Latest / Ambitious Podcast / EP.117 Unfiltered: Your Top Questions Answered – Marketing Strategy, Brand Repositioning, & Scaling | The Ambitious Podcast

Transcript

EP.117 Unfiltered: Your Top Questions Answered – Marketing Strategy, Brand Repositioning, & Scaling | The Ambitious Podcast · Ambitious Podcast

• 0:00
  Just because something is entertaining, just because
• 0:02
  something even as educational, doesn't necessarily mean that
• 0:06
  it's marketing. PSA, You should not be expecting
• 0:09
  consistent sales if you are not consistently marketing your
• 0:11
  business. Point blank, period, end of
• 0:13
  conversation. The main thing that I'm seeing
• 0:15
  is that you are actually solving for the symptom, not the source.
• 0:19
  What is one thing right now in your business that you are doing
• 0:22
  that has not moved the needle in any capacity?
• 0:24
  There's no evidence to say it's creating momentum.
• 0:26
  There's no results to show for it.
• 0:28
  Why would we keep paying a gardener who's killing the
• 0:30
  flowers? You are going to actually need
• 0:32
  to do less in order for you to make more.
• 0:35
  Hello and welcome back to Ambitious.
• 0:37
  Today we are diving in on what I actually would kind of at this
• 0:40
  point consider a segment, which is actually called an unfiltered
• 0:44
  episode. And that is because today this
• 0:47
  is not a scripted episode. This is not something that I
• 0:50
  have spent copious amounts of hours outlining and structuring
• 0:55
  and all of these pieces. And that is because these are
• 0:58
  actually your questions, the questions that you've submitted
• 1:02
  to me via socials. And if you, by the way, have
• 1:04
  never done that before, there's a couple different ways to do
• 1:07
  this. There is actually a form that
• 1:09
  lives on my website that if you do want to submit a question too
• 1:12
  ambitious, you can submit there at any moment.
• 1:14
  So if right now like there's a question I would love to ask
• 1:17
  you, I really want to make sure that I submit this because it's
• 1:19
  what's happening in my business right now.
• 1:21
  Make sure to submit that via the form that's on our website.
• 1:24
  Now with that though, the submissions that we have today
• 1:27
  and the questions going to be answering are all going to be
• 1:30
  business Q&A questions at the top, questions that you're
• 1:33
  struggling with in your business.
• 1:34
  These were submitted for today's episode via social.
• 1:38
  And I want to be really just honest about how I'm approaching
• 1:41
  these. These questions that I'm
• 1:43
  reviewing are not questions that I have, you know, dove into.
• 1:46
  They're not questions that I actually truthfully have seen
• 1:49
  before. Today I am going to be giving
• 1:51
  you my, as per the episode title, my unfiltered opinion as
• 1:55
  to what it is that I recommend for you and for your business
• 1:58
  given the question that you provided.
• 2:00
  So with all that being said, let's dive into the episode.
• 2:11
  Question number one, my content I find does get engagement, but
• 2:15
  it's not translating into sales. What do you think that I'm
• 2:18
  missing? So there's a lot that I could
• 2:21
  say about this, but I'm going to give you my instant thought that
• 2:24
  came to my brain. If you are finding that your
• 2:27
  social media is getting a lot of engagement, you're getting
• 2:30
  people who are saying, I love your stuff.
• 2:32
  This so resonates with me. This is so valuable.
• 2:35
  Love following you. They're kind of cheerleading for
• 2:38
  you. You might even find that your
• 2:40
  audience is a little bit less quiet, but all of your data is
• 2:43
  telling you that your content is being consumed and people are
• 2:46
  engaging with it. The thing that you want to
• 2:48
  remember is that just because something is entertaining, just
• 2:51
  because something even as educational, doesn't necessarily
• 2:55
  mean that it's marketing. And this is where I think a lot
• 2:58
  of people miss the mark. They try to post social content,
• 3:03
  but they don't necessarily think about the underbelly of what is
• 3:07
  the marketing intention? What's the gap that we're
• 3:10
  creating? What symptoms are we speaking to
• 3:12
  in this piece of content? What kind of buyer type is this
• 3:15
  intended for? What stage of the buying cycle
• 3:18
  should someone be at when they consume this piece of content?
• 3:22
  What is the associated action that we want somebody to take?
• 3:25
  The person who consumes this, are we assuming that this person
• 3:28
  is warm and that they are maybe, you know, someone who's just
• 3:31
  been actively consuming our content?
• 3:33
  Is this intended as a piece of content for some of the hottest
• 3:37
  leads in your audience? Those are questions that you
• 3:40
  should be able to answer when you're looking to put out a
• 3:43
  post. And so when we go to put out
• 3:45
  posts in content on social media, in anything, when it
• 3:49
  comes to content in general, it doesn't matter what platform, if
• 3:52
  it's Instagram, if it's TikTok, if it's YouTube, the social
• 3:56
  media content doing well can mean that it was very engaging,
• 4:00
  that it was maybe even entertaining or super
• 4:02
  educational. But if it doesn't technically
• 4:05
  activate something that your consumer has as a pain point
• 4:09
  that they're navigating a desire that they have.
• 4:12
  Or truthfully, if this does not create a gap, meaning that they
• 4:16
  come in with a certain state and by the end of this piece of
• 4:21
  content or marketing that they realize and they've identified
• 4:25
  the gap between where they are and where they want to go.
• 4:28
  If that's not something that's been established, you are going
• 4:30
  to continue to see people who constantly consume but never
• 4:34
  take action. And so how I want you to think
• 4:37
  about, you know, your content is to think about your marketing is
• 4:42
  actually where you should start. So the content is just the
• 4:44
  delivery of the marketing's job. First you want to ask yourself
• 4:50
  what is your marketing strategy around a week's worth of
• 4:53
  posting? Then you want to look at, OK,
• 4:55
  great. What is the way in which we want
• 4:57
  to deliver that via content? Now, in the best case scenario,
• 5:00
  we will have great marketing, which means we're going to
• 5:03
  create a good gap for the person who's consuming it.
• 5:05
  But on the contrast, if we also do this in a really creative,
• 5:09
  entertaining, educational way through social media, you may
• 5:12
  have great engagement and you can have great sales.
• 5:15
  Now I'll actually want to share quick story actually for this
• 5:18
  exact example of a client because she actually funny
• 5:21
  enough is a marketing agency. And when we went into
• 5:26
  integrating my marketing strategy and kind of what I
• 5:28
  recommend for her into her socials and into her platforms,
• 5:32
  she originally was like, Kate, all of our engagement is, is not
• 5:36
  what it used to be. Now remember, the reason she
• 5:38
  came to me is because she wanted to make more sales.
• 5:40
  She wanted to scale. And so I said to her, you have
• 5:42
  to understand that not always is the engagement and the, you
• 5:47
  know, vanity metrics going to match the sales.
• 5:50
  You kind of have to pick what is the objective that you're mainly
• 5:54
  focusing on? What's your primary dominant
• 5:56
  goal and what's your secondary? And between those, is it social
• 6:00
  media engagement or is it sales that you want to generate?
• 6:03
  And her engagement went down. Her sales skyrocketed.
• 6:09
  And so even for her, it broke her brain as someone who's in
• 6:12
  marketing because she was like, Oh my gosh, like I think I was
• 6:14
  just so nervous about seeing them in the negative in the
• 6:17
  sense of engagement, but obviously it's generating the
• 6:20
  outcome that we want. So then what we started to do is
• 6:23
  we started to realize in her entire marketing ecosystem,
• 6:26
  everywhere that she was posting, what we did is we started to
• 6:29
  realize we can have different intentions for different posts.
• 6:32
  You don't have to have every single thing that you produce be
• 6:35
  the thing that generates a sale. You also don't have to have
• 6:38
  every single thing that you produce be the thing that makes
• 6:41
  you go viral and has tons of engagement.
• 6:43
  So what I would recommend to you is really asking yourself those
• 6:46
  critical questions around the marketing clarity.
• 6:49
  Do you have that clarity or do you feel like that's a little
• 6:51
  bit foggy? And also sorting the way in
• 6:54
  which you're assessing what you're posting.
• 6:57
  Is that thing you posted designed with marketing in mind
• 7:00
  and sales in mind, or was it really designed to be something
• 7:03
  trendy, something easily consumable, something that's
• 7:06
  really made for the masses, something that's just
• 7:08
  entertainment? If so, need to always keep in
• 7:12
  mind what was the objective and did it meet that objective, not
• 7:15
  the 18 that we would love for a single post to do.
• 7:18
  OK. And that's the last thing I'll
• 7:19
  leave with. Remember that you don't need one
• 7:22
  post to do everything. You have multiple chances at
• 7:25
  bat, which means that the more that you post, the more that you
• 7:28
  create, the more opportunities you have to test different
• 7:31
  things, to have different goals, different objectives.
• 7:34
  And honestly, don't have so much pressure on one single post or
• 7:37
  one single thing. You produce crushing all the
• 7:40
  goals that you have at one time. Next question is, I feel like
• 7:43
  I've outgrown my messaging, but I'm scared to reposition and
• 7:47
  confuse people. How do you evolve without losing
• 7:50
  momentum? So this is actually something
• 7:52
  that a lot of business owners that I talked to experience
• 7:55
  because they will have an ideal client that they want to be
• 7:59
  working with maybe at the beginning when they started
• 8:01
  their business. And then over time as things
• 8:03
  progress, they progress maybe in their skill set or they progress
• 8:07
  in their business and who they want to work with.
• 8:09
  You desire to speak to maybe a different problem entirely.
• 8:12
  So like maybe let's just say, you know, I was a fitness coach
• 8:15
  and now I'm a business coach. Totally different category,
• 8:17
  right? So we're switching and sense of
• 8:19
  avatar, but you also can stay in the same genre or the same niche
• 8:24
  of business and you can also switch your avatar.
