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EP.91: The HARD Truths of Entrepreneurship | The Ambitious Podcast · Ambitious Podcast

0:00
I hate to sell. I hate selling.
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If you cannot sell it, you do not have a business, you have a
0:05
hobby. Do you see people outside and
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they're all standing in the rain and they're getting soaked?
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Do you feel bad for selling them an umbrella?
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You are the bottleneck of your business.
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The market does not care about your feelings.
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Most people are going to quit too early because they couldn't
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stomach the consistency of the slow, boring stuff.
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The successful entrepreneurs are not the ones with the best idea,
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they're the ones who execute the fastest.
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You either adapt or you die. Hello and welcome back to
0:35
Ambitious. Today we are talking all things
0:37
about the hard truths of what it actually takes to be an
0:41
entrepreneur. So many of us want to understand
0:44
what are the strategies we need to know?
0:45
What are the steps we need to take?
0:47
What are the hacks? What are the tactics?
0:50
But I don't think enough of us ask the question of who do we
0:54
really need to become to step into that full expression of
0:59
what it truly means to be an entrepreneur.
1:01
And not just to call ourselves an entrepreneur, but also to be
1:04
a very successful entrepreneur. And as someone myself who has
1:08
coached all kinds of different stages, I've coached people who
1:11
are brand new in business all the way up to people who are
1:14
doing multiple 7 figures a year. And there are just some truths
1:19
that you need to accept and that you have to swallow if you
1:23
really are wanting to have longevity in this game of
1:27
business. And so today I'm going to go
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through what I consider to be some of the top hard truths that
1:33
many people that I know who are very successful have not only
1:37
identified but have accepted deep into the way that they
1:41
operate as a person and also in their business.
1:51
So one of the things that we know is that a lot of the things
1:56
that we want to see success in, that we want to see momentum in
1:59
are often kind of boring, right? Like if you think about even the
2:02
goal of wanting to, for example, get more fit, well, there's
2:06
obviously all of the hacks and tactics.
2:08
You can do the intermittent fasting, you can do the keto,
2:10
you could do the carb cycling, you could do the juice cleanse,
2:15
you could do all of the things. But at the end of the day, what
2:17
we know works, it has worked, it still works is moving your body
2:22
and eating healthy. But why do none of us do it?
2:25
That's because so many of us struggle to just stick to that
2:28
simple, basic, straightforward plan because it is slow and it
2:33
is simple. And as a result of that, it's
2:35
boring. And so a lot of things that I
2:38
will say are the most needle moving in a business are also
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the same way. A lot of the things that you're
2:44
going to see change with and momentum with often times can
2:47
feel a little bit boring. And so hard truth number one is
2:51
that there's a lot of people who cannot stomach the season or
2:56
seasons it takes to just do the boring, slow stuff that is
3:03
required to have the business that you want as entrepreneurs
3:06
and myself included. Like I, I, I'm not saying this
3:09
from my high horse, like I am someone who's lived and breed
3:12
this myself. We have this like need for the
3:16
dopamine hit. We have this kind of like, you
3:17
know, what's the next big problem?
3:19
What's the next big offer? What's the next platform we're
3:21
going to, We're always looking at like, what's next?
3:24
What's the next big thing? And that's because we're looking
3:26
for that dopamine hit. We're looking for that, you
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know, next big exciting thing that makes us feel like we have
3:32
a challenge. But what if the growth in your
3:35
business right now was gonna come from the, quote UN quote,
3:40
eating clean and going to the gym?
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And so this is an invitation to ask yourself, what are those
3:45
simple things? What are those things that, you
3:47
know, move the needle because they've moved the needle before.
3:50
Maybe they're the thing that brought in your last client.
3:52
They're the things that, you know, have helped your business
3:55
to be able to scale. But you sometimes find yourself
3:58
being like, could it really be that easy?
4:00
Or could it really be that that's the thing that I have to
4:03
do to see this grow where I want?
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And I think a lot of the time, because many of us don't believe
4:09
that those simple, slow, consistent, sustainable things
4:14
are going to help our growth, we move on and we decide to put our
4:18
attention, our resources, our money, our time elsewhere.
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And so a lot of people I will see when I work with them,
4:26
they'll quit way too early on something that was going to work
4:30
because they just simply could not handle how simple or basic,
4:36
truthfully the actions are that actually would move the needle
4:40
in their business. So I want you to really think
4:43
about what is a moment or a time or an area where you were so
4:47
impatient with progress, you were so antsy that it has been
4:51
more complicated. There had to be something else
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other than what I'm doing right now.
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And that's the reason we're not growing.
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You had all these reasons you had to pivot or change elsewhere
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and it took you away from the thing that moved the needle.
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And I, this happened for me because I remember when I was
5:06
growing and scaling my business, one of the core ways that I had
5:09
generated sales in the beginning was that I was on live, I was
5:12
interacting with my audience. I was, you know, doing Q and as
5:15
and things like that. And I remember as I scaled, I
5:17
kind of got away from that and I stopped doing it because I
5:20
thought, OK, well, like I've scaled, I've scaled outside of
5:22
these activities. And it's interesting because I
5:25
remember when we started to scale out of things, right?
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I told myself that I had scaled up.
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I don't do this anymore. I really hadn't taken enough
5:33
time to assess what was moving the needle.
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And I kind of scaled out of some of the activities that were the
5:39
reason we were scaling in the 1st place.
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So then we started to be like, why do we feel like this is
5:44
straining? And that's because we got away
5:46
from what was the simple needle moving actions that were helping
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us to grow the business. So hard truth number one is that
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truthfully, most people are going to quit too early because
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not that their idea wasn't good, but because they couldn't
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stomach the consistency of the slow, boring stuff that was
6:06
actually the thing that was going to move the needle.
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The other thing I want to say is that a hard truth.
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I feel like I kind of live in this bucket with a lot of people
6:15
as a business coach myself. And you know, I, I have a lot of
6:19
people who come to me for ideas. I have a lot of people who come
6:22
to me to say, give me the strategy, give me the insight,
6:24
give me the steps, tell me basically that the blueprint of
6:27
what to follow. And if you tell me that I'm
6:30
going to run with it. And truthfully, of all the
6:33
entrepreneurs that I've coached, there is one core difference
6:36
between the people that I know that have 2345X to their
6:40
business in six months versus the people who don't.
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And that is all about execution. And I have entrepreneurs that I
6:48
will give them on a call and inside of something that I want
6:51
them to do. And they will literally get off
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a call with me and like hop on to their live and start to
6:56
integrate it. I'll give them an idea for a
6:58
podcast and they'll be like, hey, two days later, here's the
7:01
episode, can you review it? I will give them insights on
7:04
something when it comes to their closers or their team to say,
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this is what you need to adjust on your calls.
