| About Garrison |
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As a keynote speaker, author, and consultant, Garrison has worked with some of the world’s most effective corporate leaders and salespeople, from multibillion-dollar manufacturers to top New York Stock Exchange wire houses. He has a background in manufacturing, entertainment, telecommunications, and financial services. Garrison started as a sales and marketing person in a branch office of a Fortune 500 company at age 24 and was chosen to be department head at corporate headquarters three years later. He researched and designed processes for 38 company locations nationwide and developed and marketed products still being sold in 30 countries. An experienced actor in films and a former professional stand-up comedian, he has hosted television specials and national radio programs. In his latest book The Real Truth About Success: What the Top 1% Do Differently, what they won’t tell you, and how you can do it anyway, Garrison Wynn uses his skills as a former stand-up comedian and his insight as a corporate consultant and speaker to sweep away long-held “myths” that have been created to explain success. Whether it is the real estate agent who uses her husband’s client list to make sales or the Hollywood star who used her father’s name to open the doors, there is nothing wrong with using an unfair advantage in the business world. While interviewing hundreds of the most successful people in a diverse array of industries, Wynn has exposed what few if any truly successful people are willing to admit. The top players are guarding their secrets to success by stating the obvious, “hard work”, “believing in yourself”, and “determination”. These are all helpful, but there needs to be more to make it to the top. In The Real Truth About Success, Wynn exposes the secrets and gets you on the right path to your successful future. Written in a humorous and straightforward style, The Real Truth About Success is broken down into sections to get you started on the right path by:
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Garrison Wynn helps people learn how to make the jump from being great at what they do to understanding and developing the qualities it takes to be chosen for the job. He gets them to understand why their products, services, or leadership styles— or those of their competitors — are selected. As he says, “If the world agreed on what’s best, everybody would choose the best and nothing else would be considered. Decision making doesn’t work that way.”