How to Lead with Clarity When You Don’t Have a Big Vision | Ep 271
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It's just like showing people the why behind why you do it. What's it impact? Because what people want to know is like when I'm working my fucking ass off on a daily basis, what am I working toward? And people want to know that they're progressing, but if they don't know what the future is supposed to look like, they don't know what they've progressed towards. And that's why I say you can run a company without it. It's just easier to have it because money is empty. I am Zoan. So I'm a contractor.

that specializes in forest recovery. We do about 14 million last year. I was sitting, I cornered Tim and we're kind of shooting the breeze and he clandestinely handed me this card. It says number one. He's like, this is something for Layla. So I didn't know that meant I'm in front of a hundred or so people. I'm a forester. I like to be out in the woods.

So it's okay. Anywhere else, Seth? I haven't even really got the right words, but... Say it. So I'm third generation Forrester. And so if you would zoom back...

to, uh, the second grade, I'm doing what I basically was doing there in my notes. I mean, I'm doing what I've always wanted to do, but we got to the point now where I'm, um, wondering if I'm the visionary or not. And I'm asking because, uh, all the positions that we are needing are all positions I can do. But, um, so I data and sales and all that.

But we don't really have a vision. And I've been trying. I've been wrestling with this since like 2019. Like I've got notes about what's our mission statement. And, you know, I talk to people where I've done your values and stuff. Got more notes about what are my values. And I've been wrestling with this.

Like I said, off and on to the point where if I was my own employee, I'd have axed myself by now. I'll ask you this, which is what problem do you think this is creating in the business? One of my major strengths is to be able to lock in the deals. And that requires being on site face to face. Yeah. So I could find someone to do that for me because I'm having a hard time prioritizing who's next on the

um more of the management we we've got the labor side now i'm like i know how to hire and i know how to train i know how to do the tree planting stuff but the data stuff i mean we still run i've got a bunch of notes out in the truck that's where most of my business is so finding someone to do that or to handle marketing if we go to 20 million i'm just on the constraint and i'm

I'm also the reason why I go to 20 million. And so I'm trying to come up with solutions for bringing on people that think like I do or. But anyways, that's the constraint. So I'm not quite sure what it solves. I just know that it would be nice to know when people ask. So I'll say a couple of things, which is like, I think

We use labels to make it easy for people to understand things. So like people see me and Alex, for example, and they think operator visionary. That's actually like not really the case at all. Like we overlap a lot. It's just not in front of people and it's not what we gear our content towards. And so I'll say like one, like I actually would consider myself both a visionary and an operator. Like I think I do both because I have a vision for where I want the company to go and I know how to execute to get there to fulfill the vision.

Um, I think the question is like, what do you consider vision to be? And like, how far out are you thinking? Because I think some people, um, I would say like, there are people who are,

like they're like, I, like Elon Musk, like get to Mars or whoever you want to say, like if you don't like him, pick somebody else. But like they have something really big that they're going towards. I think it's very admirable. I also think that if you look at a lot of those people, they've had to do a lot of work to get to a point where they have the skill to find something that they are that excited about and know how to get there. And so like if I look at, you know, the first two companies that we had,

I don't really think we have like a big exciting vision. I think that in order, like, I think that if I think anybody in here, in my opinion, could be a visionary. Why? Because I think that in order to be a visionary, you need space, right?

The only reason, like, if I would consider, like, why am I a better operator than visionary? I don't have space. Look at my fucking calendar. 13 calls in it. Like, I don't have space to be visionary. It's like, okay, after 13 calls, I'm going to be like, what's the vision? I'm like, I don't know. I'm going to fucking bend you fucking sandwich. You know what I mean? Like, it's like, and so what I learned when we sold our last company was that I actually have a really big vision.

But I never had time or space to think about it. And I was so in the weeds of tactical things, understanding how to execute and how to get things done to reach the goals we have. I just didn't have space to do it. And so the first thing I'd say is like, I think that anybody can think of a vision if you give yourself the space to do so, which is why I think having time and space to do quarterly planning and things like that's important as well as like annual retreats.

