Latest / Ambitious Podcast / EP. 27: Quarterly Planning 101: Building a Successful Business Strategy

Transcript

EP. 27: Quarterly Planning 101: Building a Successful Business Strategy · Ambitious Podcast

• 0:08
  Hello and welcome back to Ambitious.
• 0:11
  So as you may have heard in the last episode, I have been
• 0:15
  traveling a little bit more than usual and I am very excited for
• 0:18
  today because I am back in the studio.
• 0:21
  And I don't know, there's just like this aspect of like comfort
• 0:24
  when you're surrounded by the lights and the big cozy chair
• 0:26
  and the same environment. It just gets me into like the
• 0:29
  ambitious podcast mindset. And so while I love the ability
• 0:33
  and like, I am very grateful to be able to record on the road,
• 0:36
  if you will, there is just something better that really
• 0:38
  just hits home from being in the same old spot.
• 0:41
  So very happy to be back in the studio today.
• 0:45
  You may hear a little bit my voice and a couple sniffles
• 0:47
  along the way. I am battling some kind of cold
• 0:49
  virus situation. And so if you see a couple
• 0:51
  Kleenexes or sniffles happening throughout, I am good.
• 0:55
  I sound worse than I am. So I was like, I want to record
• 0:58
  today. We've got lots to talk about.
• 0:59
  We got lots to dive into. So disregard my little bit raspy
• 1:03
  and sniffly voice because we are going to be getting right into
• 1:06
  the meat of it today because the intention of today that I really
• 1:10
  want to have you walk away from is getting clarity of how to do
• 1:13
  quarterly planning. And I think quarterly planning,
• 1:15
  at least for me and my business was something that was a super
• 1:18
  overwhelming because I had no idea where to start when it came
• 1:21
  to quarterly planning. Like I knew people would talk
• 1:24
  about it, people would say it was important, but I was like,
• 1:26
  what does that mean? What do I look at?
• 1:29
  It felt really overwhelming. I never really knew what that
• 1:33
  looked like. I never really knew what it
• 1:35
  meant to do quarterly planning. And as the years passed in my
• 1:39
  business, I started to get more and more experience and frankly
• 1:42
  more and more clarity of the impact of what quarterly
• 1:44
  planning could do for your business.
• 1:46
  And so I want to make it really simple today.
• 1:49
  And I'm going to break this down into steps.
• 1:50
  And if there was any episode that I would tell you, you want
• 1:53
  to break a piece of paper and pen for, it is going to be
• 1:57
  today's episode because this is something that really is like a
• 2:01
  funnel of decisions. It's a funnel of clarity.
• 2:04
  And so as you go through the different steps, you're going to
• 2:07
  get down to that action items list that you're going to then
• 2:10
  execute to get to the goals that you want this year.
• 2:12
  And so this is your note, This is your reminder.
• 2:15
  If you want to pause the episode, go grab a piece of
• 2:17
  paper and pen, grab that fresh Google Doc.
• 2:19
  There's no better feeling than that.
• 2:20
  By the way, I'm making notes into this that we can build out
• 2:23
  your quarterly plan. And this is something that
• 2:25
  you're going to do every quarter.
• 2:27
  So every three months starting January 1 typically is when most
• 2:30
  people will do this, January, February, March being Q1 and
• 2:33
  every three months after that then you have Q2Q3Q, four.
• 2:36
  And one of the things that I will say before we dive into
• 2:39
  today is I think, you know, there's been a lot of lessons
• 2:42
  that I've had overdoing quarterly planning.
• 2:45
  And I used to frankly do it wrong.
• 2:46
  I used to have this like beautiful blueprint of like,
• 2:49
  say, I wanted to make, you know, $1,000,000.
• 2:52
  I'd be like perfect, I'm going to make 215Q1 and 2:50 in Q2 and
• 2:56
  2:50 in Q3. And anybody who's experienced in
• 2:59
  business can tell you that while you have the calculations and
• 3:02
  the vision of what you want to achieve, there's reality to
• 3:05
  contend with. And I think what ends up
• 3:07
  happening if we're not going through the series of questions
• 3:10
  we're going to ask today is that you have this this annual goal,
• 3:13
  you have this annual vision of what you're going for.
• 3:15
  But then you end up defeated year after year because you're
• 3:18
  like, I didn't hit it. I didn't hit it.
• 3:20
  And often times the reason we're not hitting that annual goal is
• 3:24
  because we're not actually reverse engineering the steps
• 3:26
  that are necessary to get there. And then asking ourselves the
• 3:29
  tough questions of do I have the resources to achieve that?
• 3:33
  Do I have the plan in place to achieve that?
• 3:35
  And really giving ourselves the blueprint to getting there.
• 3:38
  A lot of the time when someone says like, what's your goal for
• 3:41
  this year? You're like, OK, well, I wanna
• 3:42
  make X amount of money or I wanna achieve this thing.
• 3:45
  But you don't really reverse engineer before you state that.
• 3:49
  And so really my goal today is to help you to not only
• 3:53
  understand where did you wanna go, but also what the steps
• 3:55
  would look like in you getting there and how to really break
• 3:58
  that down to be tangible. And this is frankly like the
• 4:00
  exact exercise. I will be totally transparent
• 4:03
  with you. This is the exact exercise that
• 4:04
  I walk through with a lot of my scaling clients.
• 4:07
  Like, of course, we go into micro detail and we plan it out
• 4:09
  with them. But this is something like we're
• 4:11
  gonna cover high level today of some of the core questions that
• 4:14
  I asked them and the things that I support them with.
• 4:16
  So without further ado, let's get right into it.
• 4:19
  One of the things that I think has been a big, a big lesson in
• 4:23
  business and you know, in my scaling journey is that to
• 4:26
  achieve more, to have a bigger business, to do more doesn't
• 4:29
  mean that you have to be doing more.
• 4:32
  So to do more revenue doesn't mean you to be doing more
• 4:34
  things. And I know that kind of breaks
• 4:36
  your brain because you're thinking, well, it must be I
• 4:38
  have to do more things than I'm doing right now, IE working
• 4:40
  harder equals making more money. And it's interesting because
• 4:43
  it's probably one of the the least true things when it comes
• 4:46
  to scaling. Scaling at its basic essence
• 4:48
  really is a matter of subtraction and not addition.
• 4:51
  And so there's a quote that I really resonate with, which was
• 4:54
  while planning and being busy makes you feel productive, it is
• 4:57
  only action that is truly productive.
• 5:00
  And so often times a lot of business owners get stuck in the
• 5:04
  busy because when we're busy, we feel like we're achieving things
• 5:06
  right? We feel like we're moving the
• 5:07
  needle. But then you end up being super
• 5:10
  busy all year and you're like, wait a second.
• 5:11
  Why do I feel like I've been in the depths, I've been in the
• 5:15
  weeds of stuff right now, and yet I feel like I'm basically
• 5:18
  the same place that I started? How am I doing?
• 5:20
  More than I've ever done, but yet I have essentially the same,
• 5:23
  if not less results. And you're thinking, how is that
• 5:26
  possible? And that's because to scale is
• 5:29
  not actually about just doing more things, not about being
• 5:32
  more busy. It's about being really
• 5:34
  intentional at the actual execution of what you're doing
• 5:37
  and the actions that you're taking and being conscious of
• 5:39
  what are those things that are going to move the needle for
• 5:41
  you. And so you know, another thing
• 5:44
  that was really helpful for me when I started to look at
• 5:46
  planning in our business and planning other people's
• 5:48
  businesses was another quote of 20% of your input right now is
• 5:54
  what's getting you 80% of your output.
• 5:56
  OK, I'm gonna repeat that. 20% of your current input is what is
• 6:01
  getting you 80% of your current output.
• 6:05
  Now, what that means is that even though you're like, I'm
• 6:09
  doing all the things, I'm doing the trainings and I'm building
• 6:12
  the content, I'm doing the e-mail marketing and I'm
• 6:14
  potentially gonna refine my blog and like, listen, like I know
• 6:17
  you, you're doing all the things right now.
• 6:19
  The thing you wanna keep in mind is only 20% of the things that
• 6:22
  you're actually working on right now are the things that are
• 6:25
  actually generating 80% of the results you're seeing.
• 6:28
  And I know that that can be defeating, right, 'cause we
• 6:30
  think like, well, then why am I doing the other 80% if only 20%
• 6:34
  is leading to any kind of result?
• 6:36
  And this is the whole idea when it comes to scaling.
• 6:38
  It's about really looking at what is that 20%?
• 6:41
  What are the 20% of the things that we're doing right now that
• 6:43
  are moving the needle? And how can we double down on
• 6:45
  those instead of just simply adding more and more and more
• 6:48
  things. And so, you know, the 1st place
• 6:51
  we start, which a lot of people think about, like, OK, like
• 6:53
  what's my strategy? What's my marketing strategy?
• 6:55
  What's my sales strategy? Like?
• 6:56
  Tell me what the strategy is, Kate.
• 6:58
  And the best quote that I heard from a mentor, and this is not
• 7:01
  my quote, so I have to give credit where credit is due.
• 7:04
  This is the quote that says you do not have the business you
• 7:07
  want because you have not become the person to run it yet.
• 7:11
  And this is a quote I heard from a mentor and it really
• 7:14
  solidifies stage 1 of quarterly planning, which is actually
• 7:18
  figuring out if you want to have a certain type of business.
• 7:21
  Do you even know who the person is you need to become to have
• 7:24
  that business? And asking yourself the tough
• 7:25
  question, are you the person to run the business that you say
• 7:29
  you want? And you guys have heard this in
• 7:31
  earlier episodes, I've talked about this.