• 8:26
  So like for myself, I mainly talk about all of the things
• 8:29
  that scaling entrepreneurs are navigating.
• 8:31
  Whereas, you know, I used to speak to both beginners as well
• 8:35
  as scaling entrepreneurs. And so I basically decided this
• 8:38
  exact thing to put all of my messaging into one specific
• 8:43
  person, one problem, and specifically the stage of the
• 8:47
  problem that they were experiencing.
• 8:49
  So to your question, you know, I'm scared to reposition myself
• 8:52
  because I don't want to confuse people, but I feel like I've
• 8:55
  kind of outgrown my existing market.
• 8:57
  One of the things I was literally saying to a client
• 8:59
  today, because she's going through this too, and she's, I
• 9:01
  would say outgrown her market. Her skill sets have developed,
• 9:05
  her knowledge is extensive. And she was like, I feel like
• 9:07
  I'm capping myself by staying, you know, supporting this
• 9:11
  specific niche of person. And So what I said to her is
• 9:14
  listen, if you want to RIP the Band-Aid, meaning if you want to
• 9:16
  just overnight, you know, create a new profile or even on your
• 9:20
  existing profile, just create all new messaging and go hard at
• 9:23
  it, you absolutely can. I'm going to forewarn you
• 9:26
  though, that just because you've made this quick switch does not
• 9:30
  mean that your audience has made this quick switch.
• 9:32
  So what I would ask is if you are somebody who wants to make
• 9:37
  this shift, ask yourself why you're doing this?
• 9:40
  Is this because you feel like if I make this shift to a different
• 9:43
  person, those people have money so they're going to pay me.
• 9:46
  Is this like, you know, maybe your kind of intention to help
• 9:50
  you with something sales wise that you're experiencing?
• 9:52
  Is this actually because you're like long term?
• 9:54
  I really want to work with that ideal client, Whatever the
• 9:57
  answer may be is going to help me to understand if this is
• 10:01
  something really urgent short term or long term.
• 10:03
  I ideally I'd love your answer to be long term, meaning in the
• 10:06
  next 6 to 12 months if I could get you business service and
• 10:11
  sales from that ideal client that you want to be working
• 10:15
  with, would that be OK with you? Would you define that as
• 10:17
  success? And if that's something that you
• 10:20
  feel comfortable with, then what I typically look to to note is,
• 10:25
  OK, great. Then we don't need to rush this
• 10:27
  Because if you jump from 1 messaging to a whole other type
• 10:32
  of person messaging wise, your audience is not going to catch
• 10:35
  up instantly. Which means you may see this dip
• 10:37
  in the sense of applications, DMS, sales, you know, intake
• 10:41
  forms, whatever your process is. And so unless you're somebody
• 10:46
  that for whatever reason needs this to happen overnight, I am
• 10:49
  more of the thought process that we want to try to trickle in the
• 10:53
  messaging. So for myself, I'll use myself
• 10:55
  as a case study. I used to, as I said, speak to
• 10:57
  beginners as well as scaling entrepreneurs.
• 11:00
  I really wanted to work with scaling entrepreneurs.
• 11:02
  I had years in my business. I had scaled at that point to
• 11:04
  seven figures. I knew that that's the person I
• 11:07
  really wanted to work with, but I also felt like I didn't want
• 11:11
  to leave beginners behind. And so I thought, how do I speak
• 11:14
  to this person while speaking to this person?
• 11:16
  So what I did is I actually had initially this time where I
• 11:18
  spoke to both. And let's just say, if we think
• 11:20
  about a marketing schedule of like 5 pieces of marketing a
• 11:24
  week, OK, So Monday to Friday, I would take originally half of
• 11:27
  those for beginners and half of those for scaling.
• 11:30
  Then it became 60% of those were for scaling, then it became 70%,
• 11:34
  then it became 80%, and then it became 100%.
• 11:38
  And basically what I was looking to do when I was making this
• 11:41
  slow transition into messaging is I also was looking to
• 11:44
  validate my shift. I was looking to validate the
• 11:47
  market. And what I mean by that is I
• 11:50
  said this to a client today, you know, she was saying this is the
• 11:52
  person I really want to work with.
• 11:54
  And I said, listen, I get that. But do do you have that market?
• 11:57
  Because if you don't have that market, meaning if I go into the
• 12:01
  people who are part of your brand today, your followers,
• 12:03
  your audience on any given platform, what percentage of the
• 12:07
  people that you're working with are the type of person that you
• 12:10
  actually want to be working with versus the person that you're
• 12:12
  working with right now? And that's a critical question
• 12:16
  because if you tell me it's 2% are the actual kind of people
• 12:19
  you want to be working with, then that tells me we need to be
• 12:22
  very intentional about how we make the shift.
• 12:25
  Now in the contrast for myself, I already knew that I had at
• 12:28
  least 50% of my audience that already were scaling
• 12:31
  entrepreneurs because they had watched me scale my business.
• 12:34
  So I knew that I basically already had a 5050 and I still
• 12:38
  did it incrementally. But if you're somebody who
• 12:41
  already knows that you have say 50% ish or more of your
• 12:45
  audience, is that ideal client? You just kind of haven't taken
• 12:48
  the leap yet. That's very different than
• 12:51
  feeling like you're going in to speak to a new person.
• 12:54
  Oh yeah, by the way, a new person that I don't have any
• 12:56
  access to and that doesn't know I exist.
• 12:59
  So my recommendation to you of how you do that shift is step
• 13:03
  one. Get a really detailed crystal
• 13:06
  clarity of like person A, person B, and what is the true
• 13:10
  difference and contrast between what they're experiencing in the
• 13:13
  day-to-day symptoms, the source of their problems, the things
• 13:17
  they need support with, the outcomes that they desire.
• 13:19
  Really get specific contrast, almost like on a spreadsheet
• 13:23
  like person A, person B. And you need to make sure that
• 13:27
  in that your messaging is different enough because the
• 13:31
  other thing that I see as well is some people don't have enough
• 13:35
  contrast in the messaging between person A and person B.
• 13:38
  And because of that, you kind of feel like you're switching
• 13:41
  talking to a different person, but it sounds almost the same.
• 13:44
  And as a result, you keep attracting the people you don't
• 13:46
  want to work with. So my recommendation is pick the
• 13:49
  timeline of your shift to get clarity of exactly what the
• 13:53
  difference is between the messaging and then again,
• 13:55
  validate the market. The thing you want to remember
• 13:58
  is you're looking to make this shift, but you're your marketing
• 14:00
  and your brand needs to catch up.
• 14:02
  And so we need to 1st gauge by putting out this marketing of
• 14:05
  the person you want to work with and that new stage potentially
• 14:08
  or that new problem. You want to be able to see how
• 14:10
  many people do I have in this? And if you have more, you can do
• 14:13
  this faster. If you have less, you typically
• 14:16
  are going to want to do it slower.
• 14:17
  And that's because truthfully, if you're talking to an audience
• 14:20
  that you don't have, it really is almost the equivalent of
• 14:23
  starting your business from scratch.
• 14:25
  Because if I decide tomorrow that I'm speaking to kids who
• 14:28
  want to learn trampoline, you know, I probably have some moms
• 14:33
  in my audience. I probably have some of them who
• 14:35
  have kids who might love a trampoline experience.
• 14:38
  But the reality is that's not a good majority of my audience.
• 14:40
  So it's basically like me starting from scratch if it's
• 14:43
  that big of a contrast. So again, there's a lot to dive
• 14:46
  into here, but that gives you something to chew on before you
• 14:49
  start taking action of ripping the Band-Aid.
• 14:51
  And this is my new market. And that's it.
• 14:54
  OK. How do you attract premium
• 14:55
  buyers instead of price sensitive leads?
• 15:00
  OK, here's what I'm going to say.
• 15:04
  There is no such thing as a premium buyer.
• 15:09
  I would rephrase it as there is such a thing as a premium
• 15:13
  problem. OK, buyers are buyers.
• 15:18
  There's not like a person who goes in to the same store and
• 15:24
  one person is willing to buy and one person is not willing to
• 15:27
  buy. I would argue that there are
• 15:31
  premium problems that people need solved and there are non
• 15:36
  premium problems that people need solved.
• 15:38
  And so as a result, when you solve a very big premium
• 15:42
  problem, you're going to call in somebody who actively
• 15:46
  understands and values and invests in that problem, OK.
• 15:52
  On the contrast, in the same market, you can also have people
• 15:57
  that want to solve a problem, but they are not necessarily
• 16:00
  looking to invest in a premium level, OK?
• 16:03
  So the problem, the level of problem you solve is directly
• 16:06
  correlated to the level of buyer that you will attract.
• 16:08
  I'm going to give you an example.
• 16:11
  Right now I am working with a dog trainer, OK?
• 16:15
  And when I work with a dog trainer, she basically comes to
• 16:19
  my house, she comes, she takes the dogs, she goes and trains
• 16:22
  them. Some of it's with me, but a lot
• 16:24
  of it is kind of run and she takes it and does it on her own.
• 16:27
  OK, so that's premium problem and that's because I'm going to
• 16:32
  be honest, I'm really, really strapped for time because I've
• 16:34
  got a lot going on right now. And with that I really need the
• 16:37
  dogs trained. So because of that, I basically
• 16:40
  have a level of problem and support that I need, which means
• 16:43
  I'm willing to invest at A, at a higher level Then if someone
• 16:47
  said, hey, I need you to train your dogs every day and do XYZ,
• 16:52
  right? So that's what's considered the
• 16:54
  less premium problem, which is if someone says, hey, do you
• 16:58
  want to learn how to train your dog?
• 17:00
  Do you want to come to a group class and learn how to train
• 17:03
  your dog? That's a different level of
• 17:05
  problem. The person who says, hey, I can
• 17:08
  get your dog trained for you within, you know, 12 weeks of
• 17:13
  meeting your animal, OK. And I don't have to be involved.