The second thing to that is like, do you just, if you're somebody who's apathetic about many things, like in general, you're just like, I don't have anything that, that feels that exciting to me. Like, that's just some people. Like, there's just like, not like that just is what it is. At the same time,

If you're like, how's that going to prevent my company from growing? Well, a vision without a strategy doesn't really matter. Like there's a lot of people that have vision, but they have no strategy as to how to get there. So it's like kind of irrelevant. And so I might say like a next step instead of like, can I figure out the vision is like, well, do you have a strategy to reach the milestones that you want to reach? I would say that if you have people within your company that have vision,

uh emulate values that you admire and have ideas about the company admire the company greatly those are people that you can pull things from but i'm just gonna be honest as much as like i would like every company to have a big vision i will be see companies thousands every month and like most done and many are very successful despite that i just think that it's

much easier to build a really great company and to get really great people to work for you if you have a vision. I also think it's easier to get out of bed in the morning.

But I engineered that from day one with acquisition.com. In my last companies, kind of like you just kind of fell into like, I've been doing fitness for forever. It's just kind of like, this is what you do. I'm just going to go and do this. And it's kind of like, just good at like, just really good at it. That's all like, it wasn't like I was like, Oh my God, I want to help all these. It's like, I want to help. Yes. I want revenue to be what I call quality revenue, which is like, it feels good to make that money because I know I've really helped people. But I didn't, I was like, what's this look like in 20 years? I don't know.

And so when I got the space to create Acquisition.com, I was like, well, I would like to think, what do I like? What are my strengths? What's something that would excite me? What's something that like when I really hard days, I still would feel excited to do it no matter what's happening in my life. But you just kind of came into this business. So it makes sense that this might not be the thing that you have this big mission for. But like the way I see is like if you don't have a big vision for it, can this be a business that you get to

a certain revenue level, a certain point. And then maybe you do build one back. You have a really big mission behind, or maybe you don't because it doesn't matter. Like at the end of the day, like you can win either way. It's just like, how do you want to feel? What kind of people do you want to attract and what kind of business do you want to build? So it's not a requirement. I would agree. Um, I actually, if you just said, no, you're not the visionary. I said, well, screw this. And I'm out. Cause I don't know what else would be, but, um,

I mean, we make a large impact. I guess I've got boys and I'd like them to have forests. And so that's kind of what drives me, but- - Well, what the fuck? - But I also really, but I don't know how to, what? - That right there is great. - Or that right there is great. - I want our kids to have forests. Like that could be your fricking line right there. I want future generations to have forests.

All right. So are we all infernoing out into the world here? You said it right there. I think it's great. That was compelling. So what is that? What do I, as far as applying that, what do I do next? So, okay, I've got a vision kind of, I mean, that makes sense in my mind.

But then what? Okay, so when you say what's the vision, it says what do you want the future to look like? That's what it's really asking. So you have to ask yourself what I want the future to look like. I usually break it down to three years out.

So three years from now, what do I want the future to look like? Now, you can't go beyond that, say, you know, generations from now. Like that could be, you get anchored to that. But then when you describe what you want the future to see as a business to look like, I find it difficult to go past three years because so much changes in the landscape of the economy, technology, etc. But that's really what you're asking. And then you think of what does it look like qualitatively? And what does it look like quantitatively?

So like in order to achieve that vision, what would our team look like? What would our product look like? What would our environment look like? What would our building look like? What would I be doing? Right? And those are questions you ask. You really think about every department. What would it look like? Like what would it feel like when I walked in there? Right? And then you ask yourself, okay, well, what metrics would the company have to hit to have that impact and to be able to reach that? And those are, that's honestly what I do. And then I use comparisons. So if you're saying like our vision is blank, it's like,

All right. You know, one I use at acquisition.com is like my vision is to be the Ritz Carlton of blank. So it's like I'm using a comparison from a different industry to show people what I would like to be for the industry that we're in. And so you can pick one that can be, I don't even know where I've used forest at this point, but it could be from something that grows from the ground. And you could say, I want to be the blank of blank. Right. And then things like that give people something tangible to hold on to.