• 7:33
  I went to a past mentor and I had said, hey, I want to have a
• 7:35
  7 figure business. And he was like, frankly, you
• 7:37
  don't deserve it because you haven't started operating as the
• 7:40
  person to run a 7 figure business.
• 7:42
  So until you do that, you are capping your own success and you
• 7:46
  will never have that business because you haven't embody the
• 7:48
  kind of person you need to be to have that business.
• 7:51
  And so the first place we actually start when we're going
• 7:53
  to go into anybody's quarterly planning is to really look at
• 7:55
  the people, not just the process or the strategy.
• 8:00
  And so we have these two different buckets that I work
• 8:02
  through with people, which is what we consider to be the small
• 8:04
  self and the sore self. And so the small self basically
• 8:09
  being the ways in which you're playing small right now, the
• 8:12
  ways in which you are making yourself small and frankly
• 8:15
  indirectly making your business small.
• 8:17
  And So what I want you to do is I want you to kind of think
• 8:20
  about having a piece of paper and on one side, you're going to
• 8:23
  put the picture, you're going to write picture.
• 8:26
  And on the right hand side, you're going to put qualities.
• 8:29
  OK, So one of the first questions I want you to ask,
• 8:32
  you're going to note these all down on the left hand side is
• 8:34
  what is the picture of how you're playing small right now?
• 8:37
  And I'm going to give you some examples to get the ball rolling
• 8:39
  for you. Maybe you're not eating healthy.
• 8:42
  You're somebody who feels like you constantly fear rejection.
• 8:45
  You feel like you kind of feel sluggish every day.
• 8:48
  And you know, the main way in which you recharge your energy
• 8:51
  is to watch Netflix and have wine daily.
• 8:55
  You feel like, you know, you need to do the mindset work, but
• 8:57
  you're not really doing it daily.
• 8:58
  You don't really have a daily practice.
• 9:00
  You feel like you are constantly spending all the money that you
• 9:05
  make and you're not really looking at the long term vision
• 9:07
  of how you want to reinvest back into the business.
• 9:10
  You tell yourself maybe right now that you know, you're going
• 9:13
  to post on TikTok or you know, you're going to start that
• 9:15
  podcast or you know, you're going to sell daily, but then
• 9:17
  you find time after time, you don't end up doing it right.
• 9:20
  So I want you to really take a critical looking, almost like if
• 9:22
  you could observe yourself and you could watch yourself, what
• 9:26
  are you doing right now? What is the way in which you're
• 9:28
  operating? What are the ways that you feel
• 9:30
  like you're playing small, that you're holding yourself back,
• 9:33
  right? What are the things?
• 9:33
  Maybe a better question is that you say you're going to do that
• 9:36
  you're not actually doing and that you really ultimately want
• 9:39
  to change. So I want to list a couple of
• 9:41
  those. And that probably could be
• 9:42
  anywhere between, frankly, like 5 to 10 different things that
• 9:45
  you observe about yourself and the ways of which you're
• 9:48
  behaving or acting right now that you feel are a
• 9:51
  representation of the way in which you're playing small.
• 9:54
  OK. So on the right hand side, now
• 9:56
  that we have that list, you're then going to look at that list
• 10:00
  and say, well, what kind of qualities does that person
• 10:05
  present? And this quality question is
• 10:08
  really important. And I talked to clients about
• 10:10
  this because I said, tell me how you live and I will tell you the
• 10:13
  results that you're going to have.
• 10:16
  So tell me how you live in your life.
• 10:17
  Tell me how you live in your business, and I will tell you
• 10:19
  the results you're going to have.
• 10:20
  And this is, by the way, not just in business, this is true
• 10:23
  of any goal. If I was to watch your
• 10:25
  relationship or your dynamic, that tells me the type of
• 10:28
  relationship that you're going to have.
• 10:31
  Or if I was to watch what you eat day-to-day, that tells me
• 10:34
  probably the gut health situation you've got going on.
• 10:37
  If I was to look at the business habits that you have day-to-day,
• 10:41
  that tells me the type of business outcomes you're likely
• 10:44
  going to achieve. And This is why we can look at a
• 10:47
  day in the life of a business owner who's making, let's just
• 10:50
  say, 2 KA month. They just start in their
• 10:52
  business to somebody who's doing 8 figures in their business.
• 10:56
  The way in which they operate their day can be extremely
• 10:59
  different. And as a result, their results
• 11:01
  are very different. And so the reason we start here
• 11:04
  is we need to get clarity of who do we need to become to have the
• 11:08
  business we want. So we start on the left with a
• 11:10
  picture of how we're operating now.
• 11:12
  And the Step 2 of this is looking at what are your small
• 11:16
  qualities. So now we know our small
• 11:17
  picture, Step 2 is what is our small qualities.
• 11:20
  And what I mean by this is I want you to look at those
• 11:22
  actions on the left hand side. And I want you to ask yourself,
• 11:26
  if I was to see those actions, if I was to see those behaviors,
• 11:30
  what do I believe to be true that that person probably has as
• 11:34
  the value system that they operate from?
• 11:36
  So if we go back to those list of examples I gave you, they're
• 11:38
  probably somebody who overthinks, right?
• 11:41
  They're probably someone who maybe is hesitant.
• 11:43
  Maybe you lack self-awareness, you feel scared, you're fearful,
• 11:48
  you're anxious about results. Like I want you to give me the
• 11:51
  values, the beliefs that that person must hold.
• 11:55
  If they are somebody that is playing small, if they have
• 11:59
  those actions or they have those behaviors and they're playing
• 12:02
  small, what are the qualities or the beliefs that they must have
• 12:06
  in order to have those actions? OK, so that's going to be your
• 12:09
  Step 2. That is what we call the small
• 12:11
  self. This is the small self versus
• 12:14
  the sore self exercise. OK, so on the left hand side you
• 12:16
  got your small picture and on the right hand side you've got
• 12:19
  your small qualities. OK, so left hand being the
• 12:22
  actions you're taking, right hand being the qualities that
• 12:24
  you must believe or the belief system must have to have that be
• 12:28
  your day-to-day reality. Now let's go future scope.
• 12:32
  OK, so once you're done that, you're then going to look at
• 12:34
  your sore self, which is the self of the results or the
• 12:39
  outcome that you ultimately are looking to achieve.
• 12:42
  So when I went to this exercise, when I first started getting
• 12:44
  into quarterly planning, because frankly, up until that point,
• 12:47
  business planning was like me on my Notespad being like, I want
• 12:49
  to start a mastermind. Like it wasn't something that
• 12:52
  had a ton of of intention to it, right?
• 12:54
  And so this is where I started. I actually started on being
• 12:57
  like, who do I need to be to have the business that I want to
• 13:00
  have? And so I had this really tough
• 13:03
  conversation with myself to say where do I need to level up?
• 13:05
  Where do I need to develop? And so the sore self is really
• 13:08
  looking at the person you want to be and thinking about that
• 13:11
  goal you have in mind. Maybe it's a revenue goal, maybe
• 13:13
  it's an impact goal, Whatever that vision looks like for you,
• 13:16
  and this can be a year from now, it could be five years from now.
• 13:20
  I want you to even just potentially like close your eyes
• 13:22
  and tune into who do I want to be as a business owner, the
• 13:28
  results of my business. I want you to picture that for a
• 13:30
  second. Now that you have that picture,
• 13:33
  I want you to ask yourself what does that person's day-to-day
• 13:35
  look like? What kind of actions do they
• 13:37
  take? What kind of reality do they
• 13:39
  have? What kind of behaviors are they
• 13:41
  possessing? And examples being maybe for me
• 13:44
  it was, you know, the fact that I really was somebody who is
• 13:47
  intentional about what I ate. I really focused on feeding my
• 13:50
  body with fuel. I was somebody who had some
• 13:53
  aspect of movement every day and I would either work out or go
• 13:56
  for a walk, or I had something that was kind of more moving my
• 13:59
  body, taking care of the machine that was gonna build this
• 14:01
  business. I had time to connect with
• 14:04
  friends every single week and I really put emphasis on my
• 14:06
  relationships, both personal like with friends and also with
• 14:10
  my partner. I would be somebody who takes
• 14:13
  self-care as a priority and I would really focus on sleep and
• 14:16
  recharging and you know, adding aspects of of new understanding
• 14:20
  and new learning every single day to develop my skill sets.
• 14:24
  I would be somebody who's committed to personal
• 14:25
  development. I'd be at events and I'd be
• 14:27
  listening to podcasts and I'd be reading books consistently.
• 14:31
  And I would be somebody who measured my results based off of
• 14:35
  a quarter or six months or a year at a time, not just on the
• 14:38
  one day, because I wasn't going to be somebody who felt that if
• 14:42
  I had an off day that I was going to quit and wait on, quote
• 14:44
  UN quote, until Monday. I was really somebody that
• 14:47
  believed in the compound effect and consistency over time.
• 14:50
  And that's what I valued. So that was really looking at
• 14:52
  like, how do they operate their day?
• 14:54
  What are the things that they do?
• 14:55
  What does their week look like? And paint a picture of that and
• 14:58
  let look get as specific as you can.
• 15:00
  The more clarity and the more depth of the vision that you
• 15:03
  have, the more clear we're going to be able to execute on that.
• 15:06
  OK, so this is your sore picture.
• 15:08
  This is the sore reality that's on the left hand side again.
• 15:11
  OK, so here's our left hand side for our small exercise was the
• 15:15
  small picture on the right hand side was the qualities.
