Why should a company spend thousands of dollars, and tie up essential employees to do nothing but research existence of these suppliers, buyers, and providers -- when they can easily let a Finder go to trouble of locating contacts they need. And, those fees are considerably less than what they would have spent if they had done research themselves.

Finders EARN their fees by weeding-through unqualified leads and flakes; by following all of dead-end paths; and eventually putting their hands on a real, honest-to-goodness source, buyer, or whatever. -- THAT is what a Finder gets paid for doing.

A company, or individual, who pays a Finder's Fee, pays it so they won't have to chase down all of those unqualified leads, blind alleys, and dead-ends.

It is really far easier than you might imagine...but...if you don't know how to do it (and do it right), you may chase down all blind alleys without ever finding a profitable match. - That's what happens to most amateur finders - a lot of blind alleys but NO Fees!!

There are literally millions, upon millions, of dollars out there just waiting to be claimed by someone who can "find" buyer, or seller, needed to complete a transaction.

As a FINDER following are most important points to remember:

1. DO NOT Try To Sell Anything

Be a FINDER; not an Agent, Representative, Salesman, or Pre-seller. DO NOT try to sell anything; simply offer QUALIFIED contacts to your clients who offer a Finder's Fee. Nothing more.

2. A Word About Negotiating

As a FINDER, let your contact and your client negotiate their own deal; once you have brought them together.

3. Letterheads & Envelopes

Use finest materials (letterheads & envelopes) available, and maintain most professional business approach in all of your dealings.

4. Always Qualify Your Contacts

It is very comfortable to have a smooth running organization when you have a team that knows what to do and does it. It is comfortable to have this group take care of your company and make it expand, and all you have to do is take care of team. It is comfortable when staff will actually handle discipline problems of other staff members and not give it to you to handle. It is, of course, very comfortable to have a consistent flow of new customers into your office and not have to worry about it week to week.

What is apathy?

Perhaps apathy is excuses — thinking that things can’t change, considering that “this is pretty good” and “I just want everybody to be happy,” but recognizing that they are not. Apathy can be present when there are situations going on in office that aren’t going well and you choose to ignore it and hope it will go away. Apathy can be mere excuses and explanations as to why a situation or problem exists.

Sometimes, as business owners, we can fall into such apathy that we don’t actually use any tools to evaluate whether organization is expanding or not. We wait until accountant reconciles books and tells us whether we did well or poorly. That’s truly apathy.

Apathy can also be a lack of planning, “just come to work and see what happens” attitude. Some business owners at one point in time used to keep a “to-do” list, now they don’t even bother. They just wait until they come into office and one of staff members gives them first order of day, in other words, they take orders from their staff. That’s truly apathy.

Some business owners are doing all right and they are making good money, but they are not taking care of their staff. They may have lack of emotion or caring or a general apathy towards their staff.

Whatever your financial goals are, you probably need to triple them, because it’s important to take care of team that takes care of you. When you recognize what good staff members can do for your organization and you actually exchange with them for that good work, it tells those staff members how much you truly care about them.

When you accept excuses for low productivity, you as a business owner go more and more into apathy. And so does your team. But on other hand, improving employees’ ability to handle their jobs well, giving staff real, obtainable production demands and getting them to achieve these targets regardless of “excuses” is certainly not apathy. It is ability to make things happen as an executive.

Many business owners are not satisfied in some way about volume of new customers into their business, but most are not doing anything about it. Now that’s truly apathy! Sometimes we look around at other businesses that are doing well and blame them for our lack of success. That is slightly better than apathy – at least there is some emotion, but practice owner still hasn’t done anything about it.