And like, here's the thing, when you're talking about like the big vision that you have, it doesn't have to be this like 50 page slide deck or something. It can be like, I don't know, 10, 15 slides. It's just like showing people that like the why behind why you do it. What's it impact? Because what people want to know is like when I'm working my fucking ass off on a daily basis, what am I working towards?

And people want to know that they're progressing, but if they don't know what the future is supposed to look like, they don't know what they progress towards. And that's why I say you can run a company without it. It's just easier to have it because money is empty. And so it's like, you know, if you attract people who only want to work there for the money, I mean, I've had that. I fucking hate it. It's just awful. And so if you attract people who like want to build forests for future generations, you

you're going to unlock a lot more discretionary effort and you can have a tangible way to measure it. I mean, think about it. Like, you know, it could be like how many, you could just have like a tally of like how many trees we've planted or saved or like all these things. And they just have it on our board. It's like basically like how many we've got this month or quarter or whatever. And then like, what's our bulk? And like, you just keep that top line for the team. Like you don't have to, just because your head's not like in the sky, I think a vision like, well, that's not even fucking a job.

It's just like, if you talk to people who are the best visionaries, they're also very much into the product and the business. In fact, I think sometimes the best visionaries are the ones who understand the business the best. And I think that's a giant misconception by people. It's because labels do that. Thank you. Yeah. My name is Vivian. We are a high-end health food store, brick and mortar and online as well.

We're tracking to do about $2.8 million in revenue this year, and we like to be at $5 in 24 months-ish. So we have strong culture and values. Our baseline expectation for staff is like an exceptional customer experience. Great.

So I'm wondering how you inspire and motivate staff at a retail setting to think and act like an owner day to day. Well, people do what they're rewarded for. So I'll give you an example. If you reward a sales team solely by closes, then a lot of times they will do whatever they have to do to close the deal.

They won't stick to the script. They won't remain ethical. They won't do all these things because what's rewarded the most is closing the deal and getting the sale. So what you have to think is how do I reward the behaviors that exemplify ownership?

Now, I will say this. I think that praise and status reward people more than money. I have witnessed that. I have done experiments within teams, and I have seen it time and time again. Nothing motivates people more than praise and status. I do not think money does for most people. There's a few people for sure. But majority of people, 90% of people, status, praise. And so the question is, how do you work that into the system? Like,

Is it that they get a t-shirt and they exemplify a value? Is it that the metrics they're measured upon or how many times somebody gives them a compliment or puts a tip in the tip jar? Or, you know what I'm saying? Like we have to, whatever we measure as success for that role is what they're going to continue doing more of. And so the question is like right now, what do you measure successful?

Yeah, well, it's hard because it's not like we can pressure sales or it's such a fast environment. So we do kind of try to monitor and get crazed when we see really good interactions, try to call out staff and share really good customer experiences. So the praise part, I think, definitely works when we can catch it, when I'm on the shop floor and unable to see it. Yeah, status is a little trickier because

Although they are our most junior staff, they're arguably far more important than anyone else because they're the most front-facing. Right, so status, right? So let's think about how we could get them more status in their role. It's like, what's their title called?

Well, I'm just kind of playing with that. Because it's not what you're thinking of a regular health food store, we do offer a lot more involved recommendations. So we do mostly hire practitioners like nutritionists, herbalists, like that.

um so right now they're they're just shelf or they're and they don't really have a title so trying to come up with the title that would represent you know the years of knowledge and study that they've put into their different modalities which aren't always the most highly compensated because they're alternative felt caught it yeah because i'm thinking like you've got

you've got mid-level, and you've got senior. Right. Right, and it's like they can move their way up the ladder there. I do think that because you're saying that they're providing a lot of recommendations, there's all these things that you can put into place, like a three-question customer survey after somebody is checking on, they're like, hey, and they give it to them. They're like, if you could fill this out, put it in that drop, like that would help me out a lot. And then you get to reward them for whatever that customer says about them.