• 17:17
  Premium problem, premium service, lower level problem,
• 17:21
  lower level buyer. And that's because the lower
• 17:24
  level isn't like there's like high people and low people.
• 17:29
  I hate when people say premium buyers because it associates
• 17:33
  that there's like high level people and low level people.
• 17:37
  The reality is there's just big problems and small problems.
• 17:40
  One of the things that I can't remember exactly who said this,
• 17:43
  but they said if you always want to have a successful business,
• 17:45
  make sure that you solve a problem that people who value
• 17:51
  that, who have the ability and the resources to invest into it
• 17:54
  want to solve. So the thing you want to keep in
• 17:58
  mind is there's not premium buyers, first of all, there's
• 18:01
  just a different level of problems.
• 18:03
  So how do we attract those people?
• 18:05
  Number one, get clear on the actual problem that you're right
• 18:09
  now solving. If your problem that you're
• 18:12
  solving is considered a low level problem, you will always
• 18:15
  attract low level buyers. And that's because the problem's
• 18:18
  low. So they're coming in wanting to
• 18:20
  invest low because the thing that it's doing for them is not
• 18:24
  solving a big enough problem. Whereas on the contract, if we
• 18:27
  can switch your messaging around your offer, and this is the key,
• 18:30
  I don't need you to change your offer.
• 18:33
  I don't need you to change a lot about what it is you're actually
• 18:36
  doing. I need you to change your
• 18:38
  positioning. OK, So this is where people get
• 18:40
  really, I would say, astray. And that's because they believe,
• 18:44
  OK, like what's the new offer I need to create?
• 18:46
  What should I, you know, develop about the offer?
• 18:48
  Truthfully, a lot of the time when we help people with this,
• 18:51
  we're not changing the offer, We're changing the positioning
• 18:55
  of the offer, which means when someone views this or when they
• 18:58
  experience this, where do they see it on the spectrum of
• 19:03
  premium or low? And So what I would recommend is
• 19:07
  getting very clear on the promise and the problem that
• 19:10
  you're noted to solve. And also once you do that, you
• 19:14
  then need to go back to what are the specific ways that somebody
• 19:18
  experiences that problem or that someone wants to experience that
• 19:22
  end transformation? Because if you are not crystal
• 19:25
  clear on those, the way you speak in marketing, the things
• 19:29
  that you talk about, the things that you integrate, the, the,
• 19:32
  the experiences that you note that they're going through.
• 19:35
  Basically, if I could put it candidly, how seen someone feels
• 19:38
  in your marketing and like, Oh my gosh, that person gets us.
• 19:42
  If someone who's a premium buyer feels acknowledged and like for
• 19:46
  example, for myself with the dog training, I felt acknowledged of
• 19:49
  like I don't have time to spend, you know, 2-3 hours a day
• 19:54
  training my two dogs. Like I just it's not something
• 19:56
  that I have in this season of my life.
• 19:58
  So the this individual acknowledged that was like, hey,
• 20:01
  yeah, no problem. This is exactly why we can help
• 20:03
  you with ABC SO. What we want to look at is first
• 20:08
  again, problem and promise to clarity of exactly how does that
• 20:12
  show up in that person's life that you want to be attracting.
• 20:15
  And here's the most important part, your marketing's job is to
• 20:20
  bring them in. But the way that you sell
• 20:23
  somebody and most importantly the actual delivery you provide
• 20:27
  is just as important as the forward facing marketing.
• 20:30
  And that is because if we go in to any business, it doesn't
• 20:34
  matter what it is and we are expecting a premium service, a
• 20:38
  premium, you know, sale of investing into something, a
• 20:42
  premium experience of the delivery.
• 20:44
  And we don't get that. We are going to tell everyone
• 20:46
  that we know that it looks one way, but it is not that way
• 20:50
  inside. And so something that I see with
• 20:52
  a lot of people who desire to market to people or sell to
• 20:55
  people who are premium is that they think that the marketing
• 21:00
  and and just what they put out on social and looking luxury is
• 21:03
  enough. No, the, the thing that is
• 21:04
  actually the most influential of whether you'll actually be seen
• 21:08
  as a premium service, as a premium offer is going to come
• 21:12
  down to what is the congruency and consistency from the moment
• 21:16
  someone finds you to the moment that they're done your service.
• 21:19
  And if that is not consistent and congruent, you will have
• 21:21
  everybody telling anyone else they know that what you're
• 21:25
  offering is not actually premium.
• 21:27
  It's just basically fancy wrapping paper on a really
• 21:29
  crappy product. So that's also something to keep
• 21:32
  in mind if you're wanting to tap into those premium buyers.
• 21:36
  OK, if sales are inconsistent month to month, where do you
• 21:39
  look first? Well, first place I'm going to
• 21:41
  honestly look is the marketing, which is to say how consistent
• 21:45
  is the marketing? You'd be shocked how many people
• 21:47
  that I talk to that I will say, OK, great.
• 21:49
  Yeah, you want to have more consistent sales.
• 21:51
  Tell me about how consistent you are in your marketing.
• 21:54
  And they'll be like, well, that is you know, I'm really, I know
• 22:00
  I need to be better and I'm like, OK, so that's where we
• 22:02
  have to start. We should not and this I'm just
• 22:05
  going to put it as APSA, you should not be expecting
• 22:07
  consistent sales if you are not consistently marketing your
• 22:10
  business point blank period, end of conversation, if you are not
• 22:13
  marketing, do not expect consistent sales.
• 22:16
  Now I want to be very clear, there are businesses that have
• 22:19
  referral based business, which means that they can get
• 22:22
  consistent referrals. But even those, while they're
• 22:24
  great, are not necessarily predictable and they're not
• 22:27
  controllable. They still at any moment could
• 22:29
  stop or could stall. So you want to ask yourself, am
• 22:33
  I consistently marketing? That's one thing that I look at.
• 22:36
  The second thing is, if you are consistently marketing, how
• 22:39
  often would you say that you're actually inviting your audience
• 22:43
  to work with you? Meaning, how often are you
• 22:46
  actually asking for the sale? And I asked this because I see a
• 22:50
  lot of people who will add value.
• 22:52
  They will like show up, they'll, you know, teach, they'll kind of
• 22:56
  inspire. They'll post some personal
• 22:57
  content. They're posting things.
• 22:59
  And I can see that you're active, but I don't know
• 23:02
  anything here about your offer. I'm not seeing you market the
• 23:04
  transformation. I'm not seeing you invite me to
• 23:07
  work with you. I don't even know the name of
• 23:08
  your offer. So if I can't find that
• 23:11
  information or if I feel like I'm not seeing that, it means
• 23:14
  that you're probably being consistent, but you're not
• 23:16
  actually inviting people to work with you, you, which is crucial
• 23:20
  if you are somebody that wants consistent sales.
• 23:22
  Now, the other thing that I would also note is consistent
• 23:26
  sales typically insinuates conversion.
• 23:29
  So the other thing that I would also look at is how many
• 23:31
  opportunities for a sale are you getting versus how many sales
• 23:34
  meaning conversions are you getting?
• 23:36
  Because this is also something where people get really
• 23:38
  bottlenecked. So I have two different
• 23:40
  situations of recent clients. When they came to me, one person
• 23:43
  had lots of applications, but the people on the application
• 23:46
  wouldn't book a call or they'd book a call at all.
• 23:48
  They wouldn't show, or if they did show, they didn't close.
• 23:51
  So like the application process itself was feeling for her, a
• 23:54
  little bit clunky. Things weren't flowing easily.
• 23:58
  On the contrast, I had another client, totally different
• 24:00
  business, who had DMS as their main way of selling.
• 24:03
  And what we found was that this person was getting lots of
• 24:08
  interest, a lot of people messaging her, you know, this
• 24:10
  keyword or that keyword, which is great, that's what we want.
• 24:13
  But when they would message her, they get stalled.
• 24:17
  They'd get stalled in the DMS, they would just get stuck there
• 24:21
  and they wouldn't end up buying. And so it wasn't a matter of her
• 24:24
  needing more leads. It wasn't matter for the other
• 24:26
  person of needing more leads. There was a disconnect for both
• 24:29
  of them, but in different ways within their sales process.
• 24:33
  And So what we actually need to fix to generate more sales was
• 24:37
  not necessarily more marketing. It wasn't to generate more
• 24:40
  leads. It was to make sure that the
• 24:42
  people who were inquiring, the people who were reaching out
• 24:46
  actually were buying to actually get them over the finish line,
• 24:50
  to get their investment in, to get the contract signed, to get
• 24:53
  the payment secured. We actually need to make sure
• 24:55
  these people are getting over the finish line.
• 24:57
  And so when we think about, you know, adjusting our sales, we
• 25:01
  want to really make sure that we're auditing where
• 25:04
  specifically in the people finding us to booking or
• 25:08
  inquiring to actually, you know, investing.
• 25:10
  Where in that are people getting stuck or where is your biggest
• 25:13
  bottleneck? Because most of us just see
• 25:16
  we're lacking money in our bank account.
• 25:17
  I need to fix that. But not enough people sit and
• 25:21
  actually breakdown what that pipeline is made of.
• 25:24
  So I want you to almost think about it like, like a chain, OK?
• 25:27
  Like literally in your mind, picture a chain right now.
• 25:29
  And each, you know, a chain is a series of little links
• 25:33
  connected. Your marketing and sales
• 25:35
  ecosystem is just like that. There's a bunch of different
• 25:38
  little links. So there's like, OK, great
• 25:41
  social, there's the people that follow that engage, there's the
• 25:44
  people that you know, go to the application versus messages in
• 25:47
  the DMS. There's all these different
• 25:49
  moving pieces. So we have to be able to isolate
• 25:51
  the issue because something that I always tell people and I tell
• 25:55
  clients, I tell people who are wanting to work with me, I say
• 25:58
  the main thing that I'm seeing is that you are actually solving
• 26:03
  for the symptom, not the source. So the example I'd give to you
• 26:07
  is if you're symptom, you're feeling it's like I need more
• 26:12
  sales, I need more sales. And listen, all of us have been
• 26:14
  there. We all want more sales.
