pedestals. We’re all at the same level, where we collaborate to create greater value for all.

Below is a random sampling of keen observations from the many bloggers who attended the Sales 2.0 conference.

Jeb Brooks writes, “Sales 2.0 is more than technology. I’d like to think of it as a version of sales where customers and salespeople are more closely aligned with each other due, in part, to technology. It will be a version of sales where trust will develop in a different way as a result of technology. In many ways, this has already happened. For example, LinkedIn and Facebook profiles allow customers and salespeople to get to know each other before their first meeting. That’s technology supporting human connections.”


Matthias Roebel says in his post, “My head is still spinning.”


Miles Austin wrote on “When Gartner Research VP Michael Dunne is talking about tangible, measurable increases in sales revenue across the board, you know this is no longer a fringe topic. Then when the feedback on Twitter says that his was the best presentation of the day, you know you better start paying attention.”


Tibor Shanto reminds us about “singular focus on execution.”


Comment from a vendor salesperson: “I am smiling, because I closed a $20,000 deal today right here at the conference.” CEO David Thompson said, ” On Amazon, there’s no difference between the marketing process and the sales process. It’s one seamless buying experience. And that’s what Sales 2.0 needs to aspire to.”


A VP of sales of a financial-services company said, “We have a home-grown CRM solution, and we can’t use many of the great applications that vendors are offering here. We need to take a plunge and invest in either or Oracle on Demand.”

Bryan Wilson said, “Sales 2.0 isn’t about getting cooler software that takes the relationship out of selling. It is about enabling more connections and relationships through the technology. The fundamentals of sales remain the same, there are just new ways of developing and nurturing and maintaining relationships in the digital age. Sales isn’t changing. Relationships and solution selling will always be here. The WAY in which relationships are being built is what is changing."


Geoff James wrote the most detailed report on the conference. He didn’t hold back with his comments about the keynote speakers:

On Brett Queener, SVP of Products, “This was a typical vendor presentation and thus rather boring. He would have been much better served if he’d gotten customers to tell his story for him. What’s sad is that most of the vendors at this conference have ‘gotten’ the basic idea that nobody wants to hear a vendor pitch and that the only people you believe are your peers.” On Mark Woollen, VP of Social CRM Products, Oracle: “An absolutely fantastic presentation that contrasts favorably with any vendor presentation that I’ve seen at this or any other conference.”

On Jeff Hayzlett, CMO, Kodak: “Jeffrey was one of the best corporate speakers I’ve ever heard. Engaging and funny.”

On Clara Shih, Founder, Hearsay Labs: “She walked through a sales cycle. She started by checking out the LinkedIn profile to get a feeling for the contact and go deeper into the discussion that they’re having. You then try to catch [the contact] when they’re complaining about things because then you know their pain points. She then showed how you can use social networking and Facebook to check the progress of your sales cycle and better understand what people are doing. She wants to try to get to know people better through their personal stuff, including needs analysis. The main problem that I see with Clara’s premise is that some people – indeed most people, I suspect – prefer to keep their personal lives separate from their business lives.”


Anneke Seley wrote , “Jeffrey Hayzlett, chief marketing officer and VP at Eastman Kodak (and a showman on top of that), gave the most entertaining presentation I’ve experienced yet on critical business transformation. During his talk, ‘Kodak’s Successful Fight for Survival in the Digital Age,’ Jeff revealed, among other things, how his company embraced social media to connect more closely with customers. After naming a chief blogger – one of the first large companies to do so, according to his interview with Sales 2.0 Conference staff –he created the position of chief listening officer.”


Bonus video: The top-ranked keynote speaker was Jeffrey Hayzlett, CMO of Kodak. I had the pleasure of spending a few minutes with him discussing social media. Watch this six-minute video.

If you attended the Sales 2.0 Conference in San Francisco, please share your comments. If you didn’t, don’t miss the Sales 2.0 East on June 28 in Boston. It will be spectacular!