Little things like that go really, really, really going well. Like that one thing could do a lot for it. I would say that the second piece is that if you feel like, I would say, do they have a manager? Just me. Oh, okay. Yeah. Yeah. But at this point, we're going to need someone who's, you know, more on the floor, like a someone that's a manager that's also a shop one person. Yeah. The most important thing there is that it's kind of like with children.

If you want them to take ownership, then treat them like their owners. Right. And so like they will do whatever you want them. Like they will act. They will look to you to how they need to act and what's normal and what's not normal. And so if somebody comes to you, they're like, hey, what do I do here? And you're like, it's your talk. What do you think you should do? Right. They're like, oh, wait, shit, that's for me. Yeah. And so it's something I was talking to my team about today because we had like a company Q&A. It's like it has to come from both sides, which is like,

You have to push it on them. And then they have to know that it's an expectation. And so, I mean, even if like right now you just like hold a call with them next week and you're like, I'm trying to figure out how to instill more of a sense of ownership in you guys. Like, what do you guys think? How could I do that? And how am I holding you back? Even just that right there, just like setting the expectation, telling them what you want to do, that would ignite a really productive conversation. You're probably going to get better ideas from them than you will from me.

Yeah, we have amazing staff meetings and like that culture piece is so strong. I just find like the execution of it, like the promises and the excitement. Like we hire, we go through our values, the onboarding, like there's tears, there's, oh, this is so aligned. I'm just like, can't wait to start working here. And then it's just that one piece of the execution when I'm not watching. Oh, well, intentional. Yeah. No, for real. Culture is what happens when you're not there. Right. Yeah.

Right. Yeah. Thank you. So I would say this, which is like, I actually, the hair is on my back, which I don't have, but if I did, but if I add hair on my back, it would stand up when somebody does that in an interview.

Right. Because I'm telling you, like the amount of times that somebody has bamboozled me on an interview, they just kiss my fucking ass and they've been like, I just saw the mission of this. Like it's like now I'm like disgusted by it because I'm like fucking kissing my ass. You're coming here. You'll be a piece of shit. Okay. But it is often it's like somebody that acts that way to an interview.

I've just seen the correlation with like the better they show up there, the more they're like talking about that. It's usually they're compensating for the fact that that's not why they want the job. Right. So I think it's being cognizant also of the fact on the interview process, like saying that you're about the culture is irrelevant. Saying that you have the values and that you like them is irrelevant. It's do they demonstrate it? When you ask them to recall times of,

That they have done those things in the past. And you say, tell me the last hard conversation you had. And they can't think of anything. And you're like, great. So you're going to come in here and have our conversation. I mean, how long? A fucking year? Right. You know what I mean? And so I think that makes sense to me. And I do think a lot of people that might be attracted to your type of business, unfortunately, are the kind of people who talk a lot and they just don't do shit. Right. So I think on the screening process, I would be...

One, they're coming in in person for an interview. Okay. I would go back through the interview questions when it comes to the culture piece. And I would apply the presentation from yesterday to see if you have room with those questions because it feels like that might be with misses and you could take care of this if you took care of it on the front. Right. Because I don't, if somebody acts differently behind your back, it's like, that's just,

Yeah, and I don't know if it's acting differently or just like not connecting like the values to like customer experiences and, you know, customer experience to revenue. Like they're not connecting that. Can you tell me what they're doing?

It's just like, you know, not always going the extra mile or like if a customer comes in right before close for a, you know, a drink or a treat or something, you know, five minutes before we close, they're like, we're closed. Well, that's not, you know, the customer experience that we want to offer. If someone's made the effort to come down at any point, you know, we've... Deal, sell, run, die immediately. Yeah.

If I catch it, yeah. And if you hear about it, what do you do? If I hear about it, same. Yeah. But, yeah. Are you saying, like, you can't work here if you do that? Not that far, but... Then I probably should. Yeah, I mean... This is a question which is like...

I protect culture. I prioritize that over competence. Right. Sounds ridiculous, but I do because I think if my team knows that somebody on the team is not culture fit and they see the fact that they still remain on this team week after week, month after month, I lose respect for my team.