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And they come to me two days later being like, hey, I secured
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70K in revenue with the changes. Thanks so much.
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There's just this like speed of integration that they have.
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That really is the difference of the growth that they have in
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their business and also the growth they have in a lot of
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areas of their life. And so 1 core thing that I think
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many don't quite integrate as a, a deep belief and as part of
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their identity as an entrepreneur is like, it is not
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about the ideas. There are 1,000,001 different
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people out there who have had an idea for a business, they've had
7:39
an idea for marketing, they've had an idea for sales.
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And they have the idea and they sit on the idea and they
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brainstorm the idea and they write it in a journal.
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And then they even might even draw it out and they might even
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go as far as making a big plan of how they'd make that happen.
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They put it on their vision board.
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They do all the things that they believe are the the
8:01
conceptualizing, they need to see the progress they want.
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The thing that so many missed the mark on is that it's not
8:07
about the idea, it's about the execution.
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And so I also will say one of the difficult things for a lot
8:14
of people is like your ideas are just ideas.
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They're going to sit there and they're not going to become
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anything unless you execute on them.
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And so I often tell people, you know, look at your business
8:24
right now, what are the things that you have awareness of that
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you have ideas of things that you have planned, even
8:30
potentially things you've brainstormed, you've put on the
8:33
vision board. But if you're really honest with
8:35
yourself, you haven't really executed, you haven't really
8:38
integrated. And a hard truth is the
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successful entrepreneurs are not the ones with the best idea.
8:43
They're the ones who execute the fastest and to execute the most
8:47
aggressively. And I would even argue with some
8:50
of the entrepreneurs that I coach, they're not even the
8:53
smartest. Like I'm not even going to say
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that I'm the smartest. Like I don't, I don't believe a
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lot of the people that I coach are the smartest people on the
9:03
planet. I don't think that I'm the
9:04
smartest person on the planet, right?
9:05
Or even an entrepreneurship for that matter.
9:08
It is not just about the fact, OK, well, you need to be the
9:10
smartest. You have to have the best idea,
9:12
the most groundbreaking idea. If you have two people and one
9:15
person has a better idea, but they never execute it, but the
9:19
other person has a gist and they press action right away and they
9:22
learn through the doing who's going to be ahead quicker.
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And it's an invitation for us as entrepreneurs to say, what is
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the idea? What is the brainstorm or the
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the concept I have that I really am not executing on?
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And it might not even necessarily just be in business.
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It could also just be in your life.
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Is there something that you've been talking about and you've
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been circling around and you've even shared with other people
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And again, you've planned, you've had it as a vision, but
9:49
when you really give yourself that accountability, you haven't
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done anything about it. And that was this podcast for
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me, this podcast was something that I had, you know, talked
9:57
about and conceptualized and thought of for so long.
10:00
And I kick myself every day that I did not start it earlier.
10:04
And that's because I just like I'm saying, I'm not saying these
10:07
from a high horse. I too fall into these traps of
10:11
of not always flexing this muscle as fast or as
10:15
aggressively in every area of my life as I need to.
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So like, these are still, even for me constantly ones that I go
10:21
back to to hold myself accountable and say, where can I
10:23
be better? And the podcast was a really big
10:25
aha moment for me because it made me realize that I was
10:29
pushing off this idea for what I was talking about.
10:32
I need to have a nice set here and I need to, you know, have
10:36
good editing and I need to have all these things.
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Well, at the end of the day, as many of you had shared with me,
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so thank you, many of you have shared.
10:44
Like I don't even care. I just love, I love listening
10:46
while I'm on a walk or I love listening when I'm in the car or
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I love it's just like listening while I'm working out or even
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having this on the in the background.
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Maybe you're watching this while you're working right now.
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Like there is not this need for fancy editing.
10:59
There's just need for having the conversation and the
11:01
information. And so it really is not about
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just this idea of what can I conceptualize or create or think
11:09
of. It's a matter of what you can
11:10
execute. And frankly, the most success
11:12
you're going to have is when you can execute fast.
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The other thing I want to say is that there's a big truth around
11:19
marketing that is going to be a core pillar of your success,
11:23
which is that the market does not care about your feelings.
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And this is a hard one for a lot of people to swallow, even for
11:33
myself was a hard one to swallow because I, I kind of explained,
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okay, so there's been an era, for example, where we had like a
11:41
ton of sales of ebooks. Ebooks were like the go to offer
11:45
everyone and their mom was selling an ebook on the
11:46
Internet. And then ebooks eventually
11:49
became courses. And then everybody overnight, it
11:53
was like a few people had courses.
11:54
They were kind of like the new thing.
11:56
And then all of a sudden it was like there was just over
11:58
overload of courses. Every single place you went,
12:02
someone had a course. And then from there we had the
12:06
mastermind era, which is where there was every single person
12:09
seemed to have a group program or a mastermind and everyone was
12:11
selling you a group program or mastermind.
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And so in this, what ends up happening is there's waves in
12:19
the market. There's waves of even in
12:21
marketing, which is where we have, you know, the trends were
12:24
all over the place and everyone was doing a trend.
12:26
And we had that era where, I don't know if you remember this,
12:29
where like people would have those videos where they had like
12:32
3 tips and they would have like a song and they would like be
12:34
pointing to the tips. And it was like this again,
12:37
trend era of marketing. But The thing is, it was an era,
12:42
meaning that it had its moment and the market shifted.
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There's been shifts in the market of what kind of offers
12:49
we're looking for in a given moment.
12:51
There's a shift in the market of what kind of marketing we want.
12:53
We had the Instagram era where everything was so aesthetic and
12:58
every single feed was like a gallery of an art gallery.
13:01
And now in a way, the more kind of chaotic and messy it is,
13:05
somehow the better, right? And TikTok also accentuated that
13:08
as of recent. So what we're seeing is that in
13:13
marketing, in offers, in any industry, there's trends of what
13:17
the market tells us people want and what they don't want, the
13:20
way they buy and the way they don't buy.
13:23
The customer changes the offer and what we actually crave to
13:27
invest in changes. And the marketing, meaning the
13:31
style of delivery of marketing that we like also changes.
13:35
So when I work with someone and they say, well, this is how I do
13:39
things, I often will say, OK, great.
13:42
But if your only offer for example is something that a
13:46
million and one other people have and your messaging is not
13:48
distinct, this is not going to sell.