• 15:17
  Now we have on the left hand side the sore picture of your
• 15:20
  piece of paper and on the right hand side we're going to go into
• 15:22
  our sore qualities. And so for myself, I started to
• 15:25
  think about, OK, well, if I am the business owner, who's that
• 15:28
  source self like I'm thinking at this time I wanted to have a 7
• 15:31
  figure business when I first started quarterly planning and I
• 15:34
  had probably I'm going to say like probably around a $250,000
• 15:38
  a year business when I first started doing this exercise and
• 15:41
  I really wanted as a year cash that sound like what kind of
• 15:44
  qualities does me at 7 figures have and possess?
• 15:48
  And so I noted these, I had confident, consistent, certain,
• 15:53
  takes action, takes bold action and is bold in her beliefs and
• 15:57
  her execution is courageous, is powerful, has an aspect of
• 16:02
  feeling peaceful, calm and is ultimately extremely committed
• 16:06
  to her mission. So I start to see the contrast
• 16:10
  and there's a reason that we put, we put side by side so that
• 16:12
  you can see the way in which you may be operating now and then
• 16:16
  future scope to the way in which you may need to operate to have
• 16:19
  the business or the reality that you want.
• 16:20
  And so when we look at these right, you've got on the initial
• 16:23
  list, if you think with the qualities, we've got someone
• 16:25
  who's scared and fearful and uncertain and overthinker and
• 16:28
  reserved is how I originally had self identified the qualities
• 16:32
  that I was living my life by. And then I thought about that 7
• 16:36
  figure self who's on stages and, you know, flash forward now had
• 16:39
  a podcast and was doing, you know, public speaking at the
• 16:42
  sales that I wanted and the team that I wanted and the, the
• 16:44
  impact that I, it became very evident that I was not operating
• 16:48
  the values I needed. And I needed to embody these
• 16:51
  values first to be able to execute in alignment with that.
• 16:54
  You know, there's the end outcome and people see action,
• 16:57
  but really what it becomes is that who you are right now is a
• 17:02
  byproduct of your belief system. So if you think about what you
• 17:05
  want to achieve, we first have to figure out what do we need to
• 17:07
  believe to be true? And only once you believe it,
• 17:11
  can you then become it. And when you become it, can you
• 17:14
  ultimately have it? And so a lot of people think
• 17:18
  about how do I have, how do I have as the first thing that
• 17:21
  they look at when they're looking to achieve the goals in
• 17:23
  the business. First, you need to start with
• 17:24
  your belief system because your belief system is the thing
• 17:26
  that's determining your actions you're taking every day.
• 17:29
  And those actions are the things that are determining the
• 17:31
  results. And so the results are not where
• 17:33
  we start. We start with the belief system
• 17:34
  that you have because that is your compass right now, whether
• 17:37
  you realize that consciously or not, that is guiding your every
• 17:40
  single day and the outcomes you're going to have from it.
• 17:44
  So the first step in quarterly planning is figuring out who are
• 17:47
  you now and who is it that you need to become?
• 17:50
  Because again, that back to the quote that I got from a mentor,
• 17:52
  which is that you have, you don't have that you want because
• 17:54
  you haven't become the person to run it yet.
• 17:56
  So that's step one. Now in quarterly planning, as I
• 17:59
  said earlier, this is a process of breaking it down piece by
• 18:03
  piece, byte by bite. This is not a matter of you
• 18:05
  going like initially to gate to your, it's really good an upside
• 18:10
  down triangle. It really is that.
• 18:12
  And if you want to draw that as a visual, that's actually how we
• 18:14
  teach this when we teach quarterly planning section by
• 18:17
  section. And I'm going to break these
• 18:18
  down to steps for you. So if you want to kind of start
• 18:22
  drawing your triangle, feel free to do so your upside down
• 18:24
  triangle. So step one is we're going to be
• 18:27
  looking at your three-year vision.
• 18:29
  And I can't tell you how many business owners that I have
• 18:31
  worked with who are like, OK, yes, like I want to like go
• 18:34
  achieve things like amazing. I love that for you.
• 18:36
  What's the vision? And they're like, what?
• 18:39
  And I'm like, what's the vision? Like what do you want to
• 18:41
  achieve? The number one thing that I hear
• 18:44
  is, oh, I want to hit X amount of revenue.
• 18:46
  And I understand that obviously we need to have financial
• 18:48
  targets for the business, but there's also this aspect of
• 18:51
  needing to have more depth than just a financial target.
• 18:55
  Because frankly, as I can tell you as somebody who's had a lot
• 18:57
  of different financial targets, the financial target alone is
• 19:00
  not going to be the thing that helps to guide you in the
• 19:03
  development towards your vision. And so we need to get clear and
• 19:06
  like what is it that we're even looking to achieve in the next
• 19:08
  three years? And so this section is really
• 19:11
  going to be asking yourself what is that ultimate three-year
• 19:14
  vision, OK. So what is also the vision for
• 19:17
  each department of your business and departments meaning and kind
• 19:20
  of some of the ways in which we break these down are financial
• 19:23
  target, OK delivery, IE clients offers delivery within your
• 19:28
  business. Third, your marketing.
• 19:31
  So what do you want to see happen within your marketing
• 19:33
  sales and also give back, which is what is something you want to
• 19:38
  do from strictly packed focus And the last one being personal,
• 19:44
  not in order. By the way, these are just a
• 19:45
  list of the ones you want to cover.
• 19:47
  They're not in order of priority.
• 19:48
  They're all equal. And So what we want to look at
• 19:51
  is what is the three-year ultimate vision?
• 19:52
  What is the vision for each department of your business and
• 19:54
  your life? What is your financial target?
• 19:57
  Do you know that? And what is the vision for
• 19:59
  yourself, but also most importantly for your team?
• 20:02
  And so if you have a team, this is really important to get
• 20:04
  clarity on because your team cannot follow you if they don't
• 20:07
  know where you're going. They're not going to buy into
• 20:10
  your vision and your path and your milestones if they feel
• 20:14
  like it's kind of, you know, the blind leading the blind.
• 20:17
  Right. Like we need to be at a place
• 20:19
  where we feel like there's an of being able to say I have and I
• 20:25
  know where we're going. Follow me.
• 20:27
  OK. So one of the things that we're
• 20:30
  going to look at is the financial target.
• 20:31
  So two things that I want you to look at are what is the total
• 20:34
  amount of revenue that you want to achieve?
• 20:36
  So what is the total amount of of money you want to bring in
• 20:39
  this year? And I want you to look at that
• 20:41
  as a total for the year, but I also want you to look at that as
• 20:44
  a total per month. OK, So each month, what is your
• 20:47
  target? Now the thing with financial
• 20:50
  that we also can look at is that you can also have more depth to
• 20:53
  this, which is do you have a certain number or a percentage
• 20:56
  of what you want your expenses to be at?
• 20:58
  Do you have a certain amount of profit that you're looking to
• 21:00
  achieve each year? Do you have a certain amount
• 21:03
  maybe that you're looking to pay yourself as the CEO in salary or
• 21:07
  in some kind of benefit to yourself?
• 21:10
  So we want to get depth of like what is the target for the
• 21:13
  business financially? And So what is the annual
• 21:17
  revenue? What does that look like per
• 21:18
  month profit expenses, as much detail as you can give is going
• 21:22
  to be best. OK.
• 21:24
  Then we want to look at delivery.
• 21:26
  So like for an example like case study here I have I have 192
• 21:29
  clients served a year at six K, which means that in total you
• 21:34
  would need 16 new clients a month.
• 21:37
  Also with delivery, one of the goals of this client that I'm
• 21:39
  using as a case study is that they wanted to build out a panel
• 21:42
  of Co coaches to coach their one to many offerings.
• 21:46
  And they also the goal of hosting one event per year that
• 21:49
  was specifically designed for their existing clients and to be
• 21:52
  a community and a connection piece for their clients.
• 21:55
  And so that was their delivery goals.
• 21:57
  So how many clients they wanted a year?
• 21:58
  At what price point? How many per month did they want
• 22:01
  something to change when it came to the actual structure inside?
• 22:03
  So maybe it's a certain module type of structure is it is or
• 22:07
  support team? Is it events?
• 22:09
  Like what is it that we want to basically be adding to this?
• 22:12
  So marketing was another one. This marketing bucket was to
• 22:16
  create a podcast that was showcased on multiple platforms
• 22:19
  to do public speaking in front of ideal client audiences and to
• 22:23
  be able to connect more in networking opportunities with
• 22:26
  peers to be better known within the industry.
• 22:30
  OK, podcast launching public speaking and doing more
• 22:32
  networking events to be able to be seen and understood by peers.
• 22:36
  Targets for that person for that year.
• 22:38
  This person had the goal of having a full time sales Booker
• 22:43
  in their business. They also wanted to have a full
• 22:45
  time closer. And they had also the goals when
• 22:49
  it came to sales, more of their sales to happen over messages
• 22:53
  rather than over phone calls. And so they started to really
• 22:56
  look at OK, well, you know, what does that look like for us in
• 22:59
  the sense of how do we want to reverse engineer this?
• 23:01
  There's the aspect as well of the give back section, which is
• 23:05
  really a matter of what do you want to do to actually extend
• 23:08
  the impact of your business and what does impact in your
• 23:11
  business actually look like. So for this was to donate to a
• 23:15
  low income Ware and also to help those who have low income to be
• 23:20
  able to start a business and to provide scholarships to women to
• 23:25
  be able to coach with their business.
• 23:27
  So they wanted to have a set amount of scholarships per year.
• 23:29
  They also wanted to give back to a charity and they also wanted
• 23:32
  to help women to have resources to be able to understand how to
• 23:35
  grow and launch a business and have the resources to do so.