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Sales 2.0 Conference 2010 Opening Keynote in 500 Words

In March, I had the opportunity to kick off the Sales 2.0 Conference at the Four Seasons in San Francisco. The conference was sold out, with a total of 580 sales and marketing leaders registered. The fact that this show has grown by 50 percent over last year is a sign that Sales 2.0 has moved mainstream. The keynote speakers included top executives from Oracle,, Gartner Group, and Kodak.

Below is the PowerPoint of my keynote presentation.


Here are the key takeaways:

  1. Business is a dance around values. We create customers by offering value. Everybody wants value. Companies want value from their sales teams. Salespeople want value from their companies. Customers want value from our companies. CEOs want value from their board members. Shareholders want value from their companies.
  2. Values will decline over time. What we sell today will have less value six months from now and even less a year from now. What erodes the value we offer today is tomorrow’s innovation, tomorrow’s tougher competition and buyers, tomorrow’s slow economy, tomorrow’s change in customer preferences, etc.
  3. The Internet is the greatest economic alchemist. In the Middle Ages, alchemists tried to turn lead into gold. Some companies, such as Google, turn lead into gold. For otherorganizations, such as newspaper publishers, the Internet turns gold into lead.
  4. The Internet itself is not a threat. The Internet is not the revolution; the revolution comes from what savvy companies do with the Internet.
  5. We live in an ultradynamic system in which we are forced to adapt to multiple revolutions at the same time. Many companies don’t respond to these threats fast enough and keep repeating what they have been doing in the past. For example, five years ago, Kodak’s film business was worth $5 billion. Today its film business is worth less than $200 million.
  6. To survive in business, our core business strategy must align with the fresh opportunities created by the revolutionary trends that govern our business segment. If we are not agile, we will risk becoming a victim of change.
  7. The key strategic decisions business leaders need to make are A) aligning with the opportunities that emerge from outside revolutions andB) promoting ongoing refinement on the inside – people, process, and technology.
  8. Increasing efficiencies isn’t enough. As Warren Buffett once said, “We are tempted to see where the arrow of performance lands and then draw a bull’s eye around it.”
  9. Success comes from improving our effectiveness. Reaching the right goals, creating the right values, developing the right people are the core challenges that require our total focus.
  10. The mission of Sales 2.0 is to get the right results – what we value most – with the right means and in the most efficient way.
  11. Anneke Seley, the author of the book Sales 2.0, defines Sales 2.0 as a technology-enabled, more efficient and effective – for the buyer and seller – way of selling..
  12. Sales 2.0 is about results. Sales 2.0 integrates customer-focused processes with efficient technologies that drive greater value to sales reps, so they can create greater customer value.
Video conference report from DreamSimplicity:


Discover how successful companies align sales with marketing at the Sales 2.0 Conference East in Boston June 28h

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Harvey Mackay Suggests You Use Your Head to Get Your Foot in the Door

Mackay1_1In 1988, he trained you to navigate shark-infested waters in the runaway best-seller Swim with the Sharks without Being Eaten Alive: Outsell, Outmanage, Outmotivate, and Outnegotiate Your Competition.

Mackay2_1 In 1990, he warned you about the naked man who tried to sell you his shirt: Beware the Naked Man Who Offers You His Shirt: Do What You Love, Love What You Do, and Deliver More Than You Promise.

Mackay3_1 By 1993, he was shark-proofing your job search, Sharkproof: Get the Job You Want, Keep the Job You Love... in Today's Frenzied Job Market.

Mackay6 In 1997 he taught you the value of digging your well before you are thirsty: Dig Your Well Before You're Thirsty: The Only Networking Book You'll Ever Need.

Mackay4b_1 Two years later, he was back on the New York Times best-seller list with Pushing the Envelope All the Way to the Top.

During the last two weeks, Harvey embarked on a multicity tour (riding high in a private jet) to promote his latest book, Use Your Head to Get Your Foot in the Door: Job Search Secrets No One Else Will Tell You (Portfolio Hardcover, 2010).

I recently had a chance to spend an hour with Harvey in his New York hotel suite (St. Regis) to talk about his latest and greatest book. Check out this six-minute video.

