Latest / Ambitious Podcast / EP.74: How to Build a Signature Framework That Connects, Converts, and Sets You Apart | The Ambitious Podcast

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EP.74: How to Build a Signature Framework That Connects, Converts, and Sets You Apart | The Ambitious Podcast · Ambitious Podcast

0:00
And you've gotten lucky that that random approach has been
0:03
able to generate consistent results for people.
0:05
You're relying a lot more on you as the person being the reason
0:08
they buy versus the process or the framework that you've
0:12
created being the basis of the transformation or why they would
0:15
invest. The reality is your business
0:17
will be capped because you cannot be the sell factor of a
0:21
scaling business. Your customer is struggling to
0:24
understand your process and your transformation because the
0:27
entire thing is said through the lens of yourself as the business
0:30
and company and not thought in the words and the verbiage of
0:33
the consumer. If you remember nothing else
0:36
from today, the signature framework is not about you.
0:40
Hello and welcome back to ambitious.
0:42
OK, so I am someone admittedly, who does record sometimes on the
0:47
weekends. I get up, I have my coffee, I
0:50
take my dogs for a walk and I love recording on the weekends
0:53
because I find that I'm just like in such this like serenity
0:56
state outside the craziness of the Monday to Friday.
1:00
But also the downside of that being that I don't usually on
1:03
the weekends like get up and get ready.
1:05
Hence today of me and what I would wear to go get groceries,
1:09
which is jeans, a white T-shirt and a hat.
1:11
So I want to kind of just explain the elephant in the room
1:14
because I have had a couple people who've messaged me about
1:16
this. If you're watching this on
1:17
video, you will see that I'm wearing an ambitious hat.
1:20
And so most recently we had a brand shoot.
1:22
And at the brand shoot, we had what I would actually say is
1:25
kind of a vibe. We've had these these dad hats
1:28
made and we had them made for the photo shoot for just some
1:32
stuff that we're doing for brand photography.
1:34
Anyways, Long story short, we got these hats done for the
1:38
photo shoot and I had kind of put up some teasers of those on
1:41
social. And some of you guys were like,
1:42
whoa, whoa, whoa. Are we doing merch?
1:44
Because like, I, I want merch, I want sweatpants, I want hats, I
1:47
want all of it. And at least as I record this,
1:51
there is no merch at this time. But it is not that it has not
1:55
crossed my mind. OK, So it is not that I have not
1:57
thought about it. It's not that I have not even
1:59
potentially, you know, designed it and thought about exactly how
2:04
I would have it look and what it would look like.
2:05
But for this current moment, it is not out and we do not have
2:11
any merch available. And if you are somebody who has
2:13
ever done any kind of shipments, I used to and my team will
2:17
laugh. We used to do these welcome
2:19
boxes for clients when they would sign with us and we would
2:22
send them this box with like all this different stuff inside.
2:25
And like of course as a client, it's a great experience.
2:29
You sign on for this new program or this new coaching experience,
2:33
you get this welcome package and like all of it is really fun and
2:35
exciting. However, something that nobody
2:38
tells you about is the shipping and the tracking and the prices
2:42
that are so all over because you have one person who's in Europe
2:45
versus the other person who's in Canada versus Australia or
2:49
wherever. And so because I'm not quite
2:51
ready to open up that can of worms yet.
2:54
At this time, we do not have merch available.
2:56
But it is not that it hasn't crossed my mind.
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And I'm just going to say for the current time, I'm going to
3:00
put a pin in it and I'm going to come back to it.
3:02
But in the meantime, I will be rocking this ambitious hat
3:05
probably on social and on here. So just want to clarify the
3:07
elephant in the room because I've had some questions about
3:09
it. All right.
3:10
So today class is in session, OK, Because this is something
3:15
that you must have if you are someone who has a service based
3:20
business and it is a signature framework and a signature
3:24
process. And there is so many reasons and
3:28
implications that this has to your business in you know a
3:30
positive way. If you don't have it can have
3:33
negative consequences on the business, some of which you
3:35
might already be feeling right now.
3:37
And so I want to unpack all things signature framework today
3:40
because it is probably one of the first things that if you
3:43
were going to work with me, I would ask you about.
3:45
Because I want to better understand exactly what it is
3:48
that you do and have you be able to explain that to me in a
3:52
clear, concise fashion and take that.
3:55
And I would leverage that in marketing, I'd leverage it in
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sales. I would leverage it in your
4:00
delivery with your clients. I'd leverage it with your team
4:02
who's potentially supporting those clients or you know,
4:05
supporting inside of your services.
4:07
So signature framework, I want to unpacked today, what is a
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signature framework? What does it actually mean?
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What is a signature process? This is also something that
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we're going to touch on a little bit as well, which is the genius
4:18
model, which is a style of a signature framework.
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We're going to also talk about what are the kind of indicators,
4:25
to be honest, that are going to be coming up in your business
4:27
right now. If you are somebody who probably
4:29
doesn't have a signature framework, because I've also had
4:32
people who've come to me and this may even be yourself, where
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you think I have one. I have a process, I have a
4:37
framework, but you come to me and you bring it to me and I
4:41
don't understand it. And as a general consumer, if I
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don't understand it, it means it's not going to land in
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marketing and it's not going to land in sales because it's not
4:48
actually easy to comprehend. So we're going to talk about
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indicators that if you have one right now that it's not
4:54
effective or indicators that are really a sign that you need to
4:58
get one established or that this is lacking within your business.
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Now I also, again, have people who come to me that they say,
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well, Kate, I already have a process.
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I already have a framework. And when they come to me, they
5:09
present it to me and I'm like, there's so many mistakes wrong
5:13
with this framework and with this process.
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And so we're also going to talk about the mistakes you might see
5:18
or that you might want to evaluate within your current
5:20
framework that could be sitting right underneath your nose.
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And I'm also going to talk a little bit about the impacts,
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the significant impacts that can happen when you have a really
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dialed in intentional mature framework.
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And how do we even create this, right?
5:34
So if you maybe are wanting to develop this for the first time
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or maybe you have one, but you're like, I kind of want to
5:40
use today to be the opportunity to go back and refine it and
5:44
edit it. This is also going to be an
5:46
opportunity for you to do so. I'm going to walk you through
5:48
the process of step by step how I actually create a signature
5:53
framework. So we got a lot to cover today.
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It's not going to shock me if today's a little bit of a
5:57
lengthier episode. So I appreciate all of you guys
6:00
who will hang on with me because this is something that I think
6:03
is going to be insanely impactful in your business.
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And as I said, this is something that touches every department of
6:08
your company. It's going to impact marketing,
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sales, offers, delivery team. There's really no element of the
6:13
business that is untouched as a result of creating and
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establishing your signature framework.
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So first, let's actually get what the heck is a signature
6:29
framework or what the heck is this model or process, right?
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So what is it? So the basis of it, I'm really
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going to give you the definition, meaning this is not
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Kate's interpretation. This is what it actually is
6:41
based off definition within the business space.
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So essential framework is a proprietary process, a system or
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a methodology that you develop that is clearly going to outline
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how you can help people to get results.
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OK. So it gives structure to your
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services, to anything that you provide.
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So whether it's a done for you service, if it's coaching, if
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it's consulting, if it's a course and it allows that
7:06
transformation, that offering to be repeatable, reliable and
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differentiated, OK. If I want you to take anything
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from the definition of what is the signature framework or what
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is a process or a model in your business, it is that.