• 23:39
  See here. This really is breaking it down
• 23:41
  by department. We've got financial delivery to
• 23:43
  clients and your offerings, marketing goals, sales goals,
• 23:46
  give back. There's also the aspect of the
• 23:49
  personal goal and in the personal goal or in the personal
• 23:52
  bucket, we're looking to see what are your personal goals
• 23:54
  that you're working toward and how does your best business line
• 23:57
  with those. And so one of them being, which
• 23:59
  is very common for a lot of women that I work with, not for
• 24:01
  everybody, but there is a good majority of women in the space
• 24:04
  of my business right now that I'm supporting who are starting
• 24:06
  families and women who are either starting their family or
• 24:10
  extend extending their family. And they want to have more time
• 24:13
  at home with their kids and they want a business that supports
• 24:16
  them in doing that. And so the goal for them is to
• 24:20
  be able to have excise of biz, but most importantly, to be able
• 24:24
  to do so while also potentially only working, you know, 3 hours
• 24:28
  a day or 4 hours a day or working three days a week for 8
• 24:32
  hours a day, whatever that structure may be.
• 24:34
  They personally have the goal of taking X amount of vacations per
• 24:37
  year where they're completely off the grid and nobody can
• 24:39
  contact them. So there's a variety of
• 24:42
  different ways of what the personal may mean for you.
• 24:45
  But it is also important to look at if you are creating this
• 24:47
  business that you're working so hard for, what do you have to do
• 24:52
  to support your personal vision? And so like for me, my goal is
• 24:57
  to have a very big business and continue to have a very big
• 25:00
  business. But I also, you know, have the
• 25:02
  goal of one day being a mom. And I want to have the ability
• 25:05
  to take my kids to school in the morning and to pick them up at
• 25:08
  the end of the day and not be the container of how I operate
• 25:12
  my day. That like when they leave, I
• 25:14
  work while they're at school and when they come home, I'm done.
• 25:18
  Like, that is like put the books away at 3:00 PM when I'm picking
• 25:21
  up from school. And other than that, that's my
• 25:23
  like ultimately my ultimate goal is to never need to be working
• 25:27
  when my kids are home. And so that for me is a personal
• 25:31
  target that I am working toward, which is to make sure the
• 25:33
  business is structured from such a way that it allows me to do
• 25:37
  that. And so you want to ask yourself
• 25:38
  what are your goals in these buckets?
• 25:40
  What is the three-year vision for you financially?
• 25:42
  What is the three-year vision for your offerings?
• 25:44
  What kind of products do you want to make?
• 25:45
  What kind of programs do you want to create?
• 25:47
  What kind of services do you want to offer?
• 25:49
  Is there a certain type of structure you want for your
• 25:51
  clients? Do you see a certain vision of
• 25:52
  doing events or a certain type of support for them?
• 25:55
  Marketing. What do you want to achieve in
• 25:56
  marketing? Do you want a podcast?
• 25:58
  Do you want to do public speaking?
• 26:00
  Do you feel like you want to, you know, platforms that you're
• 26:02
  not on right now? Do you have a certain goal maybe
• 26:04
  when it comes to a certain following size or a certain type
• 26:07
  of exposure with your business, right sales?
• 26:10
  What are the sales kind of goals which that you want to have?
• 26:13
  Is there a certain, you know, high certain type of staffing
• 26:16
  you want to have around sales and give back and charity?
• 26:19
  What is something you want to do when it comes to the impact of
• 26:21
  your business? What is the domino effect that
• 26:23
  this is going to create outside of anything that you're doing
• 26:26
  from a online or a business type lens right now?
• 26:29
  And most importantly, what is your personal goal?
• 26:31
  What are the things that you're working to achieve personally
• 26:34
  and how can we create in the next couple years the execution
• 26:39
  in your business that you need to achieve the goals that you
• 26:41
  want, the personal things that are important to you?
• 26:44
  And again, only you will know what those are.
• 26:47
  So that's going to be step one, the top of your upside down
• 26:50
  triangle. OK.
• 26:52
  So step is where we're going to actually take that three-year
• 26:55
  vision. Now we have clarity of that.
• 26:56
  So once you're done with that section, you're going to Step 2,
• 26:58
  which is the annual, an annual really looking at how does the
• 27:01
  three-year vision ultimately connect to the one year vision.
• 27:05
  And the thing that I think is my biggest learning, which is what
• 27:09
  most people look at with quarterly planning, they think
• 27:11
  about, hey, what I want to do this year.
• 27:12
  Everyone knows what they want to do this year.
• 27:14
  Very few people know they want to do in three years.
• 27:16
  But when it comes to one year, the other thing I will also say
• 27:18
  is this really there's this duality that I feel around like
• 27:21
  a one year target because there's really people really
• 27:25
  overestimate what can happen in one year.
• 27:28
  But then on the flip side, have an aspect where they really
• 27:30
  underestimate what can happen in a short amount of time.
• 27:33
  And so we don't really want to look at assuming we can do a 10
• 27:38
  year plan in one year, right. Like we want to be realistic,
• 27:42
  but in being realistic, we also don't want to cap ourselves on
• 27:45
  what our potential is. So for me what I look at is I
• 27:50
  look at the execution, I look at the things that I have done as
• 27:53
  the track record of what I am able to achieve.
• 27:56
  And so even for myself when I first started my business, like
• 27:58
  I had 7 figures in 18 months of starting my business.
• 28:02
  And the thing that that really tells me, even though, OK, yeah,
• 28:05
  sure. That's like a fancy number for
• 28:06
  people to hear of, you know, how did you do it?
• 28:09
  All of these things. The main thing that that
• 28:11
  actually does for me, us, you know, in the way that that
• 28:14
  actually supports me is the fact that it shows me what is
• 28:17
  possible for me in a set amount of time when I put the right
• 28:20
  tools and the right approach approach.
• 28:23
  And so it shows me the track record of what I can achieve.
• 28:26
  Now this is also not to say by the way, that just because
• 28:29
  you've had a years in business that you're going to stay at
• 28:32
  this pace. It's more to say that if you're
• 28:35
  going for really, really big out there outlandish goals and
• 28:40
  you're like, is this crazy? Is this too much?
• 28:42
  The way to know is to really look at what is the consistency
• 28:46
  of the way in which you've been able to execute until now and
• 28:50
  what is the momentum that you have created.
• 28:51
  Do you have any past evidence that shows you that this is
• 28:55
  something that is a possibility? And so if you don't have any,
• 28:59
  it's not to say you can't do it because obviously, when I
• 29:01
  started my business, I had no past evidence and I hit 7
• 29:04
  figures in 18 months. But when you go year after year
• 29:07
  and we're talking like in the third year of business, the
• 29:10
  fifth year of business, right? I've been in business now, I
• 29:12
  believe it's like 6 years since I started online.
• 29:16
  And you know, every single year I get more and more real with
• 29:19
  myself of what can be done in a certain amount of time and being
• 29:24
  really realistic about the outcomes that I can achieve.
• 29:26
  And so you can't master everything in one year.
• 29:29
  And this was something that I, I learned the hard way, which is
• 29:33
  why I have the podcast to let you guys learn from my mistakes.
• 29:35
  I learned from I learned because I really had thought that I
• 29:38
  could, you know, blow up my brand in the first year and then
• 29:41
  also blow up my offerings and, you know, catapult my sales.
• 29:44
  But then also, I could flush out this whole team and have that
• 29:47
  all established. Like I had these insane goals
• 29:49
  for one year. And what I learned by default by
• 29:53
  just kind of going through the experience was that you really
• 29:56
  can't master all of those in one year.
• 29:59
  You have to have an aspect of focus.
• 30:01
  And so the annual is where we're going to breakdown what those
• 30:03
  focuses can be. And I want you to pick two or
• 30:06
  three that resonate with you and you'll know based off of your
• 30:09
  business right now. But what you want to do is you
• 30:11
  want to assess your business and you want to say, OK, where am I
• 30:13
  at right now? And what's the core needles that
• 30:15
  I need to move? And you have to recognize which
• 30:18
  is the hardest part for most businesses is that you're
• 30:20
  actually not going to be able to do everything at the same time.
• 30:23
  And frankly, you shouldn't want to anyways because when you're
• 30:27
  scattered and you're like, I'm going to blow up as a brand, I'm
• 30:29
  going to do the podcast, I'm going to do events, I'm going to
• 30:32
  do my team and I'm going to do these offers.
• 30:33
  I'm going to do the back end. I'm going to do my website.
• 30:35
  I'm going to do this. You end up really, frankly doing
• 30:38
  nothing. You end up moving the needle in
• 30:40
  nothing. You end up back to the earlier
• 30:41
  quote that we started with. You end up being really busy and
• 30:44
  feeling productive versus actually being productive.
• 30:48
  And they're not the same thing. So in this, I'm going to list
• 30:52
  out five different key categories that we look at.
• 30:55
  And I want you to pick two to three that really resonate with
• 30:59
  you, that you feel are the ones that you most need to work on or
• 31:02
  most need to see movement in, in order to see the goals that you
• 31:04
  want to see happen for your three or your one, your vision
• 31:07
  to come to life. So number one is attract.
• 31:11
  Do you currently attract enough leads?
• 31:13
  Do you have enough people who are consistently inquiring right
• 31:16
  now? Do you have enough traffic?
• 31:18
  Do you have enough eyeballs on your business and on your brand
• 31:21
  right now? And if you're like no, then
• 31:23
  attract may be one of the pillars that you need to focus
• 31:26
  on, which is the ability to attract the right and consistent
• 31:30
  leads over time. So like, do we have consistent
• 31:33
  leads coming in or are they the right people coming in?
• 31:35
  Do you have enough quantity of leads coming in for you to have
• 31:38
  the sales of the outcome or the results that you want to see
• 31:40
  happen in your business? So number one is attract #2
• 31:44
  nurture. If you have people who know who
• 31:47
  you are, are they activated and do you have community and do you
• 31:51
  have brand with those people who know that you exist?