While his new book focuses on getting a job in this tough economy, Harvey also offers great advice for keeping the job you have.

More advice from Harvey

On networking: Avoid "working the room." Greeting someone while looking over that person’s shoulder for the next person you'll talk to is no way to build a network, Mackay says.

"I don't all of a sudden come in, shake hands with you, say, 'How do you do?' then let my eyes wander right over your shoulder to meet the next person. Just deep-six it. Scrap it," he says.

Instead, he recommends trading quantity for quality. "When I go into a room, I will have a meaningful conversation and dialogue with just several people during an event.”

On hiring top performers: “Much more scarce than ability is the ability to recognize ability,” he says. “So what can you do if this talent is not hardwired into you? For one thing, I’ve never hired anyone without sending him or her to an industrial psychologist. Say you’re concerned about a candidate’s work ethic. You’re not sure if this person is a hungry fighter. You share those concerns with an industrial psychologist. Then in two to four hours of testing, you can zero in on those areas. And boy, is that exploratory work ever meaningful! I consider it a valuable investment. And remember, you’re not giving the decision over to the industrial psychologist; you’re just using this as another arrow in your quiver when making these critical decisions.”

On sales leadership: “The most important trait in a successful manager is leadership ability. And some people, even if they’re great sales reps, just don’t have that talent for leading. Too many business executives confuse leadership with authority. But leadership doesn’t mean barking orders and yelling at people; it doesn’t mean micromanaging people so that you monitor exactly what minute they walk in the door in the morning and when they walk out in the evening. No, a leader has to provide a vision for where the organization is going and then inspire people to follow, even if that path may not lead to every individual’s personal best interest.”

On the art of helping others: Ask not what your contact can do for you...the contacts you develop should be beneficial to you – and you to them. If you want your contacts to help you, you should do all you can to help them.

Mackay says former Notre Dame football coach Lou Holtz is a shining example: "Lou Holtz understands networking as well as anyone I've ever met in my whole life," he says. "If there's any kind of chemistry between him and the person he's speaking with, before he says goodbye he'll say, 'What can I do for you? Is there any way I can be of any help to you?' That's from a guy who's as busy as the president. So isn't that a nice touch?"

On cold calling: "My whole philosophy of life," Mackay says, "is that people don't care how much you know about them once they realize how much you care about them."

In other words, strong networking relationships shouldn't be strictly business. "There are no cold calls at Mackay Envelope," Mackay claims. "We don't make cold calls. Before I call on your company, I'll know everything about it: whether it's privately or publicly held, how many factories you have, if you sell overseas, your product line, your strengths and weaknesses. Then I'll do everything to find out about you before I make a call – anything that might be a common denominator between us. That's why there are no cold calls."

A genuine interest in and desire to learn about other people is, in fact, one of your most successful selling tools.

Great quote: Grace Hopper, the first woman admiral in the US Navy, put it best: “You manage things, but you lead people.” That’s a lesson that every sales manager who wants to be successful has to learn. There is a big gap between a sales manager determined to make the numbers and a sales leader committed to making a difference.

Disclosure: Neither I nor Selling Power have a business relationship with Harvey Mackay or his company

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Ronald Reagan’s Selling Power - Part II

Mar4_1b What were the secrets to Ronald Reagan’s repeated successes, achieved more often than not over what seemed to be overwhelming odds?

"His greatest skill is his ability to communicate an idea or an emotion," is how New York Times correspondent Robert Lindsey summed it up in the book Reagan the Man, the President.

Ronald Reagan was inspirational, dramatic, and a super salesman. In this post, I’d like to review how three professional and personal qualities helped Ronald Reagan outsell everyone.


Like many successful salespeople, Ronald Reagan used short stories to illustrate political (selling) points. House Speaker Tip O'Neill said, "He's always got a disarming story. I don't know where he gets them, but he's always got them. He calls up: 'Tip, you and I are political enemies only until six o'clock. It's four o'clock now; can we pretend it's six o'clock?' How can you dislike a guy like that?"