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It is those 3 words of it's repeatable, it's reliable, and
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it's differentiated. So if you are someone who feels
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like you are not easily able to differentiate yourself, if you
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find that you're not able to rely on consistent results or
7:38
transformations with clients or rely on the consistent, I
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explain my process to someone and they always get it.
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If you feel like you don't have a rinse and repeat system, it is
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a indicator of a lack of a signature framework.
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So this is really, if you think about it, your version of how
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your transformation happens. And here's the thing, I'm going
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to be honest. I talk to businesses day in, day
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out and you come to me and I say, well, how do you get
8:05
results? And you just say, well, this
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client got this and this client got that.
8:09
But it's actually an indicator because it's all so scrambled
8:13
and so chaotic that you don't have a process.
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And by not having a process, it really means it's random.
8:20
And you've gotten lucky that that random approach has been
8:24
able to generate consistent results for people.
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There's the other side, which is the person who maybe even has a
8:31
signature process, but they don't know they do, meaning you
8:34
are actually doing the same things day in day out with
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clients. But you don't even necessarily
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know how to put a name to it. You don't really know how to
8:43
structure it. You don't know how to explain
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it. You don't really know how to
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outline the process. You know, you do the same with
8:48
every client, but you don't really have any rhyme or reason
8:51
to how you'd explain it. And so that's what a signature
8:53
process will help you to develop.
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Now I want to kind of give, you know, a highlight of what this
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would be. So one that all of us or many of
9:02
us will know is the signature process of the 5 second rule.
9:05
So this was actually obviously created by shout out Mel
9:08
Robbins. Mel Robbins had most recently
9:10
published the 5 second rule, which was literally counting
9:13
back from 5:00 to kind of launch yourself into doing things that
9:17
you didn't want to do. Now the 5 second rule is
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something that is a process that she has used to explain and give
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us a clear understanding of exactly what to do.
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And most importantly, all of us know that if we follow the 5
9:34
second rule, what should the outcome be?
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So we know that if we are somebody who goes 54321 go get
9:40
out of bed or 54321 go get your shoes on, go, go, go for a walk.
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We know that this is a countdown of five with an outcome of doing
9:49
the thing that you really don't want to do.
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So there's a really clear understanding of the process and
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there's a really clear understanding of the outcome.
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So Mel Robbins 5 second rule is actually a signature framework
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or signature process. Now in earlier episodes, we also
10:05
talked about brand story. There's an episode that if you
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have not listened to yet, let this be your invitation to do so
10:10
about building a brand story. And in this episode, we talk
10:14
about the structure. And again, shout out, because I
10:17
have to always give credit where is due, we talk about Donald
10:20
Miller's story, brand framework, and we talk about the seven
10:23
parts of his framework. If you go to that episode and
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you even want to, if you want to fast track to the section where
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I talk about the framework, that's an opportunity for you to
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also see in real time an example of a signature process and of a
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signature framework. So the thing I will say is this
10:40
is seen everywhere and it's also something that is a process in a
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lot of things that maybe you aren't even aware of.
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So I don't even know if I've mentioned this on this podcast
10:50
before, but I worked at Starbucks for a very, very small
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time, very short. It was very short, but I worked
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at Starbucks for a very short amount of time and they have a
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process that they use with their Grande versus Vendi versus I
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think it's Trenta cups. And they have this understanding
11:09
of if it's, if it's a certain size, how many shots it gets,
11:12
It's a formula. It's actually a process and what
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it means and what it does is it allows every drink to be
11:18
consistent. So when you are even doing the
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syrups, right, every size always starts with two and then you add
11:28
an extra 1 for each size that you're up.
11:30
So if you're the highest size, it's 2 + 3 because it's the
11:33
highest size, right? So they have all of these
11:36
processes, they have these formulas.
11:37
And why is this important? Because with this signature
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process that they have and their signature way in which they
11:44
craft, for example, latte or a drink, what this actually does
11:48
is it allows every drink to be consistent.
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It's the difference of if you go to that Starbucks that's closest
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to your house versus the one that's maybe, I don't know, 20
11:57
or 30 minutes away, Generally speaking, the drink should taste
12:01
the same. And that's because the process
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and the framework from which they generate them is identical.
12:07
But here's the thing, which is why Starbucks is such a a great
12:11
representation of a signature framework.
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They have a framework and they have this formula, if you will,
12:18
to the base of the drink, but they also have a little bit of
12:22
room for fluctuation, which is where you customize it, right?
12:26
So for example, if you say I want it extra sweet, they have a
12:30
framework for that. If you are someone who says I
12:32
want it extra hot, there's a framework for that.
12:35
So there really is this core framework, which is rinse and
12:38
repeat in every single drink. And then there's add-ons that
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they've created processes around.
12:45
So you are interacting with signature frameworks and
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signature processes all of the time.
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Like it is something that you in your day-to-day are going to be
12:54
exposed to. But a lot of us are kind of
12:57
sitting back and just watching these frameworks happen or
13:01
seeing other people have them, but not necessarily integrating
13:04
them in our own business. And today's that invitation to
13:06
change that. So even for myself, one thing I
13:09
will say is, you know, I created my signature framework very,
13:13
very early in business. I created this within, I
13:17
probably would say to be honest, with my first year of business.
13:19
It was one of the first things that I did because I really
13:22
wanted to be able to explain to to somebody how I was going to
13:25
get them from point A to point B and exactly what the journey was
13:29
going to look like without necessarily going into all the
13:32
nuts and bolts of every single thing or exercise or task that I
13:36
was going to do with them. So I want to kind of unpack a
13:40
little bit of indicators of what you might look at in your
13:43
business. That's an indicator you need to
13:45
develop or you need to further integrate your signature
13:48
framework. OK, so a St. your framework.
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One of the things that I see that is a big disconnect is when
13:53
someone's selling their offer. A glaring sign to me that you
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don't have a framework is you tell me about your time.
14:01
You tell me how much access I get to you.
14:02
You tell me how many sessions I get.
14:05
You tell me how many calls I get.
14:06
You are constantly selling the deliverables of your offer.
14:10
You're not necessarily selling the actual transformation of
14:13
what it is that you do. It also, I will say, is very
14:16
apparent when you're trying to explain what it is that your
14:19
offer does for me and you're having a hard time doing that.
14:23
Or you can explain to me what your offer does, but it takes
14:27
you about 13 minutes to get it from, you know, so I do this and
14:30
then you go on this long paragraph and by the end of it I
14:33
have some aspect of clarity of what it is you do for me.
14:37
If you have a lot of language needed to explain what it is
14:40
that you do, it likely is an indicator that you don't
14:43
actually have a intentional signature framework.
14:47
You will also see within your business that you'll see people
14:51
asking you things like, So what exactly is it that you do?
14:54
Or you know, curious how is what you do different than so and so
14:58
or different than someone who does XYZ?
15:00
So if you're finding people not even sure of what it is that you
15:05
do in your transformation or feeling like they don't get it,
15:08
it's usually an indicator that within your marketing, your
15:11
sales process and potentially you know even in your delivery
15:14
it's not clear. In the delivery, every aspect
15:16
it's very apparent because if I go into someones business and
15:20
for example, you come to me and you say, Kate, it's crazy
15:23
because in this program or in the service, there are such a
15:27
spectrum of results. I've got people who are really,
15:30
really struggling to get results and I've got people who are
15:33
crushing it and are like superstars within this offer.