• 26:15
  I feel like there's not a single business really right now that
• 26:17
  doesn't want more sales. If the symptom is like, I need
• 26:21
  more sales, If you look at the wrong thing, you're going to
• 26:24
  solve for the wrong source, right?
• 26:26
  So you're going to your belief might be like, Oh my gosh, we
• 26:28
  need more leads. We need more leads.
• 26:30
  But then I come in and I'm like, well, wait a second, You had 100
• 26:34
  people that wanted to work with you and out of 100, 10 signed.
• 26:38
  You don't need more leads. Because if I do that, guess
• 26:40
  what? You'll have 200 people inquire
• 26:42
  and only 20 people sign. What we need to fix is the sales
• 26:45
  process. So the thing you want to be
• 26:47
  really, really clear on in your business at any given moment
• 26:51
  when you're looking to solve a problem is do I really feel like
• 26:54
  what level of confidence? One to 10?
• 26:57
  How confident are you that you actually know the true source of
• 27:01
  why X problem is happening? OK, so if you're feeling some
• 27:05
  resistance like people are having objections or people
• 27:08
  aren't buying, or I feel like people aren't renewing, you
• 27:12
  really want to ask yourself before you take any action, do I
• 27:15
  confidently know the source of why this is happening?
• 27:17
  What level of confidence do you have in that?
• 27:20
  If you're not quite confident, let's just say you're not a 10,
• 27:25
  then that tells me we don't want to integrate any new strategy
• 27:28
  because you without actually knowing what the sources could
• 27:31
  make it worse, not better. So that's basically what I would
• 27:34
  say to the aspect of if sales are not consistent, what should
• 27:37
  I do? Now this is kind of an
• 27:39
  interesting follow up question to that, which is a great segue.
• 27:42
  How do I know if it's a lead quality issue that I have or a
• 27:45
  sales issue? Because leads are not great.
• 27:49
  OK, How do I know if it's a lead quality issue or a sales skill?
• 27:54
  Oh, sorry, sales skill issue. Because yes, leads aren't great.
• 27:57
  Oh, OK. And some's not closing.
• 27:59
  OK, So if you're getting on the phone or you're in the DMS with
• 28:02
  someone and they're not buying and you're asking yourself, OK,
• 28:05
  is that the lead or is it me? Simple question to really
• 28:09
  isolate this. This is a very quick one.
• 28:11
  The person that you're talking to, do they have the specific
• 28:15
  problem that you solve? OK, If you're like yes, they do.
• 28:18
  OK, great. Two, does this person want the
• 28:22
  promise or the transformation that it is that you provide?
• 28:26
  If you say yes, OK, great. Is this person the avatar of
• 28:30
  somebody that you want to work with?
• 28:32
  Are they the specific individual ideal client that you're looking
• 28:35
  to support? Yes.
• 28:36
  OK, great. Well then that tells me they are
• 28:39
  qualified that means that I'm going to give you an example of
• 28:42
  this. So obviously I help businesses
• 28:44
  so their problem they're they're struggling to scale their
• 28:46
  business they don't have leads they're struggling to close
• 28:49
  consistently and they don't know how to deliver to lots of people
• 28:52
  without burning out OK, great yes, I do that to the promise.
• 28:55
  They really want to go from six figures to seven figures.
• 28:58
  Well, yes, I do that. So technically, by all intents
• 29:00
  and purposes, this person is somebody that I can help.
• 29:03
  Avatar, they are an e-commerce business that sells candles.
• 29:09
  Not not a good fit. So what it means is I asked
• 29:14
  myself those three basically filtering questions.
• 29:17
  And the only other thing, which is not a very tactical thing
• 29:20
  when it comes to sales, but it is something that I will say
• 29:23
  after time in business, I've really grown to appreciate is
• 29:27
  how I might say like personality slash values, which basically
• 29:30
  means that, you know, someone can hit all the boxes of what
• 29:33
  you technically do, but they may have a, an aura, a vibe, an
• 29:38
  essence about them that you're like, I don't know if this is my
• 29:41
  person, right? So I think about this like
• 29:43
  dating, you can be like, OK, what's your type?
• 29:46
  I want to, you know, this is a very stereotypical, but like a
• 29:49
  six 5 or 6 foot 65 is very large.
• 29:52
  So like 6 very tall, 6 feet guy who is brown hair and blue eyes.
• 29:58
  OK, great. This is your guy.
• 30:00
  He's got all those qualities. Great, you've won the jackpot.
• 30:04
  However, he has a weird quirk that you are like, oh, I don't
• 30:12
  know if I'm into that or he has a weird interest or he has, you
• 30:16
  know, something that he's like really aggressively into
• 30:19
  politically that you don't align with right?
• 30:22
  There are definitely things with leads that are going to hit
• 30:26
  certain boxes. The rest I would say is values
• 30:28
  and personality, which are typically going to get a vibe of
• 30:31
  in the sales process of if you're a good fit.
• 30:34
  Now there's the logistical qualifiers.
• 30:36
  Are those three questions the vibe part?
• 30:39
  What I would say is the way to overcome that if you are getting
• 30:42
  people that are technically looking to do what you do, but
• 30:45
  they're not quite the kind of people you want to be working
• 30:47
  with, meaning their vibes off, If I'm going to be honest and
• 30:50
  just super direct with you, that's actually a result of you
• 30:53
  and the way that you're showing up as a brand.
• 30:55
  So, you know, to be honest, I had an era of my business where
• 30:59
  I was kind of like, I hate this terminology.
• 31:02
  So don't use this against me, but I, I was in my I was in my
• 31:06
  boss babe era a little bit. OK, I don't love that term, but
• 31:10
  I was in this, you know, season of just like, really like hustle
• 31:16
  and grind and just like more and like so many Blazers.
• 31:20
  Oh my God, so many Blazers. Like just really intense.
• 31:24
  And you know what's shocking, but also not shocking at that
• 31:28
  time, I really brought in a ton of people who were very intense,
• 31:32
  like in the sense of like their energy and the the persona, the
• 31:36
  values were also very intense. So the thing that I recognize is
• 31:39
  like, they again had the problem they were looking to solve the
• 31:44
  thing that I could solve. And they were somebody that
• 31:47
  technically was the ideal client I served.
• 31:49
  But the last piece was do they have the values and the
• 31:52
  personality or the, you know, the vibe of the kind of person I
• 31:54
  want to work with? And for a while I didn't filter
• 31:57
  that, but I will tell you it is something that since, you know,
• 32:01
  the last couple years, I have really spent more intention
• 32:03
  being like, is this person like a good human?
• 32:05
  Is this someone I feel like I could have dinner with?
• 32:07
  Because otherwise I don't really know what I want to do business
• 32:09
  with you. And so that's also something
• 32:10
  that I've been really considering in filtering.
• 32:13
  So to that I would say lead quality issue.
• 32:17
  That's what I would audit to the piece of sales skill.
• 32:21
  If all those things are happening and you're not
• 32:22
  closing, it is 100% of sales skill issue.
• 32:25
  OK, so if all those things are a yes and you're like, Yep, that's
• 32:27
  what I do. They're my people then.
• 32:30
  If they're not buying it is 100% a sales skill issue.
• 32:33
  OK I am feeling captain scaling and I'm wondering if I should
• 32:37
  delegate sales. At what point should a founder
• 32:39
  stop doing their own sales? I would honestly say it kind of
• 32:44
  depends on your business because it depends on the volume of
• 32:47
  sales that you're having. So if you're getting on, for
• 32:49
  example, like tons and tons and tons of calls and you're feeling
• 32:52
  like I literally don't have time on my calendar to do all these
• 32:54
  calls, then yeah, you probably would need to do one of two
• 32:58
  things. Build a system so, you know,
• 33:01
  stop doing your own sales doesn't also necessarily mean
• 33:03
  that you have to delegate to someone.
• 33:05
  So like if you're doing calls, it doesn't mean you have to do
• 33:09
  the next step of hiring a high ticket phone closer.
• 33:12
  You also could shift to DM selling and drastically reduce
• 33:15
  the amount of time or the amount of hours and selling.
• 33:18
  So to the question which is like when should you stop doing
• 33:21
  sales? I think truthfully, when it
• 33:25
  really is like the last piece in the business that you haven't
• 33:29
  delegated because I believe that, you know, delivery is one
• 33:34
  of the first things that every business should delegate or what
• 33:36
  technically, I would say admin is one of the first things that
• 33:38
  every business should delegate. Admin and OPS, like I'm going to
• 33:42
  tell you right now, unless your brain is like this beautiful
• 33:46
  mind of like systems and structure, organization, unless
• 33:49
  that's like really your skill set, I really highly recommend
• 33:53
  admin and OPS because the things that the incredible Kelsey
• 33:57
  Dearborn have built inside my business, I could if she had
• 34:00
  left me until now to figure those out, I couldn't have.
• 34:03
  And that's because that's her genius.
• 34:04
  It's not mine. So I really think bringing in
• 34:07
  the right people for admin and OPS is a game changer. 2 I would
• 34:11
  say the second piece that I would outsource would be
• 34:14
  delivery or marketing. Whatever is more constraining to
• 34:16
  you, I probably would recommend it be delivery because I do
• 34:20
  think that marketing still is something that a lot of founders
• 34:23
  know best themselves. So then I would do marketing and
• 34:26
  then I would do sales because again, I'd be more in line with
• 34:30
  you systematizing sales, automating some parts of sales,
• 34:33
  streamlining the process stream of simplifying it before giving
• 34:37
  it to a person. And that's because truthfully,
• 34:40
  for most people, no one is going to sell your product or your
• 34:42
  service better than you are. OK, next question.