13:50
Or if you're somebody who's only doing trends on marketing,
13:55
that's not going to help you in building a personal brand if
13:59
that's your goal. So what we're seeing is that
14:02
markets shift. And when I have conversations
14:05
with some entrepreneurs, they are very emotional and you might
14:09
be one of these. So if so, this is an invitation
14:11
for you to look at your business.
14:14
Are you possibly somebody who's very romantic about the way that
14:18
you do business? And this is a great quote that I
14:21
heard that is actually from Gary Vee.
14:23
And he said one of the quickest ways to go out of business is to
14:26
be romantic about the way that you do business.
14:29
And I just love that quote because I think it's so true.
14:32
So many of us are so tied to the offer we have, the marketing, we
14:37
have the way that we sell, the way our business has always
14:40
been. And because of that, we really
14:43
just put our stake in the ground that we just don't want to do
14:45
business another way. And one of the hard truths of
14:48
entrepreneurship though, is that the market doesn't care about
14:51
your feelings. The market doesn't care that you
14:54
like to sell this way. The market does not care that
14:56
you like this specific type of marketing.
14:59
If the market is changing, you either adapt or you die.
15:03
And that is just the basis of entrepreneurship.
15:05
And an, an easy, you know, example of this is Blockbuster.
15:10
When we think about Blockbuster as a business, like we, I
15:12
remember as a kid, we would go in and have those experiences
15:15
where you'd like walk down the aisle and you'd pick out the
15:18
core videos that you wanted to rent with your family for the
15:20
weekend and the Dropbox we put them back into, right.
15:24
And then we started to get into DVDs, which then started to
15:28
become on the shelves to replace the VHS.
15:31
But then, you know, the equivalent of Netflix came
15:33
around and being able to literally just stream from your
15:37
TV and have all the movies there and never go to a store.
15:40
And I remember, you know, learning about Blockbuster and
15:43
the fact that they had the invitation to move into this
15:47
style of business. And they were like, no, this is
15:49
how we do business. This is how we do things.
15:52
And so they didn't want to become, you know, part of the
15:56
Netflix and part of, you know, that era of getting it on your
15:59
home TV Since then, I believe, and I could be wrong, but I'm
16:02
nearly certain there's only one to two actual physical locations
16:05
of Blockbuster left in the United States.
16:08
So this is a testament to you either adapt or you die, right?
16:14
Like it's also, we see this in marketing companies that were,
16:17
you know, having certain styles of marketing that we're not
16:19
nearly close to inclusive. And then the market demanded
16:24
something different. They had a different
16:26
expectation. And they said, if we're going to
16:27
support a brand and invest with them, we want to feel like
16:30
there's more inclusion of different types of cultures in
16:34
this marketing. And so if a company was like,
16:37
well, then I'm not doing that that marketing and therefore
16:40
those sales would be really impacted.
16:43
So it is an opportunity for us to really recognize that you can
16:46
feel however you want to feel about your business right now.
16:49
You can feel however you want to feel about your offers or the
16:52
way you sell or the way that you market.
16:54
But if it does not match the desires of the market itself, it
16:59
doesn't matter because that is your consumer.
17:01
Those are the people who are going to be buying your product.
17:04
So it's not a matter of just if you're happy with your business.
17:07
It's also a matter of is my business designed to make my
17:10
customer and my audience happy for what they care about, what
17:15
they want and what they're looking for.
17:18
The other thing that is another truth that I really wanted to
17:20
share is that especially as someone who works with basically
17:23
all scaling businesses at this point, your growth is going to
17:28
experience the weakest part of your business, the weakest link
17:32
potentially in your business. So every new client, every new
17:36
offer you create, every new team member that you hire, each of
17:39
these are an invitation that are going to potentially magnify the
17:43
inefficiencies that you could kind of hide in when you were
17:49
smaller. And you know, when you're
17:51
smaller in business, you're usually a little bit more
17:53
scrappy, right? Like you're kind of a little bit
17:55
more. Yeah, you're less formal.
17:57
You don't necessarily have to have all these formalities
17:59
because without having the formalities, you did just fine,
18:02
right? But as you scale especially, I
18:05
would say this is really relevant with, for example, team
18:09
members, because if you expand your team and you hire more
18:12
people, but you don't necessarily have an
18:15
understanding of what their roles are, what the outcomes
18:18
are, tracking of their time. If you pay hourly, if you don't
18:21
have some of these pieces set up, you're going to throw a lot
18:24
more people, a lot more cost a lot more tasks into the mix and
18:28
without proper structures, you might just have a mess on your
18:32
hands. So it really is looking at,
18:35
okay, well, when I hire these team members now, I feel like,
18:37
Oh my gosh, I'm, I'm struggling to see what everybody's doing.
18:41
It often when people hire especially and they expand their
18:44
team, it really starts to magnify the inefficiencies that
18:48
are happening because of lack of systems, because of lack of
18:51
automation, because of lack of data.
18:54
So that's something we see. We also see for example, in, I'm
18:57
thinking about as well, you know, marketing.
19:00
One of the core things I see in marketing is that when someone
19:02
tries to hand off their marketing or they try to get
19:04
support with their marketing, they don't really have a
19:07
framework to how they do things. And even in coaching this is
19:09
true as well. People try to have a Co coach or
19:12
they'll try to in an agency delegate to somebody else to do
19:15
the task. But because you don't really
19:17
have a framework on how you're doing this, you don't really
19:21
have, you're like, well, I just kind of do it or I just kind of,
19:24
you know, I know what to do or I have this, I have a framework in
19:27
my head, but it's not documented anywhere is the number one thing
19:30
that I hear. So when you don't have something
19:33
documented, then you go to give it to somebody.
19:35
You think I'm going to scale, I'm going to expand.
19:38
And so you hire the person to do your marketing and you try to
19:40
hand off your marketing and you hire, maybe you know, someone to
19:43
help with delivery and you expand your agency or you try to
19:46
grow by adding more people. But the problem is when you
19:50
don't have any framework to teach them because you've never
19:54
needed one, right? If it was just you, when you try
19:56
to grow in your offers or marketing, then you're like,
20:00
well, why do I feel like my clients are not getting results?
20:03
Why do I feel like I'm starting to see my marketing momentum
20:05
slowly die and kind of deplete here?
20:08
That's because it really brought to the surface that you really
20:11
have been winging it. You've really been kind of, you
20:14
know, deal with this client as I want to answer that message as I
20:16
want to. There really hasn't been any
20:19
streamlining of how you do things and now it's presenting
20:23
itself in this moment because you're growing.