• 31:54
  This is something that's a big disconnect when it comes to
• 31:57
  brand. Everyone thinks brand and
• 32:00
  community is built overnight. Brand is the byproduct of
• 32:03
  consistent community daily and the execution around that daily.
• 32:08
  And that is something that takes time and that takes effort and
• 32:11
  that is something that needs to be created.
• 32:13
  It's not just because you post content.
• 32:15
  Oh, I have a brand. Yeah, you may have branding, but
• 32:19
  you don't necessarily have brand.
• 32:20
  Brand is basically the ability for other people to know about
• 32:23
  your business and speak about you in the light in which you
• 32:25
  hope them to every single day behind the scenes.
• 32:29
  And so when we're looking at nurture, which is number 2, you
• 32:32
  want to ask yourself if I have attention, if I have leads, if I
• 32:35
  have interest, do I think those people are primed and warmed and
• 32:38
  kind of like eat up what I do? And frankly, this is something
• 32:41
  that in the earlier stages of my business, I really focused on
• 32:44
  because even though I had people who knew that I existed, the
• 32:47
  people who knew that I existed weren't like piranhas for what I
• 32:51
  put out. Like they were people who I'd
• 32:53
  have inquiries, like I would have people who'd reach out, but
• 32:55
  I didn't feel at that time that I could post something and they
• 32:59
  would just eat it up and I would sell.
• 33:01
  Like now in my business, and I say this in the in the most, you
• 33:05
  know, humble way, I have such a confidence in the ability to
• 33:09
  generate sales and the outcomes for our business because I know
• 33:12
  and I focus a lot on the connection with the people in
• 33:15
  our audience on serving you with answering questions on this
• 33:18
  podcast, being in my DMS and giving you coaching, being open
• 33:21
  to any questions that you have doing Ask me anythings going
• 33:24
  live and doing free coaching. Like I'm in it for the
• 33:26
  community. And so I know that because when
• 33:29
  I I'm give, give, give, give, give, when I eventually go to
• 33:32
  ask now because I've built so much structure around
• 33:36
  effectively giving, I know when I have this aspect, obviously
• 33:40
  there's always the, the ability of it not happening, but I have
• 33:43
  a certain aspect of certainty of what's going to happen.
• 33:47
  I have an aspect of predictability of what's going
• 33:49
  to happen. And that's because I focused on
• 33:51
  nurture for like a good year to two years in my business, really
• 33:55
  focusing on generating community.
• 33:57
  And so 2 is do you have community?
• 33:59
  Do you have connection? Do you have an audience who eats
• 34:01
  up what you do? Do you have nurtured leads under
• 34:03
  your nose? And if you don't, that might be
• 34:05
  something you want to focus on. 3rd is conversion.
• 34:08
  So if you are somebody who feels like, man, I have leads.
• 34:12
  Like I have people who are interested in working with me.
• 34:14
  I have people who are reaching out to work with me
• 34:16
  consistently, but they just do not get over the finish line.
• 34:19
  Like I have the interest, but the interest doesn't convert
• 34:21
  into clients. Then maybe yours is number 3,
• 34:24
  which is convert, right? So what are the ways in which
• 34:26
  you're converting leads into customers?
• 34:29
  And with that, do you need to pay more attention to that and
• 34:32
  put more of an emphasis on that in order to be able to grow your
• 34:35
  business? Third IT, which is your delivery
• 34:39
  to your clients, your offerings and the support in which you
• 34:41
  give inside of those offerings. And so with deliver, how do you
• 34:45
  deliver to your clients and most importantly, what is the quality
• 34:48
  of your service? And this is something that I
• 34:51
  think is such a missed mark, frankly, as too many businesses
• 34:55
  that are focusing one of two things.
• 34:57
  You're so deep on delivery that you never market or you're so
• 35:01
  heavy on marketing that you don't focus on delivery.
• 35:04
  And both are very, very important in just different
• 35:06
  ways. And so delivery is the goal of
• 35:08
  really ensuring that your product is top notch before you
• 35:13
  ever go into creating anything else.
• 35:16
  Another program, another service, another offering,
• 35:18
  another retreat, another event, whatever it may be, you should
• 35:22
  always be looking at the existing thing that you give
• 35:24
  people right now. Is that dialed in when it comes
• 35:27
  to results. The amount of businesses that I
• 35:29
  see that make new offerings when the existing offering is not
• 35:34
  getting people results, people don't feel supported.
• 35:36
  You're not getting referrals and you're not getting renewals is
• 35:39
  criminal to me. You should not be creating any
• 35:43
  new product you're offering if the existing ones you have are
• 35:46
  not knocking it out of the park. Because what it tells me as a
• 35:51
  consultant is that you're in it for the cash and the money of
• 35:54
  it, not to actually get people the results that you're
• 35:56
  promising them via the marketing.
• 35:58
  So the delivery is key. The delivery is essential to
• 36:02
  ensure that you have referrals and renewals, which are going to
• 36:05
  be the easiest way actually for you to scale your business.
• 36:08
  And so do you have good quality in your programs right now?
• 36:12
  Do you have good delivery? Do you have good results and do
• 36:15
  you have good referrals? Now with that, we also want to
• 36:18
  look at which is the next one lifetime value.
• 36:22
  Lifetime value is how long is an average client staying with you,
• 36:26
  right? So do you have somebody that you
• 36:28
  feel like you're having this revolving door of clients?
• 36:29
  Now, if you have a revolving door of clients, the problem
• 36:32
  with that being you're going to need a heck of a lot of clients
• 36:35
  because you are one door and they're out the other, right?
• 36:37
  And so to have your retention, retention is not a matter of
• 36:43
  somebody inside your program. It's not a matter of just like
• 36:45
  keeping them there to keep them there.
• 36:47
  What we're doing with retention is we're creating an intentional
• 36:50
  customer journey of how someone can progress through our product
• 36:54
  suite, right? So like how can somebody come in
• 36:56
  to start to work with us and progress through with you when
• 37:00
  it comes to renewing with you or when it comes to going up and up
• 37:03
  selling to a certain offer or down selling to a certain offer
• 37:06
  or something along that line? So the thing that I'm also
• 37:08
  looking at is number 5 here is LTV or better known as lifetime
• 37:12
  value. Do you have good lifetime value?
• 37:14
  IE do we need to be dialing in maybe a little bit more of your
• 37:17
  customer journey right now? Because the way in which people
• 37:20
  are going through your product suite and offerings is not
• 37:23
  actually intentional. So I'm going to highlight these
• 37:25
  again to give you some kind of, you know, list through.
• 37:27
  And I want you to pick again, on average 2 Max three of these
• 37:30
  that you're going to be focusing on for this year #1 attract,
• 37:34
  attracting more leads and getting more eyeballs and more
• 37:36
  traffic to your business #2 nurture the ability to create
• 37:40
  community and hot leads that eat up what you do 3 conversion.
• 37:44
  Do you have a ability to convert systemers every single day?
• 37:48
  Are you converting the interest you have into customers for
• 37:52
  delivery? Do you have intentional
• 37:54
  offerings that are structured to get people results and that are
• 37:57
  dialed in? And five, do you have lifetime
• 38:00
  value? Do you have people that are and
• 38:03
  they're also staying, they're staying within your ecosystem.
• 38:06
  If you do not have that, then that's going to be something we
• 38:08
  focus on. So I want you to go through that
• 38:10
  list and I want you to ask yourself of that list, which of
• 38:13
  those would you say two or three that you need to focus on?
• 38:16
  And you're like, well, Kate, I want to focus on all of them.
• 38:19
  That's where you're going to automatically put yourself in
• 38:23
  the bucket of not making a ton of progress this year because
• 38:25
  you're doing too much. I had years where I was really
• 38:28
  focused on our offerings, but I had other years where I was
• 38:30
  heavy focused on branding and marketing.
• 38:33
  And I had other years where I was really, really deep focused
• 38:35
  on sales and moving what was once all sales calls into all DM
• 38:38
  sales or 90% DM sales, right? So in doing those, what you're
• 38:42
  doing is you're really ultimately year after year,
• 38:45
  you're building the real foundation of your business.
• 38:49
  You're building the structure that's going to help you to
• 38:50
  scale into being a 3A5, A $7,000,000 company if you
• 38:55
  should. So, so we're talking about the
• 38:58
  annual. What we're looking at is we're
• 38:59
  going to focus on reverse engineering what that three-year
• 39:02
  vision is into what the one year vision would be.
• 39:05
  And with that one year vision, right.
• 39:06
  So we had all those buckets of marketing sales, give back
• 39:09
  delivery. We know the three-year we're
• 39:11
  going to look at the one year. And when we're looking at the
• 39:13
  one year and we're outlining those, we want to keep in mind
• 39:16
  these five sections right of a track, nurture, convert, deliver
• 39:19
  and lifetime value. Now when we're looking at and a
• 39:22
  common question I get when I even have done VIP days goal and
• 39:26
  intensives with people on their team and they'll say, well,
• 39:28
  Kate, like what's reasonable when it comes to, you know, the
• 39:30
  growth that I can expect. I want to give you a little bit
• 39:32
  of a reality check when it comes to growth rates.
• 39:35
  And as I stand, as I share these, this is not to say that
• 39:39
  I'm putting you in a box, OK? You can blow through these
• 39:43
  growth rates if you really want to, basically has doubled every
• 39:47
  single year that we've existed on average every single year.
• 39:51
  But almost every single year, we have basically doubled our
• 39:54
  business. And that's not common.
• 39:56
  And I also, by the way, don't expect that to continue when we
• 40:00
  get to bigger and bigger numbers, IE, if I have a
• 40:02
  $7,000,000 business, I'm not going to do 14,000,000 the next
• 40:06
  year, right? Like it's not realistic for me
• 40:09
  to expect as the numbers get bigger that they also continue
• 40:11
  to double. So I want to also give you some
• 40:14
  examples of what a growth rate is.