15:37
Or if you're an agency, you've got people that are like it's
15:39
super, super easy to get them outcomes and other people where
15:42
it feels like I am, you know, pulling teeth to try to get some
15:46
movement here. And so you wonder why is that
15:48
happening? Well, that's really a basis of
15:51
the fact that each client experience is kind of being
15:54
approached as custom, which again, back to our Starbucks
15:57
analogy, means that every drink that you're producing isn't
16:00
really following a framework, which means it is going to taste
16:03
different every time because there's no basis from what
16:05
you're making it. So you'll see this translate to
16:09
having offers where the the variation in results is
16:12
significant. And that's because there really
16:14
isn't any process to why you're doing what you're doing and how
16:18
you're doing it. Now, I also will say this is
16:21
very obvious in sales because if you are someone who is pitching
16:26
to people and you're selling to people and you're, you know,
16:28
even if you're selling in any fashion, if it's on a sales
16:31
page, if it's in DMS, if it's on a call, the method of sale isn't
16:36
really as important as the fact of wherever you're getting an
16:39
opportunity to communicate your offering, you're getting price
16:43
objections or you're finding when you're trying to sell those
16:46
higher ticket packages. It is not clear to people what
16:50
it is that you do and how it is that you do it.
16:53
And so you're really struggling to explain to people how you
16:57
would get them from point A to point B without, again, just
17:00
listing out all these things that you might do with that
17:01
given client. And one of the things that's an
17:05
indicator that I see when I'm auditing businesses is you're
17:09
relying a lot on you as like this persona or your presence or
17:14
like your personality. If I'm going to be, you know,
17:16
candid, you're relying a lot more on you as the person being
17:20
the reason they buy versus the process or the framework that
17:24
you've created being the basis of the transformation or why
17:27
they would invest. And I want to just add something
17:30
to this quickly because if you are someone right now who you
17:35
find you're kind of making sales because you are known to be so
17:39
great or you're known to get really good results or you have
17:43
great, you know, relationships with people, that's fine.
17:46
Because obviously as a personal brand, there's an aspect that's
17:49
always going to be there. So, you know, if I said, hey,
17:51
you could work with Tony Robbins directly tomorrow, most of us
17:55
would probably jump at the opportunity, right?
17:58
But the reality is your business will be capped because you
18:02
cannot be the cell factor of a scaling business.
18:07
So yes, in the short term, potentially it's still not
18:11
advised in my opinion, but potentially could you be the
18:15
sell factor of your business for a short amount of time, yes.
18:18
But if you are somebody who is potentially relying on your
18:22
presence, your personality, your persona to be the reason why
18:26
people buy from you, it means you're not selling your process.
18:30
And if you're not actually selling a process, it means what
18:33
you're doing in your business is not scalable.
18:35
So just something as a food for thought, OK, So if you are like,
18:40
some of this is ringing true for me.
18:42
Some of this feels like it's landing.
18:45
There's also, OK, we have this awareness that we want to create
18:47
one. But there's also, for some of
18:49
us, as I said, you may even have one.
18:52
And if you have one and those signs are still feeling they're
18:55
showing up in your business, we want to ask ourselves why.
18:58
And often times the reason that that's going to occur is because
19:01
there's a disconnect in how you've developed the signature
19:04
framework. So it's not a matter of the fact
19:05
that you don't have one, It's about how you've created it.
19:09
And I see this a lot and I never want to, you know, minimize
19:12
anybody for trying, right? Like at the end of the day,
19:15
everything that we do within our business is a work in in
19:17
progress and it always has opportunity to be refined.
19:20
So it's not that as I go through today, if you feel like, oh
19:24
crap, I got to start all over, I don't want you to feel any way
19:26
about that. Your business is always in
19:28
refinement. Your business should always be
19:30
in development, in analysis and feedback.
19:33
And so this is just an opportunity to go back through
19:36
and to refine it and to use this as new awareness to make a
19:40
revised next level version for you for the next level of the
19:45
business that you want to have. So the thing that I will say is
19:49
if you are someone who has a framework, what often I will see
19:53
is that the framework is becoming overcomplicated.
19:56
So you may have a framework, but what's happening is you're
20:00
trying to make sure that your framework nods to every single
20:05
situation. So someone will say, but Kate, I
20:07
do this with a client and I do that with a client and I do this
20:09
with a client, yes, but. What I want you to think about
20:13
is you're pulling themes. So the idea is to kind of put
20:17
all these pieces on the table and then we're going to sort
20:20
them and then we're going to look at them again.
20:22
Then we're going to sort them and then we're going to look at
20:24
them again. And then we're going to sort
20:25
them again. And before you know it, you've
20:27
streamlined and streamlined and streamlined and distilled it
20:31
down to a place where we actually have something that we
20:34
can see and grasp onto. What most of the time happens is
20:38
people will want to make sure they can see all the pieces that
20:41
were there at stage 1. And that keeps you from having a
20:44
framework that really makes sense because you're trying to
20:47
make sure that every single thing that you could ever or
20:50
have ever done is visible in this framework.
20:53
But it's part of the reason the framework's not working is
20:55
because it's not actually summarized or distilled down
20:57
enough. I also will hear a lot of
21:01
language that is very general and doesn't necessarily have an
21:06
outcome associated with it, that the words you're using are not
21:11
necessarily an indicator of what you're going to do for me,
21:14
right? So they usually need to be words
21:17
that are associated with an act, an outcome.
21:20
So for example, when someone's framework has the word growth in
21:24
it, well, what does growth mean, right.
21:27
So for example, if we're looking at something, you know, word
21:31
wise, like I'm going to help create awareness.
21:34
Well, is it like brand awareness?
21:35
Is it customer awareness? Is it, you know, what are these
21:38
specifics that might allow us language wise to make that a
21:42
little bit more clear as to exactly what it means and what
21:45
it's going to do for me if I was to work with you?
21:49
The other thing that I see is when you're making the
21:51
framework, it's not really about the client.
21:55
It's almost about you. So you're making it about what
21:59
you're going to be doing and what your involvement is and
22:02
what you've seen happen. And you're making it about your
22:05
your involvement in the process. You're making it about your role
22:08
versus making it about what is the client going to see and what
22:12
is the client going to do. And this is something that is
22:15
really, really important. If you remember nothing else
22:19
from today, hopefully you remember more than one thing.
22:21
But if you remember nothing else, this is my hope.
22:24
The signature framework is not about you.
22:27
Your signature framework is not about you showing how great you
22:32
are as the individual, as the person, the persona, or the
22:36
company. It's about ensuring that the
22:38
person who is consuming your marketing, your sales, and your
22:42
offer and product are clear on their transformation, what
22:45
they're going to get, and the outcomes that you're going to
22:48
help them to achieve. That is a signature framework.
22:52
So if you are someone who doesn't have that and you're
22:55
making it about you, even though you have one, your customer is
22:59
struggling to understand your process and your transformation
23:03
because the entire thing is said through the lens of yourself as
23:05
the business and company and not thought in the words and the
23:09
verbiage of the consumer. OK, so it's a really important
23:12
distinction because it can feel like, well, Kate, this is what I
23:16
do. I'm like, yes, but the language
23:18
has to be in the tone of what the customer would see for
23:22
themselves and what they want, what their desires are and the
23:25
outcomes that they're looking to achieve.