20:26
So one of the things that we we know and we anticipate is that
20:30
when you scale, you need to be ready that all all the
20:33
inefficiencies, all the things in your business that have been,
20:37
you know, areas of opportunity, maybe things that haven't been
20:40
leveraged, things that you know, need refining, those things that
20:43
you've been ignoring. Yeah, we don't really care about
20:45
the data. It's not a big deal right now or
20:47
oh, we don't need those frameworks because it's not
20:49
important right now. When you grow, you will not be
20:52
able to get away from those things.
20:54
They will present themselves and they will show themselves almost
20:57
instantly. The other thing that I will say
21:00
is a big thing that shows itself in scaling his mindset.
21:04
Because when you as ACEO or as a leader of a business have not
21:08
taken the effective time and the effective resources to really
21:13
unpack your mindset and to have that mindset routine, you are
21:17
going to feel it. You're going to experience it.
21:19
Because really when you scale, there's this aspect of letting
21:23
go, there's an aspect of releasing of expectations of,
21:27
you know, my way or the highway in some areas, not entirely, but
21:31
you want to be, you know, adapting to what your
21:33
expectations are. And then there's also this, this
21:37
lens of regulation, right? So when you grow, I often will
21:42
see that the CEO, the person that's actually the one in the
21:46
business, you will start to see that they really start to get
21:49
stretched because the comfort level they were at.
21:51
Let's say you're doing, you know, 500,000 a year in your
21:54
business. If you're at 500,000 a year in
21:57
your business and you try to go to 2 million, your lack of
22:00
mindset practices, your lack of regulation, your lack of, you
22:04
know, mindset fundamentals are going to show themselves.
22:08
Because when you have more people to manage, more tasks to
22:11
manage, more responsibility, more pressure, and you don't
22:14
have tools to overcome that, it will present itself.
22:18
It will show itself. So one of the things you want to
22:20
accept is that as you grow, the things that you think or oh, I'm
22:24
not going to worry about that, the thing that you are ignoring
22:26
is often going to be the thing that immediately presents itself
22:30
when you try to grow to the next level.
22:32
The other thing that I talked to a lot of people about when we
22:35
are thinking about scaling is also the bottleneck, right?
22:38
Like they're trying to figure out what is the resistance
22:41
point? What's the thing that's causing
22:42
my business to not grow? What are, what is the thing that
22:44
I need to dive into or I need to refine to get me to the next
22:48
level. And a lot of the time, a hard
22:52
truth that you're going to have to acknowledge is it's you.
22:57
You are the lid of your business.
22:59
And I know that there are so many when I say that and I've
23:02
done intensives where I literally have to say to the CEO
23:04
is like, listen, this is you're the problem here.
23:07
And they're like, I'm not the problem.
23:09
The team member, it's them, they're doing blah, blah, blah.
23:11
Or it's the industry, it's the marketing, it's the blah, blah,
23:14
blah. And they have all these people
23:16
to blame. And I'm like, yes, but if the
23:19
team member is not fulfilling their expectations, who train
23:24
them? If the team member doesn't know
23:26
where they're supposed to put something, where's their SO?
23:29
PS If the team member is not getting you the outcomes you
23:32
want for the business, where's their KPIs?
23:35
If the team member it, you know, like the list goes on and on.
23:38
And it's because it all stems back to you.
23:41
One of the hardest things for many business owners to accept
23:45
is that it's still all, it's always you, it's your business,
23:49
and it's always something connected to you.
23:53
So does this mean that like if you have a team member who's
23:56
just not pulling their weight, that you're like, oh, I should
23:59
just forever let them stay because it's always my fault?
24:02
No, it means that you have to take radical responsibility if a
24:06
team member doesn't work out. As to how did we miss something
24:09
in the hiring process? If this is truly just a
24:12
personality flaw, how did we, you know, not train the way that
24:15
we needed to? Maybe we didn't have effective
24:17
resources for them to use to guide them in their execution.
24:21
Like where could we have done or performed better or shown up
24:24
better for this person to be able to get them better or
24:29
different results? And so when we look at
24:32
ownership, you are off in the bottleneck because your
24:36
expansion is needed for your business's expansion.
24:40
There's also situations I've seen, like I have an agency that
24:43
I work with and the CEO just like really loves to be in the
24:46
weeds, really loves to be, you know, in, in the thick of it, in
24:49
the fire. And it's part of why they love
24:51
their business. But the thing that is capping
24:54
the business is the fact that this business owner will not get
24:57
out of the weeds. And that is because they have
25:01
team members, But the team members they delegate to, they
25:04
kind of still want to hold the reins a little bit.
25:06
They still want to be a little bit in the mix just so that they
25:10
have a role in it. But when they have so many team
25:12
members and they kind of want to be in the mix with all these
25:14
team members, it means they're kind of just not really out of
25:18
the business. They're not out of the
25:19
day-to-day. They kind of put themselves back
25:21
in. So again, in this situation,
25:24
they are the bottleneck. If for example, you find
25:27
yourself saying, well, this is not something that I can
25:29
delegate or I can't teach this, or only I know how to do this,
25:33
again, you are the bottleneck. If you also have beliefs about
25:38
what is possible in your business.
25:39
If you have beliefs around, you know, my business can't possibly
25:43
have as many clients or my business can't possibly do this
25:46
without working more hours. Again, this goes back to
25:48
mindset. If you have not opened and
25:51
increased your vision of what's possible for your business, your
25:54
business will never exceed that vision because you as the owner
25:58
of the business are responsible to translate that vision, that
26:02
picture of what you see for the business to your team.
26:05
So if you are capped in your vision and what you see
26:09
possible, your team will never exceed the vision that you set
26:12
for the business on the contrast.
26:14
If you do the work and you do actually look to put this time
26:18
and energy into this and you expand your vision and you have
26:22
this big picture and it's detailed and you understand
26:24
where you're going and why you're going there.
26:27
And every year you're looking to kind of update this vision to
26:30
keep it expanding as your team grows, that allows as you expand
26:35
your team to follow with you. But often times what can happen
26:39
is you're staying stagnant as ACEO, so your business stays
26:43
stagnant or worse, you stay stagnant.
26:47
But some of your team members or some of the people who work with
26:49
you grow, grow, grow, grow, grow, and they actually outgrow
26:52
you and they leave because they recognize that this is kind of a
26:56
sitting duck. This is not something that's
26:58
moving. I'm not feeling momentum.
27:00
I'm going to go get better elsewhere.
27:02
So it's something that is so important because in so many
27:06
areas, it doesn't really matter the scenario.
27:07
There's a million that I can mention.
27:10
Oftentimes you are the bottleneck of your business.