When Reagan told a story, his greatest strength was in the mastery of his voice. He was able to skillfully catch the right tone, and

his voice sometimes broke when he told an emotional story of heroism.

In his inaugural address, he moved millions with these words describing Martin Treptow, a World War I soldier: "We are told that on his body was found a diary. On the flyleaf under the heading, 'My Pledge,' he had written these words: 'America must win this war. Therefore I will work, I will save, I will sacrifice, I will endure. I will fight cheerfully and do my utmost, as if the issue of the whole struggle depended on me alone.'"

Reagan's previous acting experience helped him to inject his own true emotions into each story he told. As Constantin Stanislavski, the world-famous director, wrote in his book An Actor Prepares: "The great actor should be full of feeling, and especially, he should feel the thing he is portraying. He must feel an emotion not only once or twice while he's studying his part, but every time he plays it."

This is a lesson that applies equally well to selling.


Top salespeople consistently show two personality characteristics: the capacity to be firm and friendliness.

On the surface, these attitudes may be present in every salesperson – but not in equal measure. Salespeople who are too firm may bulldoze through a sale, thus annoying customers and causing unnecessary cancellations. Salespeople who are too friendly will get along fine with the customer but may lack inner strength and fail to ask for the order.

Ronald Reagan demonstrated both qualities and knew how to use them in equal measure. He was able to be charming, pleasant, and personable, but he could be persistent in pursuing his conservative political views.

He was firm in keeping his word, thus maintaining a high level of credibility. When he said that he would take certain actions in a given situation, he followed through with no ifs, ands, or buts. In 1981, he let the air traffic controllers know they would be fired if they went on strike. They did...and they were.

In his November 1981 fight with Congress on the emergency spending bill, he said he would order a shutdown of the government if he wasn't satisfied with the bill. Congress didn't meet his request, and President Reagan shut down the government.

Whichever side of Ronald Reagan emerged in a selling situation, he approached the opponent with a basic strategy: First disarm, then strike a deal.

If President Reagan didn't persuade someone the first time, he called them again...and again. One senator who changed his opposing views after a private meeting with Reagan confessed, "I feel like I am going to need an arm transplant, it's been twisted so much."


People love to buy from the sales rep who tells it like it is – simple and straightforward. Simplicity is an art, and it takes hard work. Ronald Reagan was a master at simplifying communication and had an extraordinary talent for condensing ideas. His simplicity came across in the following ways:

A) Simple language

He stayed clear of complex words or phrases.

His audience did not need a dictionary to understand his thoughts. Like a good sales rep, he knew that life is too short to waste time with complicated language.

B) Simple "mini-memos"
As governor of California, he developed a highly successful system for handing down decisions. After hearing out his subordinates' detailed recommendations, he would draft a concise one-page, four-paragraph summary of a problem with clear recommendations on how to solve it. His style initially drew criticism but got better results than that of the previous governor, Pat Brown.

C) Simple persuasion techniques
In his presidential campaign, he scored points with highly persuasive statements such as, "Recession is when your neighbor loses his job. Depression is when you lose yours. And recovery is when Jimmy Carter loses his."

Some of his simple but profound one-liners had tremendous impact. For example: "How can we love our country and not love our countrymen?" Or, concerning the Panama Canal, "We built it, we paid for it, it's ours, and we are going to keep it."

D) Simple life philosophies
The son of a shoe salesman, Ronald Reagan exuded an air of simple virtues. He placed a plaque on his desk in the Oval Office that read, ,

"There is no limit to what a man can do or where he can go if he doesn't mind who gets the credit."

Haynes Johnson, a Washington Post writer, commented in a front-page editorial, "[Reagan] lacks the arrogance or insecurities of some presidents. The presidency does not awe him; he's not uptight in the job. Those who have known him for years say he has changed hardly at all since entering the White House."

Ronald Reagan's knack for simplicity fooled the casual observer. Critics labeled his contagious optimism as "unrealistic cheerleading" and described his willingness to listen in this manner: "He waits for others to advise him what to do. He is an endorser." But upon closer examination, many critics revised their opinions.