• 40:16
  And So what I want you to do is you can look at where you're at
• 40:18
  right now with your business revenue wise.
• 40:20
  And I'm going to tell you the growth rate.
• 40:21
  So a slow growth rate in your business is when you've
• 40:24
  increased your revenue 10% or less.
• 40:27
  So in US or grow, growing is 10% or less, what I call increase.
• 40:32
  So you've increased your revenue 10% or less when you have a slow
• 40:35
  growth rate business, a medium growth rate business is a
• 40:38
  business that increases their revenue 10 to 30% on average
• 40:42
  every year, OK. So it's growth business is a
• 40:45
  business that increases revenue on average 30% to 100% that year
• 40:51
  or year over year. So again, examples slow is 10%
• 40:55
  or less, medium is 10 to 30%, fast growth business is 30 to
• 41:00
  100%. And I share those because, you
• 41:02
  know, you can even look up if you're like a little nerd like
• 41:05
  me, you can look up different businesses and what their growth
• 41:08
  rates are. So you could look at a business
• 41:10
  and say, OK, let's say Apple or Mercedes or like poppy is a very
• 41:15
  popular drink right now. Like you can look at those
• 41:18
  businesses and say, what is their average growth rate?
• 41:20
  And it really is a reality check because I can't tell you the
• 41:23
  amount of businesses online that are like, you know, you're going
• 41:26
  to do a month the next year, you're going to be making 200K
• 41:28
  months. Yeah, 100% that's possible.
• 41:31
  It is possible. And like we talked in earlier
• 41:32
  episodes about, you know, the reality of what it looks like to
• 41:35
  do that. But the thing I also want to do
• 41:37
  is just take a moment right now to recognize that you can have
• 41:41
  massive extreme business. You can have a fast, fast, fast
• 41:43
  growing business. You can be massively rapidly
• 41:45
  expanding. But for those of you who feel
• 41:48
  like you're not doing 100 KA month and you're not doing 200
• 41:51
  KA month, and maybe you're at A20K month, you're at a 30 KA
• 41:54
  month, you're at A10 KA month, A5 KA month.
• 41:56
  I don't even care what the number is.
• 41:58
  Please let this be the validation that you've never
• 42:02
  gotten from the online world that if you are doing and
• 42:06
  putting in the intentional action in your business and
• 42:08
  you're not 100 and 200, that you are just as much worthy of being
• 42:13
  here and of growth as the woman beside you.
• 42:17
  Do not let the screenshots and the messages and I made this
• 42:22
  much money make you feel that you are not growing your
• 42:26
  business the quote UN quote right way.
• 42:29
  You deserve to have all of the growth and you will have all the
• 42:33
  growth coming your way manifesting that for you.
• 42:36
  But I also want to take a moment to tell you that you are doing
• 42:41
  an incredible job and that you should not be minimizing the
• 42:45
  results that you're making in your business, minimizing the
• 42:47
  growth that you're already achieving because so and so on
• 42:50
  the Internet is posting how much they're making and you're like,
• 42:53
  oh, I'm not making that much. If you are right now at a six
• 42:57
  figure business and you go the following year to 170 K and in
• 43:02
  the following year you go to 250 and the following year you go to
• 43:06
  310 or 20, you are growing your business.
• 43:10
  And just because you didn't go from 2K to 200K overnight does
• 43:15
  not mean that you do not have a successful business.
• 43:18
  And I would caution you to go out to the real world and tap
• 43:23
  into the average growth rate of real businesses.
• 43:26
  And so yes, there's this duality.
• 43:28
  Is it possible to achieve those things 100%?
• 43:31
  Yes. It is possible that that can
• 43:33
  happen. But does it also mean that if
• 43:36
  it's not happening, there's something wrong with your
• 43:38
  business? No.
• 43:39
  And so I wanted to include these rates for that reason because I
• 43:42
  think a lot of people feel that something is wrong with their
• 43:45
  business if they're not going from like, you know, 10 to 100
• 43:49
  or two 2 million to 5 million or whatever it is.
• 43:51
  And there's this like kind of like pressure that you feel and
• 43:55
  that's not yours. That's something you're
• 43:56
  catching, that's not something that you need to be taught.
• 43:59
  It's something that's caught from online marketing, frankly.
• 44:02
  And so I want to just take a second to acknowledge you and
• 44:04
  say, I really think that if you're putting in the key work
• 44:07
  right now and you're seeing the needle move in any way, you are
• 44:10
  growing. Yes, maybe not at the percentage
• 44:12
  you want to be growing, but that can be adjusted.
• 44:15
  And even if you do stay at a medium growth rate or a slow
• 44:17
  growth rate, guess what, honey, you are still growing.
• 44:20
  You are still growing. So please do not minimize that
• 44:24
  when you're running these rates for your business.
• 44:25
  Acknowledge the fact that a growth rate means just that you
• 44:28
  are still growing and that you should give yourself in the pat,
• 44:31
  a pat on the work that you've been putting in. 3 is quarterly
• 44:35
  planning and this is where we take the big three-year vision,
• 44:38
  OK. So that was step one.
• 44:39
  Step 2, we broke it into our annual.
• 44:41
  We got really clear on what it looks like as an annual target.
• 44:44
  And we also got really clear focus on our two to three of our
• 44:47
  five buckets, right? So there was 5, We picked two to
• 44:49
  three of the focuses we're going to have of our intention of what
• 44:52
  we're really trying to move the needle on this year.
• 44:54
  Now step three, we're going to look at building out what I call
• 44:57
  your boulders. And your boulders are basically
• 45:01
  the guiding principles, the guiding kind of buckets of what
• 45:03
  you're focusing on in quarterly planning.
• 45:06
  And So what I want you to ask yourself is a couple of
• 45:08
  reflection shins first before you go into quarterly planning
• 45:11
  this. So #1 what do you feel didn't go
• 45:14
  well last quarter? So if you look at the last three
• 45:16
  months, what do you feel didn't really go to plan?
• 45:18
  Where do you feel like maybe you missed the mark, you lost focus,
• 45:21
  It didn't really get the outcomes you were looking for?
• 45:23
  Like where do you feel like, like you couldn't, you wouldn't
• 45:25
  something different or you wish you saw something better?
• 45:27
  OK, what were things that you feel went well?
• 45:31
  Right. What are the things that you
• 45:32
  think that, you know what, yeah, we really moved the needle in
• 45:34
  that regard. Or we really, you know, we
• 45:36
  really saw results in that thing.
• 45:38
  Like what was the thing that you feel really did move the needle
• 45:41
  and got you the outcomes you were looking for?
• 45:43
  And what are the sticks that you want to celebrate?
• 45:45
  What are the things that you did that you're like, I'm really
• 45:47
  proud of what we did there and I'm really happy with results
• 45:50
  that you've achieved, ones that you had.
• 45:52
  What are things that you did? And also, by the way, this is
• 45:54
  not just financial. These are things of maybe you
• 45:57
  created a new offer or you created a whole new level of
• 46:00
  community that you feel like has never been so engaged.
• 46:02
  Like, what are those things now when we're looking at our one
• 46:05
  year, I want you to go back to that and I want you to get clear
• 46:07
  on what that is. And now that we see the
• 46:09
  financial goals, we see the, the understanding of what our
• 46:13
  intention and our, our lens of focus is gonna be, we wanna
• 46:16
  break these down into 3 core themes, OK?
• 46:20
  And so the three themes are the three areas in which you need to
• 46:24
  move the needle in order to see those outcomes happen.
• 46:28
  And so for each, we're going to rinse and repeat the same
• 46:31
  questions. And I want to give you an
• 46:32
  example. So one of ours was the aspect of
• 46:35
  attention. And so we really had this goal,
• 46:38
  especially in, of really just generating a lot more eyeballs,
• 46:42
  right? So like mission number one was
• 46:44
  like get the eyeballs and get the eyeballs basically meant
• 46:48
  that the goal was launched the podcast get our new website up
• 46:53
  to have a place to nurture people who we got the eyeballs
• 46:56
  of to take the podcast and repurpose it to all the major
• 46:59
  platforms. So we were on every single
• 47:01
  platform and to look at leveraging, repurposing to the
• 47:05
  highest capability and optimizing it so that I could
• 47:08
  make manually less content, but ultimately get more volume of
• 47:13
  content out consistently. And in addition to that, that we
• 47:16
  were also going to be adding e-mail to something that we have
• 47:19
  done, but we haven't really done it aggressively, I wouldn't say
• 47:22
  in our business up until this point.
• 47:24
  And so that was kind of like one of our focuses on visibility.
• 47:26
  The second thing was team really looking at how can we take the
• 47:30
  team and make the team something that's a little bit more.
• 47:34
  We wanted to have less people, but more intentional players on
• 47:37
  the team that really helped to move the needle.
• 47:39
  And also with that, one of the goals still inside of 2024 for
• 47:43
  us is to really ensure that the team is less task driven and
• 47:46
  more outcome driven. So let's do this thing or that
• 47:49
  thing and more of here's let's move the needle and create the
• 47:52
  outcome milestones. And the third one being that we
• 47:55
  were expanding our offering in our delivery.
• 47:57
  So we were dying dialing on existing offerings that we've
• 47:59
  had for years now. And we were starting to
• 48:01
  introduce our reveries, which is ambitious events, which by the
• 48:06
  way, you don't currently have your name on for our retreat
• 48:09
  that is coming up. Make sure that you DM me the
• 48:10
  word retreat because you're not going to want to miss this.