27:14
And I think it's something first we have to accept and be able to
27:19
really just like say to ourselves, OK, like, wow, I am
27:21
the lid of this. Like I'm the thing that has to
27:23
get out of here or I'm the thing that needs to create better
27:25
systems or I have to do X. Like to have an awareness that
27:28
it's you is like the first step, but then the second is like,
27:31
what do you want to do about it? All of us have moments where we
27:35
kind of get in the way, right? We all have these moments where
27:39
we probably are like, OK, I got to get out of here.
27:41
Like this is not where I'm supposed to be in the business,
27:42
right? It's OK to have these moments
27:44
where you fall behind. But having the awareness of it,
27:47
as we talked about earlier, having that clarity versus
27:49
execution are two totally different things.
27:52
So if you know that you're the bottleneck right now, the
27:54
question becomes how do you plan to remove yourself as a
27:57
bottleneck? What is the strategy to remove
28:00
yourself as a bottleneck? Or maybe it's not even a
28:03
strategy thing that needs to happen, but it's more a matter
28:06
of you need to be OK with no longer being the bottleneck.
28:11
Because here's the thing, people think that they don't want to be
28:14
the bottleneck of their business, but sometimes we
28:16
actually get positive reinforcement from staying in
28:19
something, meaning staying as the bottleneck.
28:22
So like this client that I mentioned who's in the mix,
28:25
they're not in the mix because like they're aware that they're
28:30
the bottleneck. They're aware that because they
28:32
have to approve things and review things and all of this
28:35
that they are the reason that the business is slowing down is
28:38
because like they don't have enough time to get things back
28:40
in time for the team and it kind of derails the rest of the
28:43
group. But the reason they're in, we
28:46
uncovered was not because they like to slow down everybody
28:50
down. It was because when we got down
28:52
to a deeper level, there was this, this fear of like, well,
28:57
if I leave the business in this regard, like, what am I going to
28:59
do? Like what's my role, What's
29:02
going to be my place moving forward?
29:03
Like this is what I've always done.
29:04
This is the place that I've always been in the business.
29:06
And so if I leave here, where do I go?
29:09
Like, what does that mean for me?
29:11
Where it what do I end up doing? What's the next step?
29:14
And So what we identified was this person was not in the weeds
29:17
with their team because they didn't trust their team.
29:19
It wasn't because they didn't, you know, believe that they
29:21
could delegate these. It had nothing to do with that.
29:24
It had everything to do with the fact that there was this
29:27
acceptance that had to happen that if they were going to go to
29:30
the next level, their role as the CEO was going to change,
29:33
that they had to be OK and accept that.
29:35
And so that became the question which is could they accept that?
29:38
Could they accept that the identity of where they had to go
29:42
as the CEO was going to change and only if that happened with
29:45
the business continue to scale. And so eventually we got this
29:48
person to that place. But it is something that, again,
29:51
only came up because they accepted that they were the
29:53
bottleneck of the business. One of the great quotes that I
29:57
learned from a a mentor that I worked with previously, George
30:01
Bryant, he had a quote that he shared with me early on in
30:04
coaching. And it was that scaling comes
30:08
from retention, not from acquisition.
30:11
And this is something that I really think a lot of business
30:17
owners, and it's fair that this might be a misconception you
30:19
have that, you know, it's just about selling more and it's
30:21
about more marketing. And it's about all that the real
30:25
way to scale your business is not through more marketing and
30:28
it's not through more sales. It's not just about we need to
30:31
sell, sell, sell, and we need to market our little tush off.
30:33
And if we do that, that's the way we're going to grow this
30:35
business. It really has everything to do
30:39
with retention. Because if you think about a
30:42
client that pays you, let's just say $2500 a month or $2000 a
30:46
month, and this client pays you $2000 a month and that client
30:50
stays with you for three years, right?
30:54
That if you have a six month contract, if you didn't have
30:57
that client, you would need five other clients to generate the
31:01
same amount of revenue as that one client staying with you for
31:04
three years. So the thing that I think most
31:08
people miss the mark on is that in business, especially in the
31:13
online world, there's a lot of, you know, we need, we need tech
31:16
talk, we need podcasts, we need Instagram, we need more
31:18
marketing, more marketing and you always need marketing.
31:20
It's not to say that you should stop marketing by any means.
31:22
You do, you still have to have new leads coming in, but the
31:26
amount of pressure, the amount of urgency, the amount of
31:30
intensity at which you need those leads or at which you need
31:35
that pressure around sell, sell, sell, sell, sell, sell.
31:37
That's going to feel so intense if you have no retention.
31:42
Like I have scaling businesses that I work with that are doing
31:45
multiple 7 figures and like they are not bringing in, you know,
31:48
20 leads a week. Like they are not at a place
31:51
where they're having to bring in tons and tons and tons of new
31:53
people because they have retainer clients or they have
31:57
ongoing monthly payment clients. And those clients are very happy
32:01
clients and they've been paying them for years.
32:04
So what most people don't understand about scaling and
32:08
even growing a business is that what you should be focused on
32:12
first and foremost is making sure that your existing clients
32:15
are happy, your existing clients are getting results, that your
32:18
existing clients are satisfied. And only once you do that will
32:22
you then be able to then pivot focus on to marketing and sales.
32:26
Because I want you to think about marketing and sales are
32:28
the lifeline of a business. But no one ever said that the
32:31
sales had to come from new leads.
32:34
Think on that for a second. Sales are the heart of the
32:38
business, but no one said that the sales had to come from new
32:42
leads, right? So if you think about how fast
32:47
are you burning through people in your business right now?
32:50
So like if you have someone who joins with you for three or six
32:52
months, do they leave after three or six months?
32:55
Or are they kind of with you for a year and a half or two years?
32:58
If you are signing people for six months and then they're
33:00
leaving and then they're leaving and they're leaving, that is a
33:03
huge problem because it means that you're constantly starting
33:06
back at 0, which is why you're struggling to scale.
33:10
Effective scaling comes from focusing on retention first and
33:14
foremost and most importantly before going into anything
33:18
acquisition focused, meaning the generating of new clients.
33:22
So that is something that I would say is a hard truth
33:24
because marketing and sales is very sexy.
33:26
The front end marketing feel really exciting and it feels
33:29
really, you know, liberating and kind of like energizing.
33:33
But The thing is, it's not something that will actually
33:36
just in focusing on that alone truly help you to scale.
33:39
The other thing I want to also note is, and this is something
33:42
that has come up very recently within all businesses that I'm
33:46
involved with, is that cash flow issues do not disappear just
33:51
because your revenue grows. And I think that there's this
33:54
belief, like there's a series of different financial situations
33:57
that can happen in a business, but some financial situations
34:02
cannot be fixed by just making more money.