• 34:45
  Is it smarter to scale one offer or to build multiple?
• 34:48
  If I'm going to give you my short answer 11 offer because I
• 34:54
  think you like, again, classic quote that you guys have heard
• 34:56
  me share, which I actually got from my coaches, is that you
• 34:59
  have to earn the right to complicate your business.
• 35:00
  And I really resonate with that because I think even myself,
• 35:04
  I've been guilty of this where I kind of just like want to do all
• 35:07
  the things. And often times when you go back
• 35:10
  to the evidence, when you go back to the data, you very
• 35:13
  quickly realize that even though you added all that stuff, it's
• 35:15
  not actually something that moves the needle in the
• 35:17
  business. It's not actually something that
• 35:20
  was the catalyst for your growth.
• 35:22
  And even for myself, when I was reviewing my own business, I've
• 35:24
  done a lot of stuff. I've done, you know, dinners,
• 35:27
  I've done retreats. We always have our mastermind.
• 35:29
  I do private coaching, I've done VIP days, I've done intensives,
• 35:32
  I've done master classes. I've done all the stuff.
• 35:34
  And the thing that I would say has always moved the needle are
• 35:39
  literally 2 offers like, and the shocking part is that the same 2
• 35:43
  offers I started with in year 1. And so I would say like, you
• 35:48
  know, the retreats for us, we're not this massive needle mover.
• 35:51
  When I look back at the data now, the dinners, I love them,
• 35:54
  don't get me wrong, like I love them.
• 35:56
  I found them to be such a good time, but they're not something
• 35:59
  that I would say is like a groundbreaking needle mover for
• 36:01
  the business. I just really like doing them,
• 36:03
  you know? But our mastermind accelerator
• 36:05
  has been around forever and it's something that I really will say
• 36:09
  is, you know, a product, a program, a service that I love
• 36:14
  and that our clients love. And in addition to that is
• 36:17
  private coaching. I have never, I've basically
• 36:20
  never promote my private because it's always booked.
• 36:22
  And that's because these are two services, two ways of coaching
• 36:25
  with us that are always in demand.
• 36:27
  And so I think a lot of people overestimate what is needed and
• 36:32
  even take this out of, you know, my coaching business, OK.
• 36:35
  An example of a product would be Scrub Daddy, right?
• 36:38
  Scrub Daddy had this little :) scrubby thing.
• 36:41
  And that's a, that's a signature, what they consider to
• 36:44
  be a hero product. It's something that is literally
• 36:46
  their singular product that they're known for.
• 36:48
  And at that point, once that was super successful, then they went
• 36:51
  wider. And that's also what I did.
• 36:53
  I used to only have private and accelerator and then I went
• 36:57
  wider. And now that after I've gone
• 36:58
  wider, I'm going back because I just recognized that's where all
• 37:02
  of our momentum has come from. Another example would be
• 37:05
  Coca-Cola. Perfect example like traditional
• 37:09
  can of red Coca-Cola like that is a product that was the
• 37:14
  signature product for a very, very long time.
• 37:17
  They waited a while before bringing out, you know, Diet
• 37:20
  Coke and caffeine free Coke and then Coke Zero and then Cherry
• 37:24
  Coke and you know, Vanilla Coke and all this stuff.
• 37:27
  That was when they expanded their product line, but they
• 37:29
  first really spent a good amount of time in verifying their
• 37:33
  product and most importantly verifying their brand.
• 37:36
  One of the things that I think is kind of a, you know, it's
• 37:41
  unfortunate is that brands try to go so wide so fast that you
• 37:46
  don't necessarily know what you're what you're known for.
• 37:50
  Like, I don't really know which offer is like your signature
• 37:52
  offer because you just have so freaking money.
• 37:54
  So I would also say to the question of, you know, to scale,
• 37:58
  is it about 1 core offer or building multiple offers?
• 38:00
  I would definitely say 1. And I want to share something
• 38:03
  that was shared with me recently, which would actually
• 38:05
  be sharing on another episode with you in depth.
• 38:08
  It's called the five ones. This is something that was
• 38:10
  shared with me from I give credit always where it is due
• 38:13
  talking more as well as he referenced it, I believe his
• 38:17
  name was Clay Collins who came up with this originally.
• 38:19
  And so talking more shared with me originally created by Clay
• 38:22
  Collins. And it was basically the
• 38:24
  structure of the five ones and the five ones basically meaning,
• 38:28
  you know, one target audience, you know, one offer, one
• 38:31
  marketing channel 1 sales process for one year.
• 38:34
  And this really fits into that model.
• 38:37
  They believe that you do that all the way to a year to get to
• 38:39
  $1,000,000, that you don't need to have so much complexity.
• 38:43
  And, you know, when we were chatting about this, it made me
• 38:47
  realize, it made me reflect on my own business of really where
• 38:50
  those ones have been actually the most influential part of our
• 38:54
  business. And so for you, when we think
• 38:57
  about, you know, doing more, ask yourself, you know, why do you
• 39:00
  need multiple offers? Why do you need more stuff?
• 39:02
  And if you're doing it for fun, go ahead.
• 39:05
  Like I did for the dinners. Like I knew the dinners were not
• 39:07
  a money maker. I knew that my retreats were not
• 39:11
  in the way that I wanted to run them.
• 39:12
  Going to be this like massive, you know, multiple 6 figure
• 39:15
  revenue stream. That wasn't really the point of
• 39:17
  doing it. But when I thought about, OK,
• 39:19
  going into the business this year from a financial goal
• 39:21
  perspective, how do we want to achieve that?
• 39:24
  I recognize it's actually quite simple.
• 39:25
  It's literally one offer, like Max 2 offers.
• 39:29
  And so I really believe simplicity scales.
• 39:32
  I think if you can keep it simple in sense of financial,
• 39:35
  it's really not going to take much more than one offer.
• 39:37
  So in my opinion, I'd say stick to 1.
• 39:40
  All right, I'm booked out, but delivery feels really heavy and
• 39:43
  dependent on me. What does that signal?
• 39:46
  OK, well, if you're booked out, that's great.
• 39:48
  As long as, again, these are ideal clients you want to work
• 39:50
  with. They're paying the rates that
• 39:51
  you want to charge. They're not like people who are
• 39:53
  on rates from like five years ago that you're keeping.
• 39:55
  Then that's good. Here's the thing.
• 39:58
  Delivery feels heavy and dependent on me.
• 40:00
  What? What is that signal?
• 40:02
  What does that mean to you? OK, if you're booked out but
• 40:06
  you're drowning, it likely means that you have put yourself as
• 40:11
  like the nucleus of your business, which means that it
• 40:14
  literally can't run operator function without you.
• 40:17
  So the thing that I see is sometimes when people are
• 40:20
  scaling, you may be putting yourself.
• 40:25
  As the doer, which means anything and everything problem
• 40:27
  wise in the business has to be solved by you.
• 40:30
  Which means as you scale your clients, you scale your
• 40:34
  pressure. As you scale your clients you
• 40:36
  scale your workload. As you scale your clients you
• 40:39
  scale your hours. If growth of the business.
• 40:43
  Meaning if becoming more booked out means you becoming more
• 40:46
  burnt out, then you don't necessarily want to go full
• 40:50
  throttle on the gas of scaling the business.
• 40:52
  So what I take from that is it probably means in some capacity
• 40:57
  whether I don't want to say this was intentional because this
• 40:59
  happens a lot of the time unintentionally.
• 41:02
  But if you are somebody that feels like if I take on more
• 41:06
  business, I'm going to go under, like I'm going to drown.
• 41:09
  I can't, you know, do more kick offs.
• 41:11
  I can't do more delivery, I can't do more sales calls,
• 41:13
  whatever might be in the idea of taking on more clients, does
• 41:17
  that make you feel stressed because you feel like you would
• 41:19
  be burdening a lot of it? Then it typically means that
• 41:23
  you're too much into the process.
• 41:24
  So one of the things that I would recommend is if you're
• 41:26
  booked out, but delivery is heavy, first thing I was do, I
• 41:29
  would do is start documenting, especially if you're somebody
• 41:31
  who is in an agency model. Even more so, I would really
• 41:36
  start to think about do I have effective documentation of the
• 41:38
  stuff that I'm doing right now? This is not a matter of making
• 41:41
  fancy trainings. It can literally even just be,
• 41:44
  you know, casing videos or recording videos of what your
• 41:48
  current processes are and allowing that to just be saved
• 41:51
  in a bank that when you bring on somebody to assist you, you've
• 41:54
  got documentation of how you're doing things and the way that
• 41:57
  you're doing them. So I would personally say to
• 42:00
  look at that because if delivery feels heavy, the thing that you
• 42:04
  want to be really conscious of, and I've seen this with
• 42:05
  businesses, which is why I mention it, If your delivery is
• 42:09
  very connected to you indirectly, like not
• 42:12
  consciously, like subconsciously, you're going to
• 42:14
  resist marketing yourself, you're going to resist sales.
• 42:18
  And that's because you know down the line that both marketing and
• 42:22
  sales lead to more work on your plate, which isn't something
• 42:26
  that you're looking to invite. It isn't something that you're
• 42:28
  excited by. So because of that, I would
• 42:30
  really, really recommend thinking about how can you
• 42:33
  document to then first look at what you can do to become more
• 42:37
  efficient or systematize. Even with AI, there's a lot of
• 42:40
  things that you can dial in these days.
• 42:42
  And then if that is not something that you feel like you
• 42:44
  can do with AI looking at a person, but before you ever
• 42:47
  think about getting personal support, you always want to make
• 42:50
  sure that you have something documented for that person to
• 42:52
  use as their guideline. OK, what's the first system you
• 42:57
  install when you scale? What is the first system you
• 43:01
  install when you want to scale out of founder dependency?
• 43:07
  Well, we technically covered just that, so I would say cue
• 43:10
  the answer before that one. OK, how do you know if your back
• 43:13
  end operations are capping your revenue?