23:27
The other thing that I will say is that often times there's this
23:31
desire to make a transformation linear and many, I understand
23:36
the intention of why people do this right?
23:37
It's like step one, we do this, Step 2, we do this, right?
23:41
The thing that I prefer is something that, for example,
23:45
could be cyclical, it could be layered, it could be
23:48
multidimensional, meaning, you know, and this is kind of a nod
23:53
to a genius model. A genius model, by the way, is a
23:55
type of signature framework or a style of signature framework.
23:59
This again, also not created by me.
24:01
You can literally go to Google or ChatGPT and search genius
24:04
model and it will actually show you a visual example of this.
24:08
But genius models are cyclical. So they basically are where I
24:13
want you to picture a circle, OK, I want you to picture a
24:16
circle in your mind right now. And a genius model is basically
24:19
where you could, for example, go around that circle one time and
24:23
that's for example, mastery level 1.
24:25
You go around that circle again twice, that's mastery level 2.
24:30
So like it means that the model you've created has infinite
24:34
possibilities of growth. Whereas, for example, if I have
24:38
a central framework that says step one get you awareness,
24:41
boom, done, Step 2 get you this boom done, what that means is as
24:45
a business, when someone has done our framework, they're
24:48
done. Now, in some very, very few
24:51
industries, this makes sense, right?
24:54
OK, so let's just put it this way.
24:55
Say someone is trying to have a child and you are a fertility
25:01
expert. You might have a framework of
25:04
how you help someone with fertility that actually does
25:08
have an end destination, meaning you're going to ultimately get
25:12
pregnant. If you get pregnant, the cycle
25:14
is done. Like you have gone through it
25:16
and you've completed the process.
25:18
So there's step 1234, get pregnant.
25:20
That is something that could be the process of something that's
25:24
linear. That's where steps, for example,
25:26
would make sense. However, even then, if someone
25:30
wants to have a second child, what happens again?
25:32
They go back through it. So what most frameworks we want
25:36
to have are are cyclical or we want to have them be something
25:39
that have levels of mastery. Meaning the goal with the
25:43
transformation is getting someone from point A to point B
25:47
in this journey and those steps will help them get there.
25:50
But ideally, even when they get to the transformation, we would
25:53
want to say, well, if someone wants the next level of growth,
25:56
how do they go back through that framework and do it again?
25:59
So the equivalent being, you know, even if we think about
26:03
like levels in karate, right, there's levels each time you are
26:07
going through a framework of skills and mindset and, and
26:12
physical abilities that are going to help you to get that
26:15
next level belt. And there's a framework for
26:17
that, but you're not really done for a very long time until you
26:21
get to black belt. And I'm not entirely educated on
26:24
karate, but I would hazard to guess there's also some next
26:27
level skills that probably can be added on to that as well.
26:30
So the idea is that when many people make their frameworks,
26:33
they try to make them linear and that you make them linear.
26:36
Often times in the belief that if you make your process linear,
26:41
that's going to be the thing that helps someone to see see
26:43
1234 boom, you've got your outcome.
26:45
And it starts to make you feel more confident about selling
26:48
what you're selling because look at this, you're going to go from
26:51
here to here and then you're done.
26:53
The problem is you're also going to lose a lot of business and
26:56
you're also not really giving an extension of the customer
26:59
journey. That means that your customer
27:01
journey is very short and there's no life cycle of how
27:04
someone can grow with you within your service or within your
27:06
offer. So it ideally, we don't want it
27:09
as step 1234. We want it more as levels of
27:13
mastery or a cyclical journey or something that someone can
27:16
progress and develop through and master at levels versus just
27:21
having you start it, you do it, you're.
27:24
I am briefly interrupting today's.
27:25
Episode to tell you about. Something that is really
27:28
exciting and it is happening in exactly one week, One week from
27:31
today, we are going to be opening our doors to our ITI
27:34
Accelerator Mastermind. This is something that we
27:36
typically only have on promotion Max twice a year, typically on
27:41
average once a year. And this is the only other time
27:44
that you're going to see this kind of promotion around this
27:46
mastermind. This mastermind is something
27:48
that I've had for many years and it is really truly my baby.
27:52
It's something that I have created that is really a
27:55
accumulation of all the things that I have known to be the most
27:57
impactful of my journey. Things like having a mentor and
28:00
one-on-one coaching with myself to help you to keep moving and
28:03
tailoring, customizing things to you.
28:05
Helping you to learn the principles of entrepreneurship
28:08
through modules and worksheets and downloads.
28:10
Having the ability to have access to a panel of experts in
28:13
mindset, operations, legal, and so many other topics.
28:17
This mastermind is truly, in my opinion, like no other on the
28:20
market. This is an opportunity for you
28:22
to really step in in the next six months to be able to grow
28:25
and to scale your business. So if you are someone who's been
28:27
listening to the Ambitious podcast and you're like, I am
28:29
taking notes on these strategy episodes and I am taking notes
28:32
on the different frameworks taught, this is just scratching
28:35
the surface. There is so much more that is to
28:38
be learned and most importantly, so much more that is to be
28:40
integrated when you are someone who's really ready to scale your
28:44
business with support. So I want to keep this short.
28:46
If you are someone who's interested in joining us inside
28:48
of our promotion, joining us inside the Accelerator
28:51
Mastermind, keep an eye out for all of our socials next week
28:54
because we will have a special promotion that's going to be
28:56
available for our audience for a limited time only.
28:58
And spots are limited inside this program, so it will.
29:01
Be first come, first served. But with further ado, let's get
29:03
back into the episode. The other thing that I really
29:07
want to recommend is if, and I see this, unfortunately a lot,
29:10
many business owners, owners will create their signature
29:14
framework or their process in a Google Doc.
29:17
Like you will just be sitting in a Google Doc making notes and
29:21
those notes become like, hey, this is the process I used for
29:24
my clients. And the thing that I often ask
29:26
people is where is the data? Where is the verification that
29:29
this even works? Like who's to say that this
29:32
signature process is a signature process?
29:35
So the other thing that I want to say is signature processes
29:38
and signature frameworks are not something that you brainstorm in
29:42
a Google doc that you came up with.
29:45
They need to be something that is a proven process.
29:49
This is not something that is a a concept, It's something that
29:52
you want actually test and prove.
29:54
So for our process that we have within our business and mine is
29:59
a track, convert, deliver, automate and expand.
30:02
When we look at that process, that process has been proven.