So the moment I see it, I'm like, I got to let them know that's not aligned with our culture and I have to make them aware. I'm like, hey, if you don't actually fuck with this and you do not want to do that genuinely, you want to go through on that customer, then you should be here. And there's nothing wrong with that. We can make a smooth transition. But like, I want you to understand that every time the customer comes, this is what I expect you to do. It's a small business. This isn't some big corporation. If they want to go work somewhere or you don't have to give a fuck about anybody, they can go work somewhere else like Meyers.

Yeah, no, totally. Yeah, thank you. I hope, I don't know if that's awful, but over there. My name is Vanessa and I am more of the VP of operations for the company. CEO's not here, but

What we do is we're almost like a very high-end welcome for, we sell the hospitals. We staff them with robotic surgeons. More specifically, our book of business started with urologists. We've expanded to general surgeons, interventional radiologists, urogynecologists, etc.,

We're a little different than locums because we give them, either we're starting their practice basically from scratch, we're training their OR, we, I don't know, loco. Oh, locums. It's kind of like when a hospital needs a provider, a doctor to come in because they have a gap, either they need someone to say, you do that for them. We do that for them, but in a much bigger sense because we don't just fill a gap for a temporary period. We're usually filling a gap for a longer period and getting them to

highly profitable margin. Are you employing these people? We have all the surgeons on our team. So we have 35 surgeons on our team. Got it. We deploy them. Okay. Interesting. Okay. Yeah. Got it. So we work with hospitals, like I said there, and we kind of rotate throughout hospitals. So the main mission was we get these hospitals up and fully functional, very profitable within about two to five

I mean, these are big systems, doctors, Providence, Sibonis Health. We also work with standalone hospitals. So we go to rural locations as well within California and Oregon is where we were. We used to be in Arizona as well. So standalone hospitals might be our critical access hospitals. So they only have like 20 beds in the hospital. They're actually our most profitable hospitals to work at because we can negotiate much bigger deals with them. Yeah.

So where we're at is, um, it's been, it's been about four years actually that we've, we've been doing business. We, our revenue last year was 10.75 million, a profit of 3.35 million. That was a 46% increase from the year before. And, um, the CEO who happens to be my boyfriend is wanting to exit, uh, in next two to three years. Um, mainly because it's,

very very demanding on our lives and our relationship and he has a couple of other businesses that are also very successful so He wants to his enterprise values around 50 million. So I'm really the strategist who says this is what we need to do My strategy has always been We have contracts we have very stable contracts We can make more money from those contracts by offering more service lines. Yeah, our surgical subspecialties and

And some hospitals pay us on productivity. So I very focus in on that. And he's the, we don't have a leadership team. And he's a CEO who has all the hacks. And so we're really at this point of we only get new contracts if he has time to go get new contracts. So we're kind of split between. So he wants to sell it.

because mainly because it's uh it's kind of just sucking up the life you know like even if we go on vacation we we have zero vacation these days it's it's a constant phone calls from hospitals phone calls about doctors about patients about this that and the other so you know the phone's on 24 7 and that's why i think he wants to sell it and he wants to be in a business he has other businesses that he doesn't have to work in so much he's not the one working in them yeah um

So I said, we either we fix the problems and you end up loving the business or we fix problems and you sell the business either way. I'm fine with that. So we're really all this right now. We're really talking about, you know, do we need a CBO versus and or a sales senior executive to go get contracts for us to help expand the business?

But a COO could help him with the headaches of a hospital because he's not empowering anybody to take care of all these daily headaches we get from hospitals. But you said VB of Ops. So what does the COO do? He just won't give me that power authority. Versus COO, technically, you know, I've been kind of priming that for a couple of years now. But it's just, it's more of a, he wants an outside person, VCO, right?

to not take the power to work with the hostiles directly. So I don't know if it's just because we're in a relationship or, I mean, we're partners in the company. You know, I'm not sure. Why should my pussy ears? There's layers. It's an onion being peeled back. Yeah. He also, I mean, I'm very a strategist. I'm not maybe the best leader of teats. Okay. Okay.