What Reagan critics overlooked is that pretending to be simple, less intelligent, or plain old dumb was part of his highly successful strategy.

This is a persuasion technique that an individual with an inflated self-image cannot pull off.

Maintaining simplicity is a difficult skill but leads to sales success. It's like the old saying, "The greatest truths are the simplest; and so are the greatest men."


1. “There is no limit to what a person can do or where that person can go if he or she doesn’t mind who gets the credit.”

2. Top salespeople consistently show two personality traits: the capacity to be firm and friendliness. Firmness ensures strength and consistency; friendliness leads to pleasant feelings. Both qualities need to be balanced to achieve maximum success.

3. The key principle to persuasion: First disarm your opponent, then strike a deal.

4. A good story, told with sincerity, will disarm, persuade, and sell an audience more effectively than facts or research ever will.

5. Simplicity is an art and takes hard work. Simplify your communication with others; condense your ideas. Life is too short to waste time with complicated language.

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Should Ronald Reagan Be on a New $500 bill?

Mar4_1 Yesterday, Congressman Patrick McHenry wrote to his fellow members of Congress, “Like President Roosevelt on the dime and President Kennedy on the half dollar, President Reagan deserves a place of honor on our nation’s currency.” McHenry suggested printing Reagan’s picture on a $50 bill, replacing Ulysses S. Grant. I believe that President Reagan represents a far greater value and should be on a $500 bill. Why? Because I believe that President Reagan was one of the greatest salesmen ever to have lived in the White House.

I know that many people will say a $500 bill will be impractical; it will be subject to more forgeries and will be used in the drug trade. But I believe that when people have a $500 bill bearing Reagan’s likeness in their pockets, they will feel richer and more powerful and are likely to spend more money. Do the math: If 100 million Americans (that’s 1/3 of the population that’s not affected by the recession) carried only $100 in their pockets, we’d have $10 billion walking down the street. If they all had a Reagan $500 bill, we’d have $50 billion waiting to be spent.

The itch to spend would increase by $40 billion. Multiply that by 12 months, and we could pump $480 billion back into the economy in 2010. Business would be booming, and unemployment rates would be cut in half within a year. What if the idea fails? What would we possibly lose? The cost of printing and paper.

I believe that the recession has caused too many people to think small. It’s time to think big again. Ronald Reagan was a big-picture leader. He set out to achieve daunting tasks that were associated with big risks but great rewards. A $500 bill would be symbolic of Reagan’s soul, courage, and wit.

Printing the Reagan $500 bill would not be a step into an unknown future. America printed a $500 bill in 1928 with William McKinley’s image.


Europe has a 200 Euro note (worth $272) and a 500 Euro note (worth $680). Why should we limit ourselves to $100? That’s risk-averse, bureaucratic thinking.


Ronald Reagan had the smiling confidence of a man who had been before an audience for nearly half a century. Before he said his first word, he had begun a successful sale. His relaxed appearance, sparkling eyes, sincere smile, and open body language showed his belief in himself and his ability to sell. Think of it: If you had at this moment a Reagan $500 bill in your pocket, wouldn’t this put the sparkle back into your eyes? Now think of having a $50 Reagan bill in your wallet. Would that be exciting? I think not.

Call to action: Write a note to Congressman Patrick McHenry, and tell him what you think of his idea to put Ronald Reagan on a $50 bill. If you agree that Reagan should be on a $500 bill, let him know that thinking big is part of the American character. The more money Americans who are not affected by the recession will spend, the sooner we’ll create more jobs, because businesses will start hiring again. Let’s stop thinking about small change; it’s time to think big again.

There are more than 20 million salespeople in this country, and if we all banded together to create this bill, we’d accomplish a big, audacious goal that may be on par with tearing down the Berlin Wall. Remember the saying, “Snowflakes are one of nature’s most fragile things, but just look at what they can do when they stick together.” Let’s make the Reagan $500 bill a reality.

Call or fax your note to Congressman Patrick McHenry.
224 Cannon House Office Building
Washington, D.C. 20515
Telephone: 202.225.2576
Fax: 202.225.0316

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