34:06
And I'll give you an example. I had a client and they were in
34:09
the marketing agency space and they came to me and they were
34:13
like, Kate, we are bringing in like fifty $60,000 a month and
34:18
we are not making any money. We need more sales.
34:21
And I was like, like if we're making fifty $60,000 a month and
34:26
we're not making any money, you making 120 a month is not going
34:29
to fix the problem. I was like there is something
34:31
else going on here. So I said send me your PNL, send
34:34
me your offer breakdown. We have like a process we go
34:37
through with clients to help them to determine their profit
34:40
margins for their business. And so when we went through this
34:44
exercise, we realized very quickly that if they signed more
34:49
people, they were literally just going to put themselves deeper
34:52
and deeper into a hole because on some clients that they were
34:55
serving, they were actually losing money, meaning like they
34:58
were paying A-Team member to serve this client and they were
35:01
in the negative $500.00. So if they kept serving that
35:04
client, again, if we want people to have retention, if that
35:08
person had stayed for a year, which what we'd hope for
35:11
retention purposes to scale a business, if that person stayed,
35:15
but they were actually in the negative with that client, 505
35:18
hundred 500 every month over a year, you're taking a big loss
35:22
on that client. And So what we realized was
35:26
their margins were basically non existent, inexistent, non
35:31
existent. And So what we looked at, and
35:34
I'm going to give you an example, Say you have a client
35:36
who's paying you $2000 a month. This is getting a little nerdy,
35:39
but hang on. OK, it's I'm right, I'm right
35:40
here with it. The client pays you $2000 a
35:44
month, but it costs you with, you know, maybe let's just say
35:47
if it's social media, you have an editor, you have a designer,
35:50
you have a copywriter, you have all these people and you have
35:52
taxes. OK, So you Add all of those
35:55
pieces together underneath the expenses of this client and this
35:59
client is costing you $19195.00. So what happens is that the
36:06
client pays you 2000 and then you have to pay back to the
36:09
business through team and other things almost 2000, which means
36:13
yes, you have team members, yes, you have a client, but you are
36:15
awash. You're not making any money in
36:17
the business. I have seen businesses that have
36:21
continued that way sometimes for a year and a half, meaning the
36:25
clients are paying them, they're paying out to their team and
36:28
they are literally just rinsing money.
36:30
There's no generating of any growing behind the scenes of any
36:34
kind of money. There's no reinvesting because
36:36
there is nothing to reinvest. There was no profit.
36:38
So with this client, they truly said they like if I just get
36:42
more clients. I said, listen, this and you
36:45
getting more clients, I actually recommend you don't get new
36:47
clients right now. Because if you signed more
36:49
clients, you're going to go deeper and deeper and deeper
36:52
into the negative, which means you're actually adding on to
36:55
your lack of of profit. Your loss this year would become
36:59
greater if you signed more clients.
37:02
So This is why understanding numbers, understanding profit
37:06
and loss, understanding, you know, packages and percentages
37:09
and all these things are really important because if you don't,
37:13
it means that if you just keep believing more marketing, more
37:16
sales, you pushing and marketing and sales could actually be the
37:20
thing that's the reason your business is staying stuck.
37:23
And I will tell you one of the things that I work on with a lot
37:28
of people is their offers, their PN LS, their pricing, their
37:31
packages, like all of it. And the reason that I do that is
37:34
I want people like yourself to be educated around how to make
37:39
smart financial decisions for your business.
37:41
And also to know when at a given moment you need to, you know,
37:45
make certain adjustments or make certain changes or, you know,
37:48
look at being educated in the choices to make, the decisions
37:52
to make and when to make those. And the other thing which kind
37:55
of coincides with this, which is another hard truth, is that I
37:57
think many people believe that just making more money will be
38:03
the thing that helps them to finally feel rich.
38:07
I was actually in this conversation with somebody
38:09
yesterday because what I was I was explaining is if you, OK,
38:12
when you started your business, say you're making $5000 a month
38:16
in your business, OK or in whatever you're doing.
38:18
And then you go to 10,000. There's a lot of people who
38:21
upgrade their lifestyle or they upgrade their cost or their
38:25
expenses of their business to match whatever they're making.
38:29
Then you make $20,000 a month and then you, you know, upgrade
38:31
your car and you upgrade your home or you potentially add more
38:34
team members. Great.
38:35
Then you're $30,000 a month. Then you decide that you want to
38:38
buy some new toy or you want to go on a trip or you want to add
38:42
more team members and then you're investing into bigger,
38:45
more expensive things. Great.
38:47
Now we're at 50 KA month and it goes on and on.
38:50
And someone said to me, they're like Kate, why do I feel more
38:52
broke at 7 figures than I did at like $200,000 a year?
38:59
Like how is that possible? There's more money.
39:01
And I said, yes, there's more money.
39:03
But if you don't build it with whatever your goal is in mind,
39:06
you may still feel depending on what's important to you, you may
39:10
still feel broke because sometimes to have a bigger
39:14
business, sometimes there's bigger expenses.
39:17
So I often tell people like, say your goal is that you want to
39:20
bring home personally a lot of money a month or you want to
39:23
have a lot set aside, maybe even in the business for you and
39:26
investments and things like that.
39:28
If that's your goal, you may not actually need to have a 7 figure
39:32
business in order to do that. And this is again, why
39:35
understanding money is really important because some people
39:38
believe again, back to more marketing, more sales.
39:41
If I just sell, sell, sell and I just make more money, that will
39:44
fix everything. And in some instances, yes more
39:48
sales is the issue, but just having a bigger business may not
39:51
necessarily give you the life that you want.
39:53
I had another client who came to me and they said I really want
39:57
to buy rental properties. And originally she told me her
40:00
goal was 7 figures. So when we reverse engineered
40:02
the numbers I very quickly said to her you do not need a 7
40:05
figure business. So unless there's another reason
40:07
you need or want a 7 figure business if your goal is to buy
40:11
a property like a a single property or two properties for
40:14
rentals for you and your family. You could easily do that at like
40:18
$600,000 a year and you would be good.
40:20
You don't need to have a 7 figure business.
40:23
And it really helped her to see that like having more money
40:27
wasn't going to solve anything. And also depending on how you
40:30
operate as an entrepreneur, if you upgrade your life
40:33
significantly as you make more money, you're also going to have
40:37
a new standard at which you have to maintain.