• 48:13
  But ENS was something that we added and that was really,
• 48:17
  really excited about. And also in this whole vein of
• 48:21
  all of this was doing more facilitating and doing more
• 48:24
  speaking. So I've been doing facilitating
• 48:25
  of other people's events and I have also been doing more.
• 48:29
  And so with all of these, those are core buckets that we want to
• 48:33
  focus on, right? So we wanted marketing bucket of
• 48:36
  getting new eyeballs. We wanted dialing and delivery
• 48:38
  and expanding the product suite. We wanted three like an NBA team
• 48:42
  of like X amount of players who really were people who helped to
• 48:45
  get outcomes and to move the needle.
• 48:48
  And so when it came to those 3 buckets, I was like, OK, if we
• 48:52
  see those things move, we will hit the targets we want to hit.
• 48:56
  Because if we have new eyeballs and we have the right offerings
• 48:58
  to help those people and we have the team who can help us to
• 49:02
  support all of that back end stuff happening, we're all
• 49:05
  systems go. And so the way that you want to
• 49:07
  look at these three themes are if you were to sit with these
• 49:11
  and you can kind of look at your list now and say, if there's
• 49:14
  three main things that I wanted to achieve, what would they be?
• 49:17
  What are three core focuses that I would have and why?
• 49:20
  And for each one, you're going to answer these questions.
• 49:22
  OK, so let's just take, for example, one of one of our, so
• 49:26
  the first one being desired outcome.
• 49:28
  OK, So what is your desired outcome with this theme?
• 49:31
  What is this goal of this major project or theme?
• 49:34
  And how will you define success? So when you're looking at what
• 49:40
  you want to achieve, how do you know you've done it?
• 49:42
  So like if I'm saying I want to attract more eyeballs, right?
• 49:45
  And I want to get more people to know who I am, well, what's a
• 49:47
  metric of the way or a way that I know that I even done that?
• 49:51
  So you want to define that second, you want to be able to
• 49:54
  also define what is the worst case scenario.
• 49:57
  So this is another thing I will tell you in business that I see
• 49:59
  often, it's a huge, big mistake. People often will always
• 50:02
  acknowledge what would happen if they crushed in business, but
• 50:05
  they never actually acknowledge what would happen if they didn't
• 50:09
  achieve their goal. And because they never give a
• 50:11
  second to acknowledge that reality, it means that when it
• 50:14
  happens, they're completely blindsided and they feel like
• 50:17
  they don't know what to do with themselves because they're like,
• 50:19
  Oh my gosh, the, the goal might not happen when meanwhile, if
• 50:21
  you had planned for this, you plan basically for the minimum
• 50:25
  and you also look and envision the maximum.
• 50:28
  And so the second on this theme is the worst case scenario,
• 50:31
  which is to find the worst case scenario of this goal.
• 50:33
  What would that look like? Like if you, if you worst case
• 50:36
  in progress of this would look like we'd achieve blank, right?
• 50:39
  So desired outcome, what would you achieve second worst case
• 50:42
  scenario? What would be the worst possible
• 50:44
  outcome for you if you're working on this, that you'd be
• 50:47
  like the bare minimum we could expect is blank.
• 50:50
  Now, third, we're going to ask for this theme is defining
• 50:53
  success. And this is specifically about
• 50:54
  getting an understanding of what are the metrics of a way that
• 50:58
  you can define success to get to your goal or to your target.
• 51:02
  And this is a list of the way you can like measure that you've
• 51:07
  done something. So how can you measure that
• 51:09
  you've achieved something? So for me it might be followers,
• 51:12
  it might be amount of pieces of media that we got out, amount of
• 51:14
  episodes, amount of subscribers, amount of listeners, right?
• 51:18
  Like those are metrics that tell me in marketing that we are
• 51:22
  seeing success. Now let's just say you're for
• 51:24
  example, your goal was delivery. It might be the amount of people
• 51:28
  of which a client consumes the modules, the amount of
• 51:30
  attendance rate that you have at your Q&A's or your office hours
• 51:34
  or your one-on-one calls, the amount of calls that clients are
• 51:36
  booking inside of your program, the amount of people referring
• 51:39
  somebody, the amount of people that you're renewing in your
• 51:41
  program, how many people are renewing or upselling or down
• 51:43
  selling. Those are metrics of seeing
• 51:46
  success in delivery, for example.
• 51:48
  So that's defining success. It's basically picking metrics
• 51:51
  of the ways in which you'll know that you're seeing the needle
• 51:54
  move a little bit of how you're going to do that and then that
• 51:58
  the last one here being the exact next steps, which is
• 52:01
  getting clarity of what are the specific action items that you
• 52:04
  need to do to achieve success. So remember, we talked about the
• 52:07
  desired outcome like this is the thing we want to achieve and we
• 52:10
  looked at the ideal outcome. Second, we looked at worst case
• 52:14
  scenario, it's going to look like this.
• 52:15
  Third, we looked at if I was to achieve it, I would know because
• 52:19
  I would hit this, this, this, this, this metric.
• 52:21
  And 3rd on these steps and the exact steps are what you need to
• 52:26
  achieve this. So for me, it may be a weekly
• 52:28
  podcast episode. I need to get some to post
• 52:31
  produce it and chop it into clips which shout out Dear Kel's
• 52:34
  team for the me who do our podcast that need to be created.
• 52:39
  It may know the huge We use a sister agency for our YouTube
• 52:42
  portion. So wanted to getting tube
• 52:45
  support, getting someone for the podcast support, having somebody
• 52:48
  to script out the episodes that mean that we have intentional
• 52:50
  clips to put on social media. You know that Instagram like it
• 52:54
  really is looking at what are the action item lists of the
• 52:57
  things that we need to create or do or execute that would allow
• 53:00
  us to see what we want to see happen.
• 53:03
  And that's the exact next steps. OK, I'm going to go through them
• 53:05
  really high level for you. So you have them as a list #1
• 53:08
  desired outcome. What would happen if you were to
• 53:12
  achieve it? What does success look like?
• 53:14
  How do you know that you've achieved the target?
• 53:15
  What's the outcome we're looking for two worst case scenario.
• 53:18
  If you were to say worst case outcome that you could possibly
• 53:21
  think of, what would that be and why?
• 53:23
  3 Define success, which is metrics of knowing you've
• 53:26
  achieved the target. How will you quantify that
• 53:28
  you've been able to get there and that you've actually done
• 53:30
  the thing other than just you feel like it?
• 53:33
  And 4th, what are the exact next steps that you're going to take
• 53:35
  to execute on this theme? So that can be probably anywhere
• 53:38
  between, frankly, like I would say like for 10 different things
• 53:41
  just for each of the themes. So for us as a team, we
• 53:43
  basically go from that marketing goal.
• 53:45
  I talked talked about, we go through these four questions and
• 53:47
  we flush these out. And then we go to the team goal
• 53:49
  and we flush those out. And then we go to the delivery
• 53:52
  and the offering goal and we flush those out.
• 53:54
  And so by doing those, what it does is it gives you depth of
• 53:58
  what you're focusing on that quarter.
• 54:00
  Now, here's the thing, quarterly planning is not meant to be
• 54:03
  something that you do when you put in a Google Doc and you
• 54:05
  never look at again, OK, which is the most common way that
• 54:08
  people do quarterly planning. Quarterly planning is meant to
• 54:11
  be something that you do that acts as your compass in your
• 54:15
  business. And so doing this and leaving it
• 54:18
  in a dock is not the intention. The intention is to use this as
• 54:20
  your light of what you're doing, your North Star to know what
• 54:24
  you're doing every single quarter and you're guiding your
• 54:27
  decisions through this. So frankly, when I'm working
• 54:29
  with a business, one of the first things that I'm going to
• 54:31
  look at is what are the goals that you're looking to achieve,
• 54:33
  IE what is our focus together? And then when I know what that
• 54:36
  focus is together and they come to me with a question like,
• 54:39
  okay, like Kate, do you think I should do this offering?
• 54:40
  Or you know, Kate, do you think I should hire this team member?
• 54:42
  I'm like, well, what's your focus?
• 54:44
  Like what are we looking to achieve?
• 54:46
  Because if I don't know what you're looking to achieve, then
• 54:47
  I'm I don't have anything tested based off of if I know what your
• 54:50
  buckets are, what your themes are, what you want to do.
• 54:53
  Every single opportunity that comes your way needs to be
• 54:56
  filtered through. Does it fit these three buckets?
• 54:59
  And if it doesn't, it's another quarter type of conversation.
• 55:03
  And it means not to do it, but more a matter of the fact that
• 55:05
  you're going to park it more than anything else and you're
• 55:08
  going to it later. So I really recommend using
• 55:11
  these. Have them somewhere that they're
• 55:13
  accessible to you. Have them somewhere that they're
• 55:15
  in front of you so you can see them consistently.
• 55:17
  So it kind of really ingrains in your brain what your focuses are
• 55:20
  and what you're measuring your focuses against.
• 55:24
  Now the other steps, which are 4-5 and six are going to be #4
• 55:28
  doing it and breaking it into monthly 30 day increments.
• 55:32
  So this thing is really important because it helps you
• 55:34
  kind of know how do I take this three month vision and break it
• 55:37
  down per month. So what we would do, for
• 55:39
  example, is we might say, OK, well, we want to month one cast
• 55:44
  month 2, launch the podcast. Month three, we might, you know,
• 55:49
  look at the podcast and start to really see what refinement could
• 55:52
  be made, right. So that's me taking the podcast
• 55:54
  goal and breaking it down per month as to what the focus would
• 55:57
  be. So once you have your three
• 55:59
  themes from your quarterly planning, you can take that and
• 56:01
  say, OK, well, what do I need to do each month to make that
• 56:04
  happen? So if I was to break that goal
• 56:06
  down, say that theme into three months, what would each month's
• 56:09
  focus be? And so you can kind of see as
• 56:11
  we're talking through this, right, like it starts with the
• 56:13
  three-year vision, then we've got the one year vision, then
• 56:15
  we've got the quarterly vision, and now you've got the monthly
• 56:18
  vision. Now the other two of step five
• 56:21
  and six are optional. You know, the what I mean by
• 56:24
  also is the way in which you execute them.