• 43:16
  Oh, great question. There's two sides to this.
• 43:21
  Operations can cap your business because it's too basic, meaning
• 43:25
  that you literally don't have the infrastructure you need to
• 43:27
  take on more clients without things going astray.
• 43:31
  On the contrast, I will say I have also seen in businesses
• 43:35
  people who make these just exorbitant, overly complicated,
• 43:42
  overly difficult, way too complex systems and processes
• 43:48
  and automations and tracking and data.
• 43:50
  And they're having all these like crazy, like dashboards or
• 43:52
  spreadsheets or whatever it is. And I'm like, dude, we just need
• 43:56
  these 4 numbers to be visible. Can we get those 4 numbers
• 43:59
  please? Like that's what we need to make
• 44:00
  a decision. So I would say both.
• 44:03
  If you are somebody that's scaling, there's a lot of people
• 44:06
  who when you're growing initially, you can be really
• 44:09
  scrappy because it's just you, right?
• 44:11
  Like it's maybe you and one, one other person, maybe two people.
• 44:14
  You don't really need a lot necessarily with a small tight
• 44:18
  knit, you know, team like that to be able to grow.
• 44:21
  Now on the contrast, though, it is something that once you get
• 44:25
  to a threshold of a certain amount of clients, you're going
• 44:28
  to outgrow it. So like, even if you have no
• 44:30
  data right now and you have no tracking and you have no
• 44:33
  processes and you have no documentation, you're going to
• 44:36
  reach a threshold at some point. For every business, that
• 44:38
  threshold is different, but you're going to reach a
• 44:40
  threshold where you go, Oh my God, things are really chaotic.
• 44:43
  And that's often a byproduct of the fact that you don't have
• 44:47
  internal processes set up. So I would say how it could be
• 44:51
  capping your ability for revenue is that you're doing things
• 44:55
  potentially repeated that don't need to be repeated.
• 44:59
  You're doing things that take lots of revisions that you could
• 45:01
  reduce revisions if you had better documentation or better
• 45:04
  systems or processes. You may be, you know, feeling
• 45:08
  like you're adding seven steps to to things that you're like,
• 45:10
  oh, wow, there was an automation that could just, you know,
• 45:12
  handle all of that. So that's kind of option one.
• 45:16
  The other option to look at or think about for yourself is, is
• 45:18
  it possible that the level of complexity city that you've
• 45:21
  added to your processes is actually the thing that's
• 45:24
  keeping you from doing what you need to do?
• 45:27
  And it's something that even myself, I've been really
• 45:29
  appreciating a lot. You guys always hear me talk
• 45:32
  about her, but I'm just such a big fan.
• 45:33
  Kelsey Dearborn has been with our business for what feels like
• 45:36
  forever now, for ages. She's the OG, she's the first
• 45:39
  hire ever. And the things that she's
• 45:42
  integrated, one of the things I really appreciate about her
• 45:44
  approach is that when she integrates something, she
• 45:47
  doesn't look to make it overly complicated.
• 45:51
  She doesn't look to make it complex.
• 45:53
  She's not looking to make it When she hands it to me like
• 45:57
  this is the fanciest thing I could make, she's like, hey,
• 46:00
  like these are the functions of what you needed to do.
• 46:02
  It does that. Like you can see this, you can
• 46:04
  see that you click here, it will do this.
• 46:06
  Like it hits the functions. So one of the things I really
• 46:09
  appreciate about her approach is that she was able to take times
• 46:13
  where our business was like just like, whoa, like it was lots
• 46:16
  going on. And she took systems and made
• 46:19
  them really simple. She took processes and didn't
• 46:22
  mean that they needed a ton of management and a lot of constant
• 46:25
  monitoring. She always kept it simple.
• 46:28
  And I think that there's this tendency when people try to
• 46:31
  scale that they feel complication or fanciness is
• 46:35
  what makes them official. It is what makes them legit.
• 46:38
  And I would actually argue the opposite.
• 46:39
  I've seen businesses that are doing, you know, 7 million a
• 46:43
  year who are literally using spreadsheets.
• 46:45
  So I by no means believe or buy in to this perspective that the
• 46:50
  level of complication is directly correlated to the
• 46:53
  effectiveness because they're not.
• 46:55
  So I would say how can OPS or the back end keep your revenue
• 46:59
  capped? You're either over complicating
• 47:01
  it and that's bloating the business or you're you have
• 47:03
  nothing established and that's bloating the business.
• 47:06
  Both bloat the business from making more money.
• 47:09
  They just do it in different ways.
• 47:11
  Great question, by the way. Really, really good question.
• 47:14
  OK, I've hired before and it didn't go well.
• 47:16
  How do you rebuild trust in team?
• 47:19
  It's a really common question. I actually had this Lily from
• 47:21
  somebody today. They said I'm scared to hire
• 47:23
  because I hired before and it was a disaster.
• 47:25
  The the classic quote is hiring is guessing, firing is knowing.
• 47:31
  And the thing that I take from that is that I don't really
• 47:35
  think as a business owner that you can ever get out of business
• 47:38
  unscathed by a difficult hiring story.
• 47:42
  All of us have stories about, you know, that person was, it
• 47:44
  was not a good hire for the following reasons or this didn't
• 47:47
  work out and I'm worried it would happen again.
• 47:49
  But if I'm going to give you an analogy, the way that I would
• 47:52
  think about this is you have to look at this almost like
• 47:55
  relationships in your life, like a partnership or a friendship
• 47:58
  that goes sour. If you had a previous team
• 48:01
  member, whether it is part time, contractor, full time, whatever
• 48:05
  it might be. And again, all of us have them.
• 48:07
  I have not talked to a single person who has team that doesn't
• 48:09
  have some kind of team story. And the thing that I would say
• 48:13
  with that is it's just learning. So think about it like a, like a
• 48:16
  romantic partner or like a partner that you have, you know,
• 48:19
  as a business partner or friend, you want to keep in mind that
• 48:23
  you don't want that one circumstance, that one situation
• 48:26
  to be the thing that completely blocks you from all potential
• 48:30
  blessings that could come into your life.
• 48:33
  When it comes to team. And even for myself, you know,
• 48:36
  one of our last hires previous to that, we had three people
• 48:42
  that didn't work out in totally different departments with three
• 48:45
  people that didn't work out, basically all seemingly
• 48:47
  back-to-back. And I'm going to be honest, at
• 48:51
  that point I questioned myself and I said, OK, like, is it me?
• 48:55
  Am I really, you know, not fun to work with?
• 48:59
  Like, like, you know, like I started to have all the things
• 49:02
  that you're asking. I think it's a fair question to
• 49:04
  say like, I'm scared to, to hire again.
• 49:06
  Like what if that happens again? And so if you think, what if
• 49:09
  that happens again, what you really have to isolate is why
• 49:12
  did it happen in the 1st place? And that helped me because I
• 49:16
  recognized, you know, one of the situations was that I'm a big
• 49:19
  data person and the person that I let go was not someone who
• 49:22
  cared about data. So I was like, that was a
• 49:24
  misalignment in a sense of expectations with the role.
• 49:27
  Got it. 2 was somebody that I hired that I, I really had hopes
• 49:32
  that they were going to work out, but the products that they
• 49:34
  produced was not the level of the caliber that we needed for
• 49:37
  the business. And so I didn't know what
• 49:40
  caliber they could produce without truthfully hiring them.
• 49:42
  I had to kind of get them in there.
• 49:44
  And once I got in there, I tried, I workshopped it, I
• 49:47
  feedbacked it, but it just wasn't working out.
• 49:50
  So I had to let them go. And the third person I actually
• 49:54
  really enjoyed working with and was, you know, in my mind a
• 49:57
  great energy to have within our team.
• 50:00
  But there became a circumstance where there was just a big
• 50:02
  difference in values and the representation of those values
• 50:05
  in how we show up everyday. And so with that, we don't work
• 50:10
  together any longer. So it like all just situations
• 50:15
  that you had to go through to learn these lessons and all good
• 50:19
  people, all people that I would say only positive things about.
• 50:22
  Like it was just disconnects on things that maybe I wasn't clear
• 50:27
  about was kind of what I looked at.
• 50:29
  I'm like, did I have ownership in this?
• 50:30
  Was I unclear? Was there lack of training?
• 50:33
  Was there potentially, you know, maybe I shouldn't have hired
• 50:35
  this person in the 1st place? Did I do my due diligence in
• 50:38
  hiring them? Really actually reflect on what
• 50:42
  your lessons were from that. And here's the thing, the most
• 50:45
  important thing is that you take those lessons and awareness and
• 50:47
  you bring that into your next hire.
• 50:50
  It would be very different if you go in being like, well, I
• 50:53
  don't know what happened over there, but I'm just going to
• 50:54
  hire again. That's when you repeat the same
• 50:57
  situation over and over. The people that really
• 50:59
  critically sit down and think about and reflect on what has
• 51:03
  happened, why did that happen? What role did I have?
• 51:07
  What role did they have? Could there be anything I
• 51:09
  integrate to prevent that in the future?
• 51:11
  When you ask those questions, you're not often going to end up
• 51:14
  with the same situation repeating itself over and over
• 51:17
  because you break the pattern. So I would say just like a
• 51:20
  relationship, don't allow one situation to rewrite and assume
• 51:24
  that this is a blanket scenario that meaning anything else in
• 51:27
  the future is going to be the exact same.
• 51:29
  Because I can guarantee you as long as you change the pattern,
• 51:32
  it won't be OK. So what does building a real
• 51:35
  leadership layer in your business look like?
• 51:38
  I'm somebody who feels like I don't know what it means to
• 51:40
  lead. Great question.