To be honest, I have very high expectations and standards for everyone in our company and... Well, that's not bad. Rubs people the wrong way. Unless you're mean, it's not bad. Deliquary. Yeah. Okay, so... So I guess like our biggest constraint is we have a key man risk. That's one of our biggest risks in the company. The key man risk, if he dies, the company absolutely would die. Yeah.

And we like... Let me ask you. Yeah. So if you guys sell this company, what happens next? Well, like I said, he already has some other companies. So does he just don't want to do anything? Like lay on a beach? No. No, he has... So his other companies, he has basically almost like a VC firm to do dental device investments. So that is also very busy. And then he has almost like a subspecialty where...

almost like the same kind of business where but he does have to he's a surgeon so he also physically goes and operates at these sites i know so he's building like another business where he doesn't have to go physically operate anymore he doesn't want to operate anymore he doesn't want to be a surgeon but he's not a surgeon in your business he is well stop oh he's one of the ones that goes to the hospitals yeah yeah yeah

That's how we started. He started all by himself, like going to the hospitals, doing all the work. Dude, surgeons are the worst. Why does this always happen? Okay. Yeah. So we keep saying, you know, take on the admin role and just be an admin. But he can't physically step away from the medicine, I think. Well, I guess there's the business case and then there's the you case, which is...

From a business standpoint, there's multiple roles that are needed. But, like, it's not about adding. It's first sort of deciding where you're subtracting, which is, like, what are you not going to do? He has to decide what is he not going to do first, which is, like, what's the thing that I get off my plate, which is, like, the most obvious one is operating and being one of your own, like, employing yourself. Like, that's the most obvious thing, right? Yeah. You have 35. Why does he need to be one? That's the first thing. Like, that makes no sense. He's get out of that. I hope.

But again, he's not here. It sounds like beyond my scope. So, like... I'm just saying. I would say fear. Like, even though, you know, he's a majority owner and...

His fear is if I don't do X, Y, Z, the company's not going to run so well. So if I act like he's a huge problem center, what can I take? Like if he doesn't stop doing this, the company isn't going to grow. Right. That's my argument. Right. So, I mean, the first thing would be get out of operating. The second thing is I'm guessing it's more than one person. I also don't think, I mean, like is operations...

How do I put this? Okay, how big is the team? You have the 35. Yeah, we've got 35 doctors, three like APPs, which are like mid-levels, physician assistants, nurse practitioners. We have seven admin support staff. I would say that the next thing that I would...

probably is sales. So I would get somebody that can help do those. If he's the only one that's doing it and he doesn't feel like doing it at the time, I wouldn't want to bring in an operational role before I brought a revenue generating role because you are basically doing the operational role right now. You're just not empowered to do so. So I don't think it makes sense to bring in the operation. He's just going to claim. He's going to be like, oh my God, I was spending money on this person and I'm never bringing money. I already know. Um,

So you had to bring in the salesperson first and then bring in the COO. But like, I mean, I have a hard time thinking he's going to listen to this advice. You're like, yeah, I agree. Yeah. Yeah.

I mean, he's just starting to warm up to it. But yeah, he does an argument to see what is lying behind. I mean, like the thing I what do you want? What do you just like? I mean, like, do you enjoy this? Do you like the word? I'm a very so I'm a medical provider as well. And I want to be on medicine, but I'm very into strategy and operations. I love looking at the business and like what's propinating and I

It's almost like incessantly like annoying now to him because every day I'm looking at numbers like what could we improve on? But that's what I find to be the best. And so I'm kind of like, if we exit, I'm going to go do that with another company. And then they're at another company. It's like my long term plan. Understood. So you're not going to work together. That's tough.

because I already work with him in the other two businesses but it's not in the same capacity. Not nearly in the same classy. It's gonna give up. I know. I mean no come on. Why? Why work together? Why don't work together? Three businesses and they're like half the same. I'm so confused.