30:05
For example, there's a reason that I have automation before
30:08
expansion, which is delegation. And that is because you should
30:13
never be hiring someone before. You've actually tried to put a
30:15
process in place to streamline it before you hire and hand it
30:18
off to someone. Make sure that you have a
30:20
process in place to do it first. So there's a reason that those
30:24
stages are in that order of mastery, and that's because you
30:28
don't ever delegate before you systematize, before you
30:31
automate. And so that was something that I
30:33
only created after I'd seen so many businesses trying to
30:36
quickly delegate things when they had no processes or
30:39
frankly, any right to do so. And the other thing that I will
30:43
say is if you have a framework that again, you, you have
30:46
something, you have an overview, you have, you know, the summary
30:50
of the framework, but you don't really have any visual
30:53
explanation as to how that works or how that's possible or how
30:56
it's integrated. That is a problem because you
30:59
need to be able to have someone at a quick glance or at a quick
31:03
explanation, be able to understand what your framework
31:06
is and what it does for them when it comes to the
31:08
transformation. So I also really, really
31:11
recommend people having some aspect of a framework so people
31:15
can easily see themselves within it or easily understand the
31:19
larger concept. So if you actually integrate a
31:22
signature framework, you're going to feel it in your
31:24
business. OK, you could probably tell that
31:26
already. You're going to feel this within
31:29
every bucket of your business. It's going to most importantly,
31:32
position you as a really easy to understand authority and
31:38
truthfully a thought leader. If you are someone that has
31:40
worked with clients, taking the data and information of that,
31:44
put that into an outline, a summary of your work.
31:48
Summarize that into stages or progression of how somebody
31:52
could progress and, you know, grow in their mastery of their
31:56
work with you. If you are someone who's done
31:58
all of that, that is something that someone does as an
32:01
authority, meaning someone who's, you know, verify within
32:05
their space, someone who can be vouched for within their space
32:08
versus somebody who can't. That is the indicator of someone
32:11
who is a thought leader, somebody who has thought through
32:14
the processes and the transformation versus someone
32:16
who hasn't. It also is going to add insane
32:19
tangibility to your services. So if you don't have one or even
32:24
potentially again have one, that's not necessarily easy to
32:26
understand. It's going to have infinite
32:30
impact on your offering and your ability to serve it and your
32:34
ability to sell it because it really structures it into
32:37
something that again, people can explain, that you can explain
32:41
and that other people can understand and that also people
32:43
going through can get consistent results.
32:46
It is going to make your curriculum so much easier within
32:51
your offerings. It will make your processes for
32:54
your clients and onboarding so much easier.
32:57
It will make your content so much easier.
33:01
Guess what my content covers? It covers marketing, how to
33:04
attract sales, which is conversion delivery, which is
33:07
your offer and product suite, your automation, which is the
33:10
systems and processes within your business and expansion,
33:12
which is team delegation. All of that is the basis of all
33:17
my content. And why do I do that?
33:18
Because if I have that as my framework of my offer and I
33:22
present the framework of my offer in my marketing, well, if
33:24
you resonate with my marketing, you'll resonate with my offer.
33:28
So it's a through line through the entire business.
33:31
And This is why it's so important to have one because
33:34
without having it, it means a lot of the pieces are
33:36
disconnected or you're going to find you're doing 10 times the
33:40
level of work to get a sale or to get clients results.
33:43
Then you could have it. Also, I will say is the
33:47
foundation for actually building assets for your business, right?
33:51
So if you want to have intellectual property even for
33:54
your business, you can actually trademark your process.
33:58
You can trademark how your journey of your offer is or how
34:01
your journey of your transformation is and make that
34:04
yours. You can actually build keynotes
34:06
around this to you. If you want to go into speaking
34:08
potentially this is something that you can use as the basis
34:11
for what you teach within keynotes.
34:12
You can structure programs around this.
34:14
You can also so structure your offer suite around this.
34:17
The most important to me, I think of like the impact of what
34:21
it does if I was to have to like pick one is the fact that it
34:26
really eliminates buyer confusion.
34:29
Like if we could distill it down, it really eliminates the
34:33
confusion of what you're buying. It will eliminate confusion in
34:37
the marketing, it'll eliminate confusion in the sales process,
34:40
and also it will eliminate confusion in delivery, right?
34:43
But it really eliminates buyer confusion.
34:47
If I could distill the significance of a signature
34:49
framework down to one thing, it is that it is going to eliminate
34:53
buyer and customer confusion before they're a customer, in
34:57
the process of becoming a customer.
34:59
And once they're a customer, all of that will become streamlined
35:03
because you have a framework. So we know that the signature
35:08
frameworks are impacting every area of the business.
35:10
We potentially can see that there's some areas where our
35:14
framework clarity is lacking or maybe we need to be creating
35:17
one. And we also know that if we had
35:19
one, what it could do for the company or what it could do for
35:22
your business. So let's make one.
35:25
OK, So let's make a signature framework.
35:27
Let's make a process. So 1st I want you to actually
35:31
understand the transformation. OK, so step one is you really
35:36
want to start with what is the end destination in mind?
35:40
So where is the person starting right now and where is it that
35:43
they're going to end up? I need you to define success.
35:48
You have to define success within any transformation.
35:53
And if you're like, yeah, but they could do this and they
35:55
could do that. We need to keep workshopping it
35:57
then, because it's not actually clear.
36:00
You need to have clarity of where does the person start and
36:02
where do they end up? OK, so things to think about.
36:06
What are the pain points that they're currently experiencing
36:09
before they work with you? What are the situations that
36:12
they're experiencing in their day-to-day life?
36:15
What are the thoughts that they're having or the beliefs
36:17
that they're having or the perspectives that are coming up
36:21
for them consistently day in, day out?
36:23
What are the patterns that they have or the habits that they
36:25
have that are not serving them? What do they believe to be true
36:30
that is not necessarily true or that you believe to be a myth?
36:34
OK, so we want a little bit of context of the current state.
36:36
Then we also want to have context of and destination,
36:39
which is when they have achieved, once they have
36:42
actually got to where they want to go, what does that look like?
36:46
What is their mindset look like there?
36:48
What are their beliefs look like there?
36:50
What does the what are the behaviors that they have looking
36:52
like? Who are they once they have
36:55
achieved and done the thing that they need to do inside of your
36:58
world? OK, so we need to become super,
37:03
super clear about the before and the after.
37:07
We want clarity of the before and the after.
37:09
And I want you to think in step one here, which again is
37:11
defining the transformation In step one, we're looking to just
37:15
get clarity of where they are and where they want to go.
37:18
And we're using these two pieces as your bumper lanes, OK?
37:22
So that's your bumper lanes from which the middle portion, the
37:25
meat, that's the two buns, OK, The meat in the middle, that's
37:29
going to be your signature process.
37:30
That's your signature framework. But we have to be able, when we
37:34
communicate again via marketing, sales or delivery, we have to be
37:37
able to explain the difference between before and after.
37:40
And then we're going to fill in the process of the meat in the
37:43
middle, OK? So Step 2, what I usually would
37:48
outline with a client is usually there's there's kind of two
37:51
parts to Step 2. So not to make it too
37:53
complicated, but there's two parts to this.
37:55
Usually Step 2 is defining 3 to 5.
38:00
This is the goal is 3 to 5 distinct stages or pillars.
38:03
And I'm going to tell you how you're going to do that.
38:05
The exercise that I do with a lot of people in business is I
38:08
will say I want you to think of a client.
38:10
OK, so think of a client right now.
38:12
Great. Her name is Susan.
38:15
What's up, Susan. OK, so Susan is someone we have
38:20
in mind now and we know where she is now at her current state
38:23
and we know where we want to get her as her transformation.
38:26
So what I would have you do is I would have you pull out a Google
38:29
doc, pull out a piece of paper. And I want you to think of that
38:32
Susan client that you've worked with.
38:34
I want you to outline line by line all the different things
38:38
that you've done with her. And I want you to do it in
38:40
order. OK.
38:41
So I want you to say, well, you know, first we probably say I'm
38:45
a social media manager. We're going to use that as a
38:46
case study. I'm a social media manager and I
38:49
have a client named Susan Susan's coming to me for social.