40:40
Which is why some people feel like even though they're making
40:43
more the business, they're not feel like they're making more
40:45
personally. And that's because they've
40:46
upgrade their lifestyle so much that they just have a new
40:49
standard that they have to maintain.
40:51
So to really have millions in the business or millions
40:55
personally and not feel broke means you really have to
40:58
understand money management and you also have to really know
41:02
what is actually your goal. Is the goal revenue or is the
41:05
goal that you have a certain take home?
41:07
Because if you're a metric of success for you is your
41:10
lifestyle and your take home, that should be your strategy,
41:13
not just more revenue. Because say, for example, if
41:16
you're an agency, you don't want to have more revenue because in
41:21
some instances it means more team.
41:23
So if your goal is to lower expenses, those two goals
41:26
actually potentially could collide.
41:28
One of the other truths that I, I wouldn't say that I've learned
41:32
this through me, but I've learned this through proxy is
41:35
that your reputation moves a lot faster than your marketing.
41:39
So if you are somebody who feels like you want to grow your
41:44
business rapidly, you should be focusing on your reputation
41:49
because I will tell you your reputation is something that is
41:52
the hardest thing to turn. If you have a bad reputation, if
41:55
you have a reputation that is known as a negative thing in
41:58
this industry for whatever reason, you know, bad service,
42:01
unethical marketing, you know, bad delivery, whatever it might
42:04
be, that is something that is so difficult to turn.
42:08
I will say you can build an incredible reputation and it
42:13
does take time because obviously as more people experience you,
42:16
they have more and more positive feedback about the experience
42:18
with you. But the thing that I will say
42:21
that I've seen with peers and that I've seen with people that
42:24
I know is that your reputation can be burned to the ground in
42:28
seconds. And so your reputation has the
42:32
ability to move so much faster than your marketing.
42:36
You can say whatever you want, you can post whatever you want.
42:39
You can, you know, publicize whatever you want.
42:42
But at the end of the day, your reputation is something that is
42:45
really typically going to come from the people who interface
42:48
with you. And with that, they can really
42:50
build up your reputation pretty quickly through word of mouth.
42:54
But if you do make the wrong moves or if you are potentially,
42:58
you know, operating your business in a non ideal way, it
43:02
does have the ability to also be completely dismantled in
43:05
seconds. I saw somebody that I know, you
43:07
know, very recently who had kind of posted some controversial
43:11
things on the Internet and they basically like lit their brand
43:18
on fire overnight. It also brought to the forefront
43:21
some people who were dissatisfied with the brand and
43:23
some of the other things that they had posted previously.
43:25
And this kind of gave them the opportunity to bring those
43:27
things to the forefront. A truth that you're not going to
43:30
like, but it is important, important for you to know is
43:33
that entrepreneurship is going to give you freedom, but not at
43:37
first. Entrepreneurship will give you
43:40
freedom at some point, but at first it is going to give you
43:43
responsibility because so many, and I get it, we want the laptop
43:49
lifestyle, we want to sun the beach.
43:50
We want apparel spritzes. We want to, you know, be able to
43:52
just sit there or maybe the apparel spritz is just for me.
43:55
But we sit there and we want this like drink on a beach and
43:58
we want to be able to work and have these notifications coming
44:00
in and all of these things. And listen, that is possible for
44:03
you. So I don't want you to think by
44:04
any means that that is not possible.
44:06
I literally have clients who are traveling all over and making
44:10
boatloads of revenue in their business.
44:11
It is 1000% possible. Here's the thing, it's not going
44:15
to happen at the beginning. It's going to take years for
44:18
that to be possible for you. So when you are watching other
44:22
people with their laptop lifestyle online and you're
44:24
like, why do I feel like I don't feel very free right now?
44:28
When you're building, you're not going to experience a lot of
44:30
freedom because you have to build that freedom.
44:33
You have to build the marketing, the sales, the offers to create
44:37
that freedom. So you can have a lot of
44:40
financial time, location freedom in your business, but you may
44:44
not necessarily have it all at the beginning because
44:47
truthfully, entrepreneurship is going to 1st give you
44:51
responsibility and then it's going to eventually give you
44:54
freedom. It really only is going to
44:57
become freedom though. If you have the discipline that
45:00
you need to earn that freedom. It doesn't get handed to you
45:04
because you have you're have a business or you are an
45:06
entrepreneur. Doesn't mean you get to just
45:08
have these notifications coming in and money coming in.
45:10
And I don't have to be on all the time.
45:13
You have to create the systems and the marketing and the sales
45:16
and the brand and the pieces necessary to have that reality.
45:20
And when you're building that, it does take time and you kind
45:23
of have to earn that freedom that you're looking for.
45:26
This is one that I, I know I was kind of mentioning the idea
45:28
earlier of like I'm, I'm not always, you know, of the belief
45:31
that it's always who's the smartest.
45:33
I really believe that obsession and drive and determination and
45:39
consistency are really going to be talent every single time,
45:44
every single time. I do not believe that it's like
45:48
you're the person who's most talented, so therefore you're
45:50
the most successful. There are people that I know who
45:53
are just so ridiculously consistent.
45:58
There's no way that anyone will beat them at the level of hard
46:00
work that they do and how consistently they do that work.
46:04
So if you are somebody that really wants to grow within your
46:07
business, you also want to recognize that it's not always
46:10
just about how do I get the best at this.
46:13
It could also be the question of how do I get more consistent at
46:16
this or how do I get more obsessed with this and mastering
46:20
it? How do I make sure that I'm
46:22
putting in the reps as fast as I can at this thing to overtime
46:27
develop that mastery? But it may not be there at the
46:29
beginning. And I think consistency and hard
46:32
work are often undervalued. I think a lot of people believe
46:36
that if they're not good at something initially or if it's
46:38
not a natural talent of theirs or whatever it might be, that
46:41
that's not something they can excel in.
46:43
I know a lot of people who are very mediocre at certain things
46:46
or maybe had no skills in certain areas and somehow have
46:50
dominated their industry. And that is not because they
46:53
even technically became the best at what they do out the gate.
46:56
They didn't have the talent there, but they became obsessed
46:59
with overtime looking to sharpen that skill again and again and
47:04
again. Now the last one is if you
47:06
cannot sell it, you do not have a business, you have a hobby.
47:09
And I, I know this is going to land because I hear all the time
47:13
people say, Kate, I hate to sell.
47:14
I hate selling. And I don't personally resonate
47:18
with that because I love selling.
47:19
But I need you to understand that selling is the difference
47:23
of whether what you do is a hobby or in some buckets it's
47:28
charity or if it is a business that generates revenue.