Why does he have three? Why are there so many? That sounds terrible. Like he's like, oh, if it's not, if it keeps being this stressful, I'm going to quit. I'm like, you did this. You made this happen. You did this to yourself. So what do you mean? You're just going to go do it somewhere else. Like the problem is in here. It's not business. Yeah. What the fuck? Everyone here has a business. Some of them are like, I take weekends. I got kids. I got all this stuff. Like it's not the business. It's how you guys are operating. Yeah. The mindset around it. Like, why do you need to be this busy?

And then complain about being this busy. I'm saying it's you because he's not here. I don't need to be this busy. Yeah, I sense it. I don't need to be in your life. But, uh... Yeah, you do. You're part of the problem. You're like, ah, he's not here. What if he doesn't even exist? Now you're really caught on. My boyfriend and...

Yeah, I mean... Why are you still operating? It's gonna be because he brings in the most profit out of any... So you already know which of you here is the real problem. The real problem is that you're trying to change somebody. Yeah. Like, you're here, he didn't even come. Yeah, because, you know, it suits operating. So the thing that he thinks is there's a dynamic between the two of you. Right. Because, like...

You sound like you can be incredibly effective and you know what to do to fix this business and what to get to the point to sell it or to keep it and not hate it. But how do you communicate with him? And then it's like, to what degree is that your job? And that's what you have to figure out. And that's something I can't answer for you. But I think you really need to think about because if you're constantly trying, like this isn't even like a business growth problem. This is like I'm trying to like fix somebody's mindset problem. Mm-hmm.

And I don't see that ending in a good place. Like I'm looking at you as like, you're in this business, like you're partnering together on this thing rather than like boyfriend or girlfriend. And like me just telling you this, like if you guys aren't on the same page and this person's over here doing this thing, you're over here doing this thing, that's a setup for resentment. And so like we have to figure out how you guys can communicate more effectively. So either you can be on the same page about what you do with the business or you decide, you know what, like I will go work in a different business because that's the only thing that I'm like concerned about.

Besides the actual business piece. It's like you're here life. That just tells me the fact that you like did that you came here, you're asking this question. Like you really care about the business, you want to fucking do whatever it takes to make it work. And like, if that's not, if then you come back, and you're like, here's what we need to do. And then this person is not receptive to it. That's a partnership issue.

And I'm not saying like romantically, I'm just saying like from a business standpoint. I just think about that because it's, and the question is just like, in what situation do you gain respect for yourself? And you want to make sure that when you're in a partnership with somebody, anybody in here, that you have more respect for yourself because of the partner that you have in business and life, whatever. But like in this case in business, like you want to feel like proud of the fact that

You guys have a great partnership and you're working together and it gets working in the way that you want it to. So I would just think about that. Okay. Thank you. I am Israel from Mexico. I sell a sales coach. I'm a sales coach for B2B sales people. And I can relate a little bit with Alex because...

big part of why I'm here and I become this man is because of my wife, because she's pushing me to be better now. So I created my business two years and a half ago. Last year I sold $200K, $170K revenue. I started to do everything all over the place and start to get structure. And I am the business. I am the face. I have a podcast. I talk to the camera. I like it. I'm a former actor. So this happens to me.

i'm trying to put the things over there it's okay so you're great because i was landing the question you know so

What I want to do is achieve a big brand. I'm a conferences speaker. So I am the face and I want to create the biggest community of salespeople in Latin America by communities in school. This year, I'm aiming for a million. I started kind of slow. I mean, 20K right now. Some issues over there. So I'm going to get to a million as soon as possible. That's the goal. And then to 3 million and then 5 million. But the point is that there is a podcast

podcast that I heard, a thousand followers that I've heard, Alex's podcast, then he says that you told him some years ago that you told him, do not delude yourself for other people, you know? And that came to me because I felt like even though I share a lot in my social media, I am still deluding myself. So I am my constraint to create a personal brand that I want to be for the people that follow me. You know, there's many things that I don't do around the show because I feel like

who am I to show it? Even though I reached some levels, they're still limiting the lives in other levels.