38:51
I love the spin on that. And total side note, but Susan
38:55
comes in, she's at this place where she's feeling she's
38:58
struggling with social media. She has no clarity.
39:00
She doesn't know what to post. So I might go through her
39:03
current profile. I might then decide to pull an
39:07
analysis of what I think is the current disconnects.
39:09
I would then maybe get her on a phone call to go over the
39:12
kickoff call of exactly what we would outline as the process for
39:16
her and what her strategy would be.
39:18
Then I would go into getting access to her accounts.
39:20
Then I would go into building out a content pillar bank and a
39:24
messaging area. And then I would use that to
39:26
build out her marketing plan. Right.
39:28
So you can see it's just like step by step.
39:30
What would you do? And I want you to literally
39:32
write these down line by line on a piece of paper.
39:35
OK, That is, and I want you to do it from the start of the
39:39
journey till the end. So for me, if I was someone, for
39:44
example, or who I work with, most of my clients on average I
39:46
work with for six months, I might have 85 things on that
39:50
list. I might have 102.
39:52
That's OK. It's not a matter of you should
39:55
have, you know, this amount or less, this amount or more.
39:58
It's not about that. It's about the fact that we want
40:00
a big brain dump of all of these things.
40:04
Just visible to us of an average client that you would work with.
40:08
OK, so in Step 2, when we say we want to identify the core stages
40:13
or we want to identify the core phases, my job with businesses
40:18
is I go in and I look at this big, big lineup of all the
40:22
things. So again, they have the bumper
40:23
lanes established and they give me everything in between.
40:26
Then I go in and I have to be able to distill down all of what
40:31
they do into 3 to 5 words. OK, So this is the main thing
40:37
that I want to accentuate. You want to be able to have
40:43
those words be able to be outcome focused, OK?
40:48
So for me, if my first one in my framework is attract, that is
40:52
because you're able to use your marketing to attract the ideal
40:57
client that you want to work with while building brand and
40:59
prepping people to go from curious to client.
41:01
That is the purpose of the attract section.
41:05
OK, there's many things that go into that.
41:06
Could be, you know, brand strategy, could be messaging,
41:08
could be content, could be marketing, it could be funnels,
41:11
it could be launches, it could be all of that.
41:13
But the goal being helping you to build brand as a
41:15
differentiator. Use your marketing to build
41:19
brand as well as taking people from curious to becoming
41:21
interested in becoming your client.
41:23
That is the purpose of the attraction phase.
41:26
So as I said, launching social, all those things can go
41:28
underneath that. But the basis of it is that's
41:31
what we're trying to do with all those things that we're doing
41:34
there. So what I want you to do is I
41:36
want you to look at take it as sections, OK?
41:39
So if it was me, I would look at this big list of 100 things and
41:44
I would try to circle together common things.
41:46
Well, you know, here we're just auditing all their stuff.
41:49
Here we're building them a plan and then here we're, you know,
41:53
trying new habits and here we're doing X, right?
41:56
So you're trying to just find similarities, right?
41:59
If you had to sort them into 4 piles, for example, if you're a
42:02
visual person, if you had to sort them into four piles, how
42:05
would you do that? Why would you sort them in one
42:07
pile versus the other? So this is going to take a
42:09
little time because you're going to want to go through and say,
42:11
OK, well, what are the, the commonalities here?
42:14
But once we have that, we're going to be able to actually
42:18
name each stage. OK?
42:20
So we're going to actually name each of those processes.
42:24
So maybe the first one might be, you know, clarity is, is kind of
42:29
phase 1-2 we build and then third we scale, right?
42:34
So maybe that's your three-step process, which is, you know, we
42:37
again clarify what your current process is for your Susan.
42:40
Let's go back to bless her heart, Susan.
42:43
We're going to go to Susan and Susan, we're going to help her
42:45
to clarify what her current strategy is.
42:47
We're going to build her a new plan and we're going to scale
42:49
her socials with that plan, right?
42:52
So it's like we're going to help clarity, build and scale.
42:55
And again, I'm going to kind of break the 4th wall here because
42:59
when we have these 33 phases, say Susan comes to me and she's
43:03
only on Instagram, right? And she's like, can you just
43:06
manage my Instagram? Absolutely.
43:08
So we do this process, we clarify her, her strategy, we
43:11
build it for her, and we scale her Instagram.
43:13
But then she says to me, I want to have more repurposing.
43:16
I want to have more people who know what it is that I do.
43:21
I want to have you no more visibility.
43:23
Well, again, we go back to clarify, which is clarifying the
43:26
strategy that will help her to come more visible, building her
43:29
visibility plan and then scaling her visibility.
43:32
Then she says, well, you know, I don't really have any long form
43:34
content and I'm thinking that I might want long form content.
43:37
So I'm really focused now that I have Instagram as an activator
43:40
for conversion and I've got more eyes on me.
43:42
I want people to spend more time with me and I want to have more
43:45
consumption. Again, we go back to clarify,
43:48
which is clarify how to keep retention in her audience, build
43:51
her potentially a YouTube channel or podcast that keeps
43:54
that retention and then scale that Channel, meaning looking to
43:58
increase retention over each podcast or video that she does.
44:02
So you see what you can kind of see the pieces coming together
44:04
here. It means that it's cyclical.
44:06
It's not done. She's not done because she
44:08
scaled her Instagram. There's so much more that she
44:11
can do, but we have to be able to clarify how someone would go
44:14
through that again and again. So Step 2, remember, step one is
44:19
to define those bumper lanes. Step 2 is identify all the
44:23
things you do in between and clump those into stages.
44:26
Again, 3 to 5 is kind of what we're going for.
44:29
If you have more than five, in my opinion, you don't have a
44:33
signature process, You don't have a signature framework
44:35
because it means that there's still way too much explanation,
44:38
way too much discussion needed in order for someone to be clear
44:42
on exactly what it is that you do for them.
44:43
So in my personal opinion, it would be an opportunity to go
44:47
back and still refine a little bit more would be my
44:49
recommendation. Now step three, we want to
44:52
actually look at what is achievement in each of these.
44:55
So we want to be able to outline what is success in each of those
44:59
phases. So what are milestones you want
45:02
them to have in each one? What are mindset shifts you want
45:05
them to have? What are skills that they might
45:06
develop in each section? What are challenges that they
45:10
are going to overcome in each one of those and how do you help
45:13
people to overcome each? Step?
45:15
3 again, is really making clear of the outcomes in each stage.
45:19
One thing that I love to have all my clients do is that they
45:22
need to be able in their signature process to be able to
45:26
explain each of the words. So again, let's just go back to
45:30
Susan. The framework we used for her
45:32
was clarify, build, and scale. Well, I would want to ensure
45:36
that you have a one line sentence or two line sentence
45:39
that allows you to easily reference and explain what each
45:43
one of those phases means. So what does it mean in the
45:47
sense of what outcome is it going to establish for someone?
45:50
Where is it going to get them to?
45:51
What is it going to help them to achieve?
45:53
I want to be able to see the outcome it would generate for
45:57
me. It's really, really important.
45:58
So you just don't have a bunch of labels of, you know, random
46:01
names, but these names are associated again with outcomes
46:04
specifically. So this allows for deeper
46:08
context of how people can see the transformation evolving,
46:12
right? So it's not just get you
46:14
clarity, build you a plan, scale it, right?