• 51:42
  I, I didn't either when I started hiring people, I hired a
• 51:47
  leadership coach. And what we worked on together
• 51:49
  was understanding that there's a big difference between
• 51:53
  leadership and management. And this is something that I
• 51:55
  think is a really crucial piece. If you are someone that has a
• 51:58
  team, you have to understand that management is basically
• 52:00
  auditing tasks and completion and projects and achievements
• 52:05
  and all of those. And we need that in a business,
• 52:08
  you need both. You need leadership and you need
• 52:09
  management. But a lot of people don't
• 52:11
  understand what leadership means, which basically is as I
• 52:14
  see it, if I was going to define it myself, not this is the
• 52:17
  definition in the dictionary. It's basically how you
• 52:20
  understand the internal cues, triggers, motivators, desires
• 52:25
  and needs of your team members to know person to person what
• 52:30
  those are and how you can support someone with those to
• 52:34
  excel in what it is that they do to not only help them, but
• 52:38
  obviously indirectly to help the business as well.
• 52:40
  And So what I would say to the aspect of leadership, like
• 52:44
  building a leadership layer into the business, truthfully, you're
• 52:47
  going to start with yourself. Like this is really not going to
• 52:49
  come down to your team. It's about you need to learn how
• 52:52
  to lead. You need to learn what is your
• 52:54
  style of leadership? Where are you lacking as a
• 52:57
  leader? You know, I had to have some
• 52:59
  really clear conversations with myself where I I, you know,
• 53:03
  realized, OK, wow, like previously my leadership was
• 53:06
  like task, task, task, task, task.
• 53:08
  And then I realized I was like, I want people to take ownership.
• 53:10
  I want them to, to feel agency. And then basically I had, you
• 53:13
  know, someone say to me, they're like, yeah, but you don't even
• 53:15
  let them take agency. Like you literally don't release
• 53:18
  enough control for someone else to take agency over their
• 53:21
  department. They could, they're the kind of
• 53:23
  people who could, no question. But you won't let go.
• 53:26
  And it was really having those conversations that made me
• 53:29
  realize, OK, wow, this is not a, oh, we need a system or we need
• 53:33
  this or we need that. There's a lot to be said about
• 53:35
  documentation, but it's also a matter of where are you in the
• 53:39
  way that you show up for your people or the way that you lack
• 53:42
  showing up for your people? Where are you capping your
• 53:45
  business? And I think that that is
• 53:46
  something that was a really important conversation and still
• 53:50
  is a conversation that I'm always working on.
• 53:52
  So I would say if I could recommend anything to you, start
• 53:55
  reading leadership books, start, you know, listening to podcasts
• 53:59
  on leadership. Start asking yourself, you know,
• 54:01
  what does it mean to lead? And recognize most importantly,
• 54:04
  that people think leadership is about critiquing people.
• 54:08
  And it's about, you know, leadership is all about, you
• 54:10
  know, enforcing the rules and all of this stuff.
• 54:13
  But I would actually say in today's current market or
• 54:15
  today's current business structure, leadership, there's
• 54:18
  actually a lot about how you can lead from the front and lead by
• 54:20
  example. And so if you're somebody that
• 54:22
  cares about the level of detail of your work, if you're somebody
• 54:24
  who cares about, you know, how people feel, if you're somebody
• 54:27
  who cares about what people are going through in their life
• 54:29
  while they're navigating their work, like that's something
• 54:33
  that's going to bleed into your team.
• 54:34
  And so I, I realized that a certain point in my business, I
• 54:37
  really knew what my team did, but I didn't know how my team
• 54:40
  was doing. OK, So I got to this place in my
• 54:43
  business where I'm like, I know what they're doing and what
• 54:45
  they're up to, but I don't know how they're doing.
• 54:48
  And I was like, that sucks to realize, to be honest, because I
• 54:53
  realized I was like, whoa, like they're working with me, but
• 54:57
  like, you don't work for me. Like you work with me, you don't
• 55:01
  work for me. And I realized that that shift,
• 55:04
  'cause I had all this like corporate mumbo jumbo in my
• 55:07
  head, I was like, OK, like these, this is what you need are
• 55:09
  the people who work for you and so on, so forth.
• 55:12
  I was like, but I don't want people who work for me.
• 55:15
  I want people who work with me. And what I realized was as a
• 55:18
  leader, I, I knew what they were doing, but I didn't know how
• 55:22
  they were doing. And that's a question I would
• 55:26
  ask you. Do you know the people that
• 55:28
  you're working with, how they're doing?
• 55:29
  And so like, I know that one person that I'm working with is
• 55:34
  navigating like, Hey, I think I have a DHDI don't know what the
• 55:36
  heck's going on. And then the other person's
• 55:38
  like, hey, you know, I really want to learn more about this
• 55:41
  regulation and kind of inner work.
• 55:43
  And someone else is talking about the fact that they're
• 55:45
  really learning a lot about things that are happening of
• 55:47
  being a homeowner and you know, the, the phase that they're
• 55:50
  going through right now and they're experiencing, you know,
• 55:52
  new opportunities with that. And then I'm talking to somebody
• 55:55
  else who, you know, they were sharing with me is, is learning
• 55:58
  a lot about releasing of other people's things and how they're
• 56:01
  holding for people, right? Like nothing to do with their
• 56:04
  tasks, nothing to do with outcomes, nothing to do with the
• 56:06
  goals of the business. But it tells me like, how are
• 56:08
  they doing? And that allows me to know when
• 56:11
  I'm giving them tasks, when I'm giving them things to work on,
• 56:14
  when I'm asking for their help with things.
• 56:15
  It really helps me to understand what frame of reference are they
• 56:18
  coming in with as to what they're navigating when they
• 56:20
  approach that task or when they approach approach that project.
• 56:23
  So what is the identity shift required to go from multi six to
• 56:28
  seven figures in your business? Oh, getting out of the doing and
• 56:35
  becoming the person. Like like don't think I'm
• 56:38
  removing myself, think I'm moving up.
• 56:42
  So a lot of people when they think about going to seven
• 56:43
  figures, they're like, I don't want to remove myself.
• 56:45
  I love my business. So do I like I love my business
• 56:49
  too. This is not about you in order
• 56:51
  to go to seven figures, removing yourself and you go sit in a if
• 56:55
  you want to, you can, but like if you don't go sit in a spa and
• 56:59
  you have nothing to do with the business anymore.
• 57:00
  It's about changing the role in which you're leverage able.
• 57:04
  And I think the biggest difference to the question of
• 57:07
  what is the biggest shift in identity is, is realizing where
• 57:11
  are you most valuable? And the identity we have to
• 57:14
  release is that the places you used to be most valuable might
• 57:17
  not be the place that you're most valuable anymore.
• 57:19
  And so I see, you know, people, for example, in an agency or if
• 57:23
  you're a coach, you might be most valuable in like the
• 57:25
  day-to-day doing of the work with your clients.
• 57:28
  But the reality is the 7 figure version of you, that's not where
• 57:31
  you're leverageable. That may not be where you're
• 57:33
  most effective in helping the business to grow.
• 57:36
  And the other identity piece I would say that I can't skip over
• 57:40
  by any means is recognizing that like if you want to operate at a
• 57:45
  premium level, if you want to really operate as like that top,
• 57:49
  top top performer in business, start acting like it.
• 57:53
  Like I take myself to church on this all the time.
• 57:57
  Because when I feel like I'm in like this slump, like if I feel
• 57:59
  like I'm like low motivation or if you feel like I'm not like,
• 58:02
  you know, fulfilling things the way I could, I'm like, hey, you
• 58:05
  like get into training. Like you've fallen off your
• 58:09
  training. You've fallen off the way that
• 58:12
  you need to show up to be that person.
• 58:14
  Like, oh, you just want 7 figures handed to you.
• 58:16
  You want 7 figures on a platter without doing work, without
• 58:20
  doing the mindset work, without learning regulation, without
• 58:23
  having the habits, without changing your circle, without
• 58:27
  doing these things. Like you have to recognize that
• 58:31
  seven figures a year in a business is an incredible
• 58:35
  achievement and that takes a specific way of operating as an
• 58:41
  individual. And so, you know, I even have
• 58:44
  seen from myself, this is like so weird to say because I feel
• 58:46
  so self vulnerable if that's a word.
• 58:49
  It's not I recognize even now, like from multiple six to seven,
• 58:55
  from 7:00 to multiple 7. And if you're at multiple 7,
• 58:57
  willing to go to 8, you know, 8 figures a year, you have to
• 59:01
  evolve if you want your business to evolve.
• 59:04
  The person you are today who's making a certain amount of
• 59:07
  money, whatever that amount is in your business right now, the
• 59:10
  person that you are today is not the person you're going to be
• 59:15
  when you get to where you want to go.
• 59:17
  And I'm not talking personality. I love chocolate now as much as
• 59:19
  I love chocolate. It's six figures, OK?
• 59:22
  I love, you know, a good ROM com now, the same way I did that.
• 59:27
  I'm not talking about your personality, OK?
• 59:29
  I'm talking about the way that you see problems is going to
• 59:33
  shift. The way that you see stress and
• 59:36
  how you navigate stress is going to shift.
• 59:38
  I had a phone call a couple weeks ago and someone was like,
• 59:41
  hey, here's a $40,000 surprise. And I was like, OK, like, I was
• 59:46
  like, this is crazy. But also let's just handle it
• 59:49
  and pass me like me seven years ago, I'd be like, what are you
• 59:54
  talking about? And I would be like, freaking
• 59:56
  out. And I just remember, like,
• 59:58
  Kelsey, our team member is there when I got this call.
• 1:00:00
  And I was like, well, like, I took me a second, but I was
• 1:00:04
  like, OK, that would have taken me a week.
• 1:00:06
  It would have been taking me two weeks before.
• 1:00:08
  And so like nervous system regulation, how you look at
• 1:00:10
  problems, your habits, the excuses that you make, how
• 1:00:14
  consistent you are, like these are things.
• 1:00:17
  That compound into helping you to have that 7 figure business.