• 56:26
  So the the stuff is putting this into your weekly plan for your
• 56:29
  business. And the reason I say that that's
• 56:31
  optional is it depends on how you want to integrate that.
• 56:34
  Some people are very like type A and they have everyday plan with
• 56:38
  like this deep work and that deep work.
• 56:40
  And if that's how your schedule works, then you can literally go
• 56:42
  in and label your weeks in that month to know when you're going
• 56:45
  to do all of these things. Another way that's also very
• 56:47
  effective if you have a team is to use your team meetings as
• 56:49
  your touch point. That allows you to constantly
• 56:52
  check in on on what you're executing every single week
• 56:55
  based off your quarterly plan. But it really the person as to
• 56:58
  how you want to integrate the weekly milestones.
• 57:02
  But you'll just really is a funnel, right?
• 57:04
  Like we're really going from three, one quarterly, monthly,
• 57:08
  weekly and then the last, which is step 6 is daily.
• 57:11
  Now, that's why I was saying the day day is entirely up to you.
• 57:15
  Now some people do a very, you know, rigid weekly schedule
• 57:18
  where every single day and every hour of every day is planned.
• 57:21
  For some people that works and that makes sense and for other
• 57:23
  people they like kind of operate a little bit more fluid week to
• 57:26
  week and day-to-day, which is why I say step five and six are
• 57:29
  optional. What I mean by that is the way
• 57:31
  in which you choose to execute them.
• 57:33
  The part quarterly planning that I really care about, frankly, is
• 57:36
  the fact that you really know your three-year vision, that you
• 57:38
  really, really understand your one year vision of how you're
• 57:41
  going to take that three-year and make it one year.
• 57:43
  You know how to take your one year and make it into quarterly
• 57:45
  and you know how to take that quarterly and give yourself a
• 57:47
  focus item per week. How you integrate the weekly and
• 57:51
  the daily is entirely up to you 'cause it really is different if
• 57:53
  you're by yourself versus if you have Ava versus if you have a
• 57:57
  team member or a team of 10, right?
• 57:59
  Like it looked different when integrated or executed.
• 58:03
  And so you might note that in like a notes pad or on your
• 58:05
  Google Calendar. And if you have a team of 10,
• 58:07
  it's probably going to be a lot more robust and built on to
• 58:10
  click up or a platform somewhere.
• 58:12
  And so that's why I say those are a little bit more, I would
• 58:14
  say like auto. But we want to circle back to is
• 58:18
  really what we kind of talked about the beginning, which was
• 58:20
  the fact that, you know, today is to get really, really, really
• 58:24
  focused, right? The thing that we did today is
• 58:25
  we made some tough decisions. We got really tough with ourself
• 58:28
  of realizing, are we the person we need to be to have the
• 58:30
  business we want to have? Do we have a plan in place for
• 58:32
  the things that we say that we want?
• 58:34
  And if we have goals, what are the milestones that tell us that
• 58:37
  we're making traction, we're going to hit those goals.
• 58:40
  And remembering that 20% of what you're doing right now is the
• 58:43
  thing that's generating 80% of the outputs that you're seeing,
• 58:46
  80% of the results that you're seeing are coming from 20% of
• 58:49
  the things that you're doing. And so, you know, it can feel
• 58:52
  hard when you feel a lot of noise of seeing what other
• 58:55
  businesses are doing. This person is launching a
• 58:57
  course. This person is doing a podcast.
• 58:58
  This person went on YouTube. Now this person is doing vlogs.
• 59:01
  And like, man, do I need to do that?
• 59:02
  Like, should I be doing that? The best thing that I can
• 59:05
  recommend to you truthfully in going through this process and
• 59:07
  even for myself, this is something that I always do is I
• 59:10
  go inward, like, and I mean inward, inward like I am not, I
• 59:13
  am not looking on social media. I am not looking to anybody
• 59:16
  else. I will talk obviously with our
• 59:17
  team and say, hey, like, I'd love to hear your opinion about
• 59:19
  what you see and I want your feedback.
• 59:23
  But I listen to music, I think, and I picture my life.
• 59:25
  I picture the business, I picture our team, I picture our
• 59:28
  clients. Like I tune into the business in
• 59:31
  my lens and I think when we look outward, really what ends up
• 59:36
  happening, if I could just be super direct and candid with
• 59:38
  you, is you create your business off of what you think you need
• 59:41
  to be doing versus what you in intern naturally, intuitively
• 59:45
  know that you want to do. And if you are not careful in
• 59:49
  the way you plan, you're going to be executing on a plan that's
• 59:52
  really frankly not yours. And so when you're going through
• 59:55
  this, take this, you know, podcast and come back to it, run
• 59:59
  through this like an exercise, pause it and do the exercise and
• 1:00:02
  then go to Step 2 and pause it. And like, use this as your cue
• 1:00:05
  to go inward for yourself. Literally take a space, get in
• 1:00:08
  your office, light a candle, you know, put some good, good music
• 1:00:11
  on in the background. Like do something that's just
• 1:00:13
  something that kind of tuning into yourself.
• 1:00:16
  Because looking at other things in your market, especially when
• 1:00:19
  you're trying to get clarity of your vision, is only going to
• 1:00:22
  cloud that clarity more than it's going to support it.
• 1:00:24
  And so I always recommend that you make this almost like a
• 1:00:27
  ritual for yourself, right? Like make this a practice, make
• 1:00:29
  this something that becomes something you enjoy to tune into
• 1:00:32
  yourself and your vision less of just like a task I have to do in
• 1:00:36
  the business, Like it gets to be fun.
• 1:00:37
  This is the creative vision portion of what you're making.
• 1:00:41
  And so this can be something that you use as an opportunity
• 1:00:44
  for you to tune back into vision because when you first started
• 1:00:47
  your business, or maybe you're starting your business right now
• 1:00:49
  and you're like, man, the vision was so clear.
• 1:00:51
  I had like so much dreaming happening.
• 1:00:53
  Tap back into the dreaming, right?
• 1:00:55
  Like this is where we get to tap back into the dream of who we
• 1:00:58
  want to be and the dream of the business we want and the dream
• 1:01:00
  of what that looks like. Like this is dreaming with
• 1:01:02
  structure. And so this really, really does
• 1:01:05
  help to make sure that when we ultimately have the business
• 1:01:08
  that you want to have 2-3 years from now, that that's actually
• 1:01:11
  based around something that you desire.
• 1:01:12
  And take it from somebody who has at moments lost my way in my
• 1:01:16
  vision because there was a lot of noise happening.
• 1:01:18
  And I'm grateful now to not be anywhere near that.
• 1:01:21
  But there was moments in my process that I had done things
• 1:01:25
  or that I had executed on certain ways or launched certain
• 1:01:27
  offerings or done certain things that I just, you know, did
• 1:01:30
  because, well, this is what, you know, the told me was the right
• 1:01:33
  thing. And instead of being like, what
• 1:01:34
  do I want to do? What am I creating here?
• 1:01:36
  What am I doing and why am I doing it?
• 1:01:39
  Why question really helps you to get clarity of knowing if it's
• 1:01:43
  yours or not. Because when you're like, oh,
• 1:01:44
  like I'm going to launch a course, I'm like, why?
• 1:01:46
  You know, like, well, because I think like everyone's launching
• 1:01:49
  courses. If I hear that, I'm like, go
• 1:01:51
  back to the drawing board because it means it's not
• 1:01:52
  actually yours. It's just something that you
• 1:01:55
  feel from aspect of consumption. So protect your protect your
• 1:01:58
  mindset and your perspective when you're going into this
• 1:02:00
  because it is and it can be a very fun, playful process, an
• 1:02:04
  enjoyable process. But we want to make sure the
• 1:02:06
  plan you end up with is the plan that's actually yours.
• 1:02:09
  So inside my friends, as always, I would love to hear your
• 1:02:13
  feedback on what came through for you with your quarterly
• 1:02:15
  planning. I would love to hear, you know,
• 1:02:17
  maybe there was a download about your small self versus your sore
• 1:02:20
  self. Maybe there's a light bulb of
• 1:02:22
  something that was said today or, you know, an example that
• 1:02:25
  was given that you're like, oh, that's the thing that I needed.
• 1:02:28
  And you guys know, I say this every episode.
• 1:02:29
  I love to hear from you. Like it means the world to me
• 1:02:32
  that you tune into this every week and that you listen to
• 1:02:34
  these episodes. And I just with you guys on
• 1:02:37
  socials on Instagram. So like, I am never more than a
• 1:02:39
  message away. Slide into my DMS Kate Perkovic
• 1:02:42
  on Instagram, slide onto my DMS. I would absolutely love to hear
• 1:02:45
  from you. It's just me.
• 1:02:47
  It fills my bucket. And I'm just always happy to
• 1:02:49
  support you guys in any way that I can.
• 1:02:51
  If you're listening to this, I know that you're an ambitious
• 1:02:53
  woman who's working on some big goals right now.
• 1:02:55
  And so if there's anything that I can do to, you know, support
• 1:02:57
  you in DMS and give you any insight or advice, I'm always
• 1:02:59
  happy to. So always love your feedback.
• 1:03:01
  Always here to support you guys. And with that being said, I will
• 1:03:04
  see you guys in the next episode.
• 1:03:06
  As always, stay ambitious.