46:17
Like that's the simple high level of it.
46:18
But we would want to say, for example, back to clarity.
46:22
The clarity would be helping you to clarify the person you're
46:25
speaking to, the problem you're solving and the process in which
46:28
you solve it, and the promise of where you're going to get them.
46:31
So that we can take that clarity and ensure that is consistent
46:35
throughout all your messaging and marketing, throughout all
46:37
the channels that we create for you.
46:39
Right, That might be. And again, that that also those
46:43
PS, by the way, are my framework from somewhere else.
46:45
It's another framework, but those PS are something that I
46:50
might use in my outcome statement.
46:51
So someone goes, oh, OK, I can see the clarity.
46:54
Got it. I would have to know the person,
46:55
the problem, the promise, the process.
46:58
Got it. So they feel like they can
47:00
actually see what it would do or what it would look like and also
47:04
what it's meant to do. So that we're calling in the
47:07
right ideal client who's designed for the offer that you
47:09
have and the transformation that you're providing, right?
47:12
So we can see that what we're going to do and what it's going
47:15
to do for you, what we're going to do or what we're going to
47:17
focus on and what it's going to do for you.
47:18
So you can kind of see this this theme throughout.
47:21
And then to be honest, Step 4 is now that we've got our bumper
47:26
lanes, we have our whole list of all the things we used to do for
47:29
somebody and we chunked those into themes.
47:32
For each of those themes, we've kind of given ourselves a name
47:35
for them and an outcome statement or two as to what they
47:38
mean or what they represent. And now we need to name the
47:42
model, OK, so we need to name the process.
47:46
So for example, another example that just came to me as well, if
47:49
you've listened to a couple of our episodes, George Bryant was
47:52
also on the show and he talked about his customer journey
47:56
framework. He has five steps to his
47:58
customer journey framework. And again, his model is
48:00
cyclical, so that would be a model as well as a framework.
48:05
Another episode we did was another framework, which is our
48:08
elevation content model. The elevation content model is a
48:12
framework. It's a signature process of how
48:14
you get results and it's a summary of stages that again,
48:18
you can go back through again and again.
48:21
So you want to name it his is, you know, the the customer
48:25
journey. He also calls it the Apple, the
48:28
Apple framework. So it's a PPPLE.
48:31
So his framework, the Apple, the acronym of Apple is associated
48:36
with certain words. That is his signature framework.
48:38
He created that. It's something that he made,
48:42
right. So even for me, the elevation
48:44
model was something that I created.
48:46
It was actually originally something that I had outlined
48:49
into a triangle and the triangle was upside down originally.
48:54
And so I remember I taught at an event and Ashley shout out Ash
48:58
for bringing this to my attention.
48:59
She's like Kate, you should flip it.
49:01
You should flip that and make it the elevation, meaning you're
49:04
trying to climb toward the top with what you're doing in your
49:06
content. Like that's the destination that
49:08
they're going to. So it's an elevation like a like
49:10
a mountain, like it's like an elevation type of model.
49:14
And that's literally how the elevation content model was
49:17
created. So you want to name the model
49:20
and again, you want to name it something that makes sense.
49:22
You're not just saying like the Bob model, right?
49:24
Like it needs to be something that is making sense because of
49:27
the visual makes sense because of the acronym.
49:30
So again, similar to George, his model is named the five step
49:34
customer journey of the Apple, the Apple analogy of the Apple
49:38
framework, it's the five step customer journey because each is
49:42
one of the ones that he speaks to in the five steps is Apple.
49:45
So it really needs to make sense of the name.
49:48
It's not giving it a random name.
49:50
It needs to be something that makes sense to the model.
49:52
And the reason we want to make sense to the model is it makes
49:55
sense for people to reference it.
49:56
So for example, when he goes to speak in an event, or if I go to
50:00
speak in an event and I say elevation content model, people
50:03
remember the triangle and they remember elevation.
50:06
Or for him, when he teaches each one of the words of each of the
50:10
stages and he breaks them all down in detail.
50:13
He doesn't have to say to someone, OK, remember all these
50:15
words. He's like, remember Apple.
50:16
If you remember Apple, it's going to cue your brain to be
50:19
like, wait a second, I'm missing AP in there or wait a second,
50:22
I'm missing the E, What's the E? OK, excite.
50:25
Right. And then you go and you move
50:26
forward with the model. So it needs to be contextual to
50:29
the model because it's the reason that people remember it.
50:31
It's not just because of giving it a random name.
50:34
So it has a name. Last step or you know, second
50:37
last step, I guess technically, but last step would be giving it
50:40
a visual structure. So do you want to, like I said,
50:42
have it as a pyramid? Do you want to have it as like a
50:44
Venn diagram? A Venn diagram will be very
50:47
similar. If you're looking up, if you
50:49
want to just, you know, pull this up on Google, you can look
50:52
up a genius model and the genius model is a Venn diagram.
50:55
It's kind of overlapping circles with each other.
50:58
You could also have it as a cyclical process, right?
51:00
So literally a circle that you go around again and again.
51:03
It also could be a little bit more linear.
51:05
So maybe it's like a road map or a timeline, but you want to come
51:09
up with some kind of visual. You want to come up with
51:11
something that allows somebody to feel like they can see the
51:17
process, they can see the journey, they can see the
51:20
understanding of the principles or the framework.
51:23
And the reason I, I really recommend the graphic again as
51:27
well is when you're going to do, for example, speaking, if you
51:29
want to do speaking engagements, if you want to do these or train
51:32
this, even on a webinar, if you want it really to be honest,
51:35
teach this anywhere you really want to have it be something
51:38
that people can see and understand very easily.
51:40
You don't want people to struggle to get what you're
51:44
talking about. It should almost be so simple
51:45
that anyone can understand it. And then you get to go into the
51:48
depth of the complexity by again, the layers of how deep
51:52
you want to go into the model itself.
51:54
But you really would teach it in a way that almost anyone can
51:57
understand, because that's really what allows it to be
51:59
impactful is that it's easy to digest.
52:02
It's easy to understand. The reason I said the second
52:04
last step, which is step 6 is technically something that I, I
52:08
would, you could put in here as a step, which is you need to
52:11
validate it. And you know, one of the things
52:14
that I, I think is really important is that when you have
52:17
a framework, you can't feel like I made it and I'm done.
52:21
It needs to be something that when you create a process,
52:25
you're open to refining it, you're open to revising it.
52:28
It needs to be that it has the ability to evolve and grow.
52:33
So even just because I mentioned it, it will make it contextual.
52:35
So when George first had, and he's been on the podcast and
52:38
he's taught this framework. So you can go back to his
52:40
episode if you want to listen to how he explains it, his outcome
52:43
statements, all the pieces within it.
52:46
But he actually used to have his framework called the Ape
52:50
Sandwich. And the ape sandwich was
52:53
basically that he had the A on the front, the E on the end, and
52:56
the peas in the middle were the meat and the ape sandwich.
53:00
He actually found that most people didn't remember, right?
53:03
So he found that like people remembered ape, but then they
53:06
were like, how many peas were in it?
53:08
And they were trying to remember the framework.
53:09
And it was almost difficult for people to remember.
53:12
So he went to go speak in an event.
53:13
He's been teaching us, granted, for like a decade, right?