• 1:00:23
  So it's not about changing your personality.
• 1:00:26
  It's more about changing of the way in which you show up in your
• 1:00:30
  day-to-day within your business and the way you approach things,
• 1:00:34
  the perspective you bring, the clarity you bring, the calm you
• 1:00:37
  bring, the chaos potentially you bring.
• 1:00:40
  Those are things you got to dial in if you really want to have a
• 1:00:42
  7 or a multiple 7 figure business.
• 1:00:44
  And honestly, it's a lot of what I coach, even my private clients
• 1:00:47
  on because because some of them are, are learning to flex this
• 1:00:50
  muscle for the first time. And you know, they'll say, you
• 1:00:53
  know, let's just say this team member did X and I said, hey,
• 1:00:55
  hey, hey, it's not the team member, it's the training, It's
• 1:00:59
  us. We get to lead better.
• 1:01:01
  We get to manage better. We get to make better
• 1:01:03
  documentation, we get to make better processes.
• 1:01:05
  Like this starts with I'm fixing it and I'm going to lead instead
• 1:01:10
  of like we point fingers, we don't point fingers, we own it
• 1:01:13
  and we say, OK, what was my involvement in this?
• 1:01:15
  What was their involvement? And how can I fix this problem?
• 1:01:17
  So it's just the way in which you approach the business, I
• 1:01:22
  would say is the biggest shift. And on the personal bucket,
• 1:01:25
  like, I don't believe that you should ditch everything that you
• 1:01:26
  used to do and like, see your old friends and see you, you
• 1:01:30
  know what I mean? Like, I don't think that that's
• 1:01:31
  necessary. I think it's more about
• 1:01:34
  personality wise, you should stay anchored in who you are.
• 1:01:37
  Like I, I, I, I think there's a, a significance, there's a value
• 1:01:41
  in staying humble. I think there's a value in
• 1:01:43
  staying kind. I think there's a value in
• 1:01:44
  staying wholesome. And yeah, I think that the
• 1:01:48
  biggest identity shift is not who you are as a person.
• 1:01:50
  It's about who is the person that you bring to the business
• 1:01:53
  each day. Might be the way that I'd phrase
• 1:01:54
  that. I kind of like that.
• 1:01:55
  I might steal that for myself. Okie, Dokie, let's go with one
• 1:02:00
  final one here. We got a lot more, which I feel
• 1:02:02
  like we're gonna need a Part 2 to this.
• 1:02:03
  But if you could help me, this is such a good question.
• 1:02:09
  If you could help me only fix one thing to unlock my ability
• 1:02:13
  to scale, what would you look at to decide what it is?
• 1:02:19
  I get to pick one thing to help you to grow.
• 1:02:24
  OK, I got it. Like I got it.
• 1:02:27
  I got it. OK, so I'm actually not going to
• 1:02:29
  tell you. I'm going to ask you questions
• 1:02:31
  because I want you to figure out what yours is.
• 1:02:32
  OK. So in your business, when you
• 1:02:36
  have had the most flow, the most success, the most ease in your
• 1:02:41
  business, what were you doing? So what were the actions you
• 1:02:45
  were taking? Was it marketing?
• 1:02:46
  Was it sales? Was it a certain offer?
• 1:02:48
  Was it a certain thing you were doing with your brand, with your
• 1:02:50
  team? So you saw the most momentum in
• 1:02:52
  your business, what were you doing?
• 1:02:54
  And the first question I would ask you is how consistent or
• 1:02:57
  close are you to doing those same things today?
• 1:03:01
  How many of those have you let go of?
• 1:03:03
  How many of those have you been like, oh, I delegated that or I
• 1:03:05
  gave that away or I systematize that.
• 1:03:07
  There's a possibility that if you're like, yeah, I'm still
• 1:03:11
  doing those things today, but they look very different that in
• 1:03:13
  doing that delegation, systematizing, etcetera, you've
• 1:03:16
  scaled out what was working about in the 1st place.
• 1:03:20
  So that's one thing that I would ask.
• 1:03:23
  Second thing I would ask is what is the biggest thing that you
• 1:03:28
  know could catapult your business that you're not doing?
• 1:03:31
  And you know what that is? So what is the biggest thing
• 1:03:36
  that you know could catapult your business and help it to
• 1:03:38
  scale, but that you're actively not doing?
• 1:03:41
  It doesn't really matter why you're not doing it.
• 1:03:42
  Some people are like, oh, well, it's time or it's resources or
• 1:03:45
  it's energy or it's, you know, I'm just scared or I whatever
• 1:03:48
  might be. What is that thing that you
• 1:03:51
  fully know? If you double down on it, it
• 1:03:53
  would really massively help your business.
• 1:03:54
  Or if you started doing it, it would massively help your
• 1:03:56
  business. What is something that you
• 1:03:58
  believe to be true about yourself right now that you know
• 1:04:04
  you would need to release or let go of to have $1,000,000
• 1:04:10
  business? And if 7 figures a year in your
• 1:04:14
  business could look easy or could be easy, what would that
• 1:04:20
  look like? Paint that picture for me in
• 1:04:22
  your head right now. Just answer that in your head.
• 1:04:25
  If you could have $1,000,000 a year in your business and it
• 1:04:27
  would be easy, what would that look like?
• 1:04:30
  And now you've got that picture level 1 to 10.
• 1:04:33
  How consistently and how passionately or intensely,
• 1:04:37
  whatever word resonates with you, are you pursuing that
• 1:04:42
  daily? Yes, that's what I would say.
• 1:04:47
  I would say the one thing, if you wanted my strategy side, the
• 1:04:50
  one thing is really reflective of your business.
• 1:04:53
  So it entirely depends on what you're experiencing.
• 1:04:56
  If you are somebody who feels like you want the strategy
• 1:04:59
  answer to unlock the one thing you need for seven figures, my
• 1:05:03
  question to you would be, what is one thing you can delete from
• 1:05:06
  your business that is causing you time, energy, resources and
• 1:05:10
  distraction that has not actually moved the needle for
• 1:05:13
  you in the last six months, whatever that thing is that
• 1:05:15
  you're thinking of? So take that.
• 1:05:17
  Someone came to me and they said I have Adm Setter.
• 1:05:19
  She, you know, books calls for me.
• 1:05:21
  I said, great, how many calls has she booked in the last six
• 1:05:22
  months for you? Well, we haven't had very good
• 1:05:25
  success with it recently. I said, great, Nix that, move
• 1:05:28
  her to a different department. And she was like, what?
• 1:05:31
  And I'm like, yeah, why would we keep paying Adm Setter who's not
• 1:05:35
  setting things right? Why would we keep paying a
• 1:05:39
  gardener who's killing the flowers?
• 1:05:41
  Like let's bring them into a different part.
• 1:05:43
  I'm not saying fire them. I'm saying take the energy,
• 1:05:46
  resources and time and put it somewhere else, put it into
• 1:05:49
  something that's actually creating momentum.
• 1:05:52
  So the strategy question would be, what is one thing right now
• 1:05:55
  in your business that you are doing that has not moved the
• 1:05:58
  needle in any capacity? There's no evidence to say it's
• 1:06:01
  creating momentum. There's no results to show for
• 1:06:03
  it. And with that, the number one
• 1:06:05
  thing that I want you to do is I want you to delete it.
• 1:06:08
  And that is because there's time, energy and resources that
• 1:06:10
  are being put into something you're doing right now that are
• 1:06:12
  not actually helping you. And you probably believe on some
• 1:06:15
  level that if I do more, of course I'm going to make more.
• 1:06:18
  It's the complete opposite. And I had to learn this very
• 1:06:21
  uncomfortable, hard way. This is something where you are
• 1:06:26
  going to actually need to do less in order for you to make
• 1:06:29
  more. And so it's going to mean
• 1:06:31
  getting really critical with the stuff that you're working on if
• 1:06:34
  you want to make 7 figures. And with this seven figures is
• 1:06:38
  different per person, 7 figures is not this easy, you know,
• 1:06:41
  formula of like A + B = C and boom, you made seven figures.
• 1:06:45
  It's depending on what your offer is, your team size, your
• 1:06:47
  marketing. All of these pieces of what I
• 1:06:49
  would tell you to change are definitely reflective of what
• 1:06:52
  kind of business structure you have.
• 1:06:53
  So with that being said, if you are somebody listening today who
• 1:06:57
  has resonated with the questions that we've shared, you are like,
• 1:07:00
  hey, I had that question or I am struggling with that or I am
• 1:07:03
  navigating that. I feel like a lot of what the
• 1:07:04
  questions that were submitted were very, very common, very
• 1:07:08
  relevant to things I've experienced and clients who come
• 1:07:11
  to me are experiencing. And so with all of that, if you
• 1:07:14
  are somebody that is in your place of your business right now
• 1:07:17
  and you are like knowing that you're not where you want to be,
• 1:07:21
  you know, you want to achieve more.
• 1:07:22
  You know that you're feeling these resistances, you know
• 1:07:24
  where to find me, Shoot me a message on Instagram.
• 1:07:26
  I would love to chat with you to see how I could support you if
• 1:07:29
  any of us resonated with you. The other thing I can also say
• 1:07:31
  is submit a question to have your question on ambitious.
• 1:07:36
  This is something that I love to do to be able to coach people,
• 1:07:38
  to be able to pour in. And so if you are somebody who
• 1:07:41
  is looking to get advisement for something you're navigating,
• 1:07:44
  submit it to the website. Go to the website.
• 1:07:46
  There's a form there. It can be entirely anonymous for
• 1:07:49
  you. You can submit a question of
• 1:07:50
  what you're experiencing. And when we have our next
• 1:07:53
  unfiltered episode, we will feature your question to give
• 1:07:56
  you your personalized answer. So with all that being said, I
• 1:07:58
  will see you on next week's episode.
• 1:08:00
  And, as always, stay ambitious.