47:32
And it's also not to say that having as a hobby is bad.
47:35
If you want to have a hobby, do it.
47:37
Like if you want to be a content creator or you want to be an
47:39
editor as a hobby for somebody, go ahead.
47:42
If you want to, you know, have a charity where you give back and
47:45
you do social media for brands of a specific type, OK, great.
47:51
Do that. Like I love that for you.
47:52
Go do that. But that's not a business.
47:55
That is not the same as the business that you are making
47:58
right now. And the thing that I will say is
48:02
like something I'm passionate about with sales is that sales
48:07
is service. And the only reason that people
48:10
get weird about selling or they don't like to sell.
48:12
I don't want to annoy my audience or I don't want to feel
48:14
like, you know, people feel like I'm selling to them.
48:15
I'm like, you should feel like you're selling to people because
48:18
you are selling to people. Like, let's not have the the
48:21
cognitive dissonance here to believe that we're not selling
48:24
to people. In fact, we are.
48:25
We are selling people. But here's the difference.
48:27
I'm not selling to you because I'm like, give me your money.
48:31
I'm not selling to anybody who doesn't have the problem.
48:33
So for example, if you see people, that's how I want you to
48:37
think about it. You see, you see people outside
48:38
and they're all standing in the rain and they're getting soaked.
48:42
Do you feel bad for selling them an umbrella?
48:45
No, because they're getting torrential downpour on them in
48:49
the rain. So why with your offer or why
48:52
with your service, are you feeling bad about selling
48:56
somebody the quote UN quote umbrella Who has been standing
49:01
in the rain sometimes for days, weeks, months or years and the
49:05
rain being their problem? That's why for me, I don't
49:09
understand. I understand the disconnect.
49:11
I understand people's programming and the past
49:13
experiences. There's a lot of things that go
49:15
into people's negative feelings around sales.
49:17
So I understand where it comes from, but I don't understand
49:21
why, if what you do is so impactful and it literally helps
49:26
people and it changes their life and has the ability to change
49:29
their business, change their health, change their mental
49:31
health, change their systems, whatever it might be, whatever
49:35
area you're in. If what you do has the ability
49:39
to completely change somebody else's reality.
49:42
If you have the ability to take someone who is getting rained on
49:46
and give them an umbrella to finally give them a dry, safe,
49:50
calm space to stand, why would you not do that?
49:55
And the thing that I think, and this is my motto in sales is
49:58
like how selfish of me to have 15 umbrellas and see 15 people
50:04
in the rain and never offer any of them an umbrella.
50:08
Now here's why I go back to hobby and charity.
50:11
If you are somebody who has 15 umbrellas and you just want to
50:15
give them away, then give them away.
50:18
Perfect. You can have a charity, you can
50:21
have a hobby, you can have something where you just do this
50:24
out of the goodness of your heart and you don't want any
50:26
money from it. That's OK.
50:28
But if you want to sell the umbrella, if you want to have an
50:31
umbrella company, to our analogy, if you want to have an
50:34
umbrella company, sell them the umbrella.
50:37
I was thinking about this recently.
50:39
You know, I went to a concert, I went to go see the Goo Dolls and
50:42
when I was leaving the concert, we stopped.
50:45
I was with my, my sister-in-law and Kelsey, one of the
50:48
incredible women on our team and we are coming out of it and we
50:52
stopped and there was a, a hot dog cart.
50:55
I'm like, take my money. Like I want a hot dog, take my
50:59
money. Like when you're there and you
51:01
pay for that, it's at the end of the night and you haven't eaten
51:04
and you're starving and it's there.
51:05
It was also we had lawn seats. So you sit on the lawn and I
51:09
thought, wow, we look over and there's people who have chairs
51:12
and I was like, wow, I'm 33. I would love a chair.
51:14
So I thought, wow, that's great. I went and I looked for the
51:18
chair because I thought I had the problem of not wanting to
51:21
sit on the ground. I would love to have a chair.
51:22
So we went and we go pick up these three chairs and I give
51:26
them money for the chair. I'm not like, how could you take
51:28
my money for this chair? I'm like, I want the problem
51:30
solved of not sitting on the ground.
51:31
How could you take my money for that hot dog?
51:33
I'm not going to be like, why is he selling these to me right
51:35
now? Because I'm starving and he
51:38
knows it. The thing that is important to
51:41
remember is that you are in the business of selling, but you
51:45
want to remember you're not in the business of selling people
51:47
who don't have the problem you solve.
51:49
So yes, you could feel weird about selling to people who
51:52
don't have or need what it is that you're selling.
51:55
So for me, I always root into, I am not a charity.
52:00
At least I don't have one at this moment to be determined
52:02
maybe in the future, but I don't have a charity at this moment.
52:06
And I don't want to look at this as a hobby.
52:08
I'm here to serve people, but I'm also only going to sell to
52:11
people who I know for a fact have the problem that it is that
52:14
I'm looking or that I can help people to solve.
52:18
So I had a list of like two more lists of these hard truths
52:23
because there's a lot of them. Let me know how you feel about
52:25
this. Maybe we'll do a Part 2.
52:26
If you want to slide into my DMS and just be like, hey, Kate, I
52:29
would love a love a Part 2 of the hard truths.
52:31
We have a lot more that we did not cover.
52:33
And so if it's the style of episode that you feel like was
52:35
helpful for you as kind of a list format, some motto, some
52:38
hard truths that you want to kind of start to integrate and
52:40
think about, I would love to hear from you.
52:42
If you want to shoot me a message on Instagram, just let
52:45
me know that you would love a Part 2.
52:46
We will get that on the schedule for you.
52:47
But I hope today was helpful. Maybe there's a couple that you
52:50
saw yourself within. Maybe there's a couple even
52:52
examples or stories we talked about today that will help you
52:55
to say, OK, I really realized that I need to work on that.
52:58
Or that's a principle that I want to execute or it's a
53:01
practice that I want to get into myself.
53:03
And as always, like I, I love, like genuinely love when you
53:06
guys reach out and you say, hey, here was my take away from this
53:09
week's episode. You know, something that landed
53:11
for you, something you want to integrate or maybe even just
53:14
maybe there's a line or a motto or a hard truth that you are
53:18
really excited to start to integrate deeper within your
53:21
business. Whatever it is, we know that
53:23
when you share in transformation and you're witnessed in it, it
53:27
really does land at such a deep level.
53:29
And so this is your invitation to be witnessed in something
53:32
that landed and kind of transformed a small part of you
53:34
today. So with all that being said, I
53:36
will see you on the next episode.
53:38
And, as always, stay ambitious.