53:16
So he's been teaching us the ape sandwich for a very, very long
53:18
time. And so he went to an event and I
53:21
remember he shared with me, he went to he went to this speaking
53:23
opportunity and someone said to him, you know, if you just
53:26
changed one of the letters, like one of the stages and the name
53:31
of it to be, you know, let them know, which is to prepare is
53:35
what it used to be. Instead, if you made it, let
53:38
them know, then it could be Apple.
53:42
And in that moment, he was like, OK, I'm changing my framework.
53:46
Because he asked the audience, how many of you would have
53:50
easier understood this framework if I had called it the Apple
53:54
Framework? And everyone's like, yeah, 100%
53:56
yes, yes, yes. OK.
53:57
So if I had called it the Apple Framework, I would have had way
54:00
more people who remembered what I was teaching, which is exactly
54:04
what we want. So after a decade, he went back
54:07
in and said, great, it's the Apple Framework now.
54:09
And so I said to him, you know, are you worried because you've
54:12
taught it so many places and you called it the ape sandwich here
54:14
and you called the ape sandwich there.
54:16
And he said, no, because the the basis of it is that it is easy
54:19
for people to understand. It's easy to explain.
54:22
And by changing the name and changing what it was labeled, it
54:26
makes it easier for recalls. So technically more people are
54:30
going to have an awareness of it and more people are going to be
54:33
able to reflect on it easier and bring it up easier and quicker
54:38
as a result of me changing the name.
54:40
So it goes to show the impact and the significance of being
54:44
open to changing it. So obviously it could be a
54:47
situation like that, but it also could be maybe when you're
54:50
working with clients, you come to realize there's a step
54:52
missing. I've been using this for six
54:54
months. Or maybe you've been using it
54:55
for six years and you realize that your framework is missing a
54:58
step. Or there's something about this
54:59
that needs to be a little bit more refined or just, you know,
55:02
a little bit more within it to make it really, truly, deeply
55:05
impactful the way I want it to be.
55:08
And so if that's the case, you can go back and you can refine
55:10
it. And so even for any client that
55:13
I work with, I tell them your frameworks never done.
55:15
It's something you should always have your eyes open and your
55:18
ears open to listen to all the different ways that it could be
55:21
refined. Could it be more impactful?
55:23
Could it be easier to explain? Could it have maybe a more
55:26
intentional name? Is there opportunity for it to
55:28
grow in the way that it's being done to allow it to support
55:32
people at a better or a deeper level?
55:34
And if it is, it's an invitation for you to go there and say, OK,
55:37
great, I'm going to take that invitation or I'm not, but it's
55:40
still always something you want to be taking in regardless.
55:42
So if you are someone who listening today has realized
55:46
that I don't have a signature framework and I am realizing
55:49
very quickly, I thought I did and I don't.
55:52
Or maybe you've even, you know, gotten to this point in your
55:54
business and you haven't had one.
55:55
And I want to say, like the thing that I always look at with
55:58
business is we don't want to overcomplicate it, but we want
56:01
to streamline it. And so it's not about saying,
56:04
you know, if I've, let's just say I've built a multiple 6
56:07
figure business and I don't have a framework.
56:09
Well, yeah, but in my opinion, it might mean that you've gotten
56:12
lucky, if I want to be honest, because it means that you've
56:15
probably spent a lot of time explaining to people what you
56:18
do. A lot of time, you know, doing a
56:20
lot of custom work with clients, for example, because you don't
56:23
have a process where as if you did, you could buy back all that
56:25
time by just having one. So what I want to do is use
56:29
today's invitation for you to say, OK, where could I start to
56:33
refine? Or maybe could I even take some
56:36
intentional time set aside to start building this and to start
56:39
creating this. And to look at how I could
56:44
really take what I do with my clients, what I do in my
56:47
service, what I do in my course or my coaching or whatever your
56:50
offer might be, and really make that into something that's
56:53
streamlined, easy to explain, easy to market, easy to deliver.
56:58
Because this is when we talk about scaling and we talk about
57:00
on a lot of episodes, we talk about scaling because scaling is
57:04
not about making things complex. It's actually about doing less,
57:06
to be honest. It's about streamlining.
57:08
It's about really focusing only on what matters.
57:11
It's about looking at the areas where you feel you can dial
57:17
things in and refine. And for example, if someone
57:19
comes to me and they don't have a framework, I can usually see
57:21
signs in their business if they don't have a framework.
57:23
And by integrating this framework, their business
57:25
becomes easier, more streamlined, more efficient,
57:28
more productive as a result. So let this be your invitation
57:32
to go start your framework. Even if you want to come back to
57:35
this episode and use it almost as a workshop going to those
57:37
steps, that would be a great opportunity for you to get the
57:40
ball rolling. And again, once you have that,
57:43
the invitation would be to go try that with your clients.
57:46
Really get yourself proof of concept and proof of your
57:49
process by validating it with using it in that way with
57:53
clients. We didn't touch on it today, but
57:55
I do want to play at the sea. That it also is extremely
57:57
impactful when it comes to team. If you are somebody who wants to
57:59
train someone on how to serve clients or if you want someone
58:02
to train somebody on how to do a service underneath your agency,
58:05
for example, you do want to have a framework that they're
58:08
following. Because otherwise every client
58:10
is different, every client is unique, and you feel like you're
58:13
always back to the drawing board trying to figure out how do I
58:17
teach this person, this client or that client.
58:19
That's the thing. You're not teaching them this
58:22
client or that client. You're teaching them the
58:23
framework. You're teaching them the
58:24
process. So with all this homework for
58:29
you, let's give an invitation today to either go back to your
58:32
signature framework and give yourself a thumbs up.
58:34
Maybe it's top notch and there's no editing need to be done, or
58:38
maybe you have a framework that needs some revising.
58:40
Either way, let this be your invitation to go back and make
58:44
sure that what you've created is working.
58:46
And if you don't have one, let this be the invitation to create
58:49
it. So I know today was a little bit
58:51
meteor when it came to some of the strategy elements.
58:54
And also I want to make sure that, you know, my DMS are open.
58:57
So if you are listening to this and maybe you took some notes on
59:01
it, maybe you made a framework, I'd love to see it.
59:03
I'd love to give you feedback on it.
59:05
I'd love to be say able to say, hey, I might tweak this word.
59:08
I might tweak this phrase. So if you are someone who does
59:11
take today's episode and you execute on it, send it on
59:14
through. If you are not in our ambitious
59:15
network, you should be. It's an opportunity where you
59:18
can get my feedback. You can I get insight from
59:21
myself on questions that you have.
59:23
And so maybe today you're going to go take this and build your
59:26
framework and you want some feedback on it.
59:27
You can do things just like that inside the ambitious network.
59:30
So if you're not inside already, just message me the word
59:32
ambitious and I can say the link to join us.
59:34
It's a free community that is for people just like yourself
59:37
who love this podcast, who love the information and also, to be
59:40
honest, want to be surrounded by like minded women just like
59:43
yourself who are just as ambitious.
59:45
So I love diving into all this today.
59:47
You guys know how my my strategy brain works.
59:50
I just, I love unpacking all these things.
59:52
And of course if I can ever be any help for you and for your
59:54
business, you know where to find me.
59:55
But with all that being said, I will see you in the next episode
59:58
and as always, stay ambitious.