I think that I have the vehicles and I have the resources to create a business. Now I'm part of it. I'm a fan, so I'm going to make it faster. But there are some things that I want to understand and let go so I can create a better personal brand, bigger and reach more people and create a culture around it. So you as an expert of that, what would you recommend me to do? So it sounds like the problem is

that you know that you're holding back and you believe that's why your brand hasn't gotten as big as it can get as fast? I don't know. Yeah, it could be the year right now. Do you think that is that the problem that you want to? I don't think it's a problem, but I think that it could be.

Because I could be doing more. Like, I'm really working on it. I really put my effort in my ass there. But I think that I could be reaching more people and showing more. And right now is probably not the main constraint. I have others. I don't understand here. Yeah. But I don't want it to be a problem in two or three years. Well, I mean, I guess the way I look at it is like this. Like, I give him... I said that to him because that's also what I've had to say to myself. Because...

I started making content and I didn't want to make content at first. And mostly because I was like, I don't know. I don't know if there's a niche for me out there. And I felt like, I appreciate it. And I felt like, I don't know. I was just nervous. I was just nervous. I was scared of what people were going to say. And then I started putting myself out there and

You know, like, while people are like, I started doing it and, like, it was really good. That's not how it went. So I started in for making content and then it was, like, fucking off. Like, it was terrible. The things people were saying about me. And I was like, what? And it was not even about my advice or anything. It's always how I look, the sound of my voice, this and that. Oh, my God. And I was just like, what is going on? And so...

It's funny because I first started paying for content. It was definitely diluted. And then this started happening. And then I was like, well, I feel terrible. And like I'm in fucking middle school again. And this feels awful. And I'm over here like I'm freaking 30. I've like built a hundred million dollar company, done all that stuff. And I still like feeling being bullied on the internet. And it was probably like four months after this, like all start happening. And I was just like,

You know, what I realized was I kept putting out content, but as I was putting it out, I realized that it wasn't, it wasn't actually what I thought. It wasn't actually how I spoke and it wasn't actually who I was authentically. And when I say authentic, I think it means acting as if you won't get punished. Like when we say, who is my authentic self? It's like being able to act in a way that you would, if there was no fear of punishment, that's really what authenticity is. And I was like, I am very scared of punishment. I'm scared of me. You're ripped apart. I'm scared to go all this stuff.

And I was like, wait, I already am. And it's not even for the person I really am. It's just for this watered down version of myself. So I was like, you know what? If I'm in your group to fart, might as well go down, at least being myself. Because right now, they hate me and I hate that version of myself online because it's not really who I am. And at least in one scenario, I like myself. They can hate me. I don't give a shit. And that was really why. And I think a lot of people, as they put their brands out there, and a lot of you guys have brands that you put out there.

What stops you is that as you get more success, you always get more downside as well. Like everyone says, I want a big company, but then they don't know that what the downside of a big company is. Everyone says, I want a big brand. They don't know what the downside of the big brand is, you know? And like, nobody can talk about it because it's like, oh, well, you have a brand though. And it's like, okay, yes, but with more success becomes more problems. And so I think that it's recognizing that

Like you have to prepare yourself for the downside of the upside. That's what I say. And if you dilute yourself, you only get, you get more downside to less upside. If you remain true to yourself, you get more upside in the same round outside. And I love that. It's true. You know what I'm saying? So you're still going to get the downside either way. In one scenario, you get less of the upside.

Because you're never going to resonate with people if you're buffering yourself. And that's just what I've seen time and time again. I mean, I see with Alex, I've seen it with myself. I see it with playing my friends. I mean, I've seen their brand stall. So many big brands stall because they start buffering. They start getting scared. And it's almost like playing not to lose rather than playing to win. It's like you're just doing things because you don't want to get shit on rather than because you believe something you want to advocate for it.

And because you want to get an idea out there. And so I think it's just having that mentality in all facets of life. And I think brand is a difficult one because, you know, you put yourself out there and you get real time feedback from all these people who have, they don't have a fear of punishment because they leave a comment under J643 with a calf picture. Nobody gives a fuck and nobody knows who they are. And so I think I'll say this, like, I think it's an important lesson because I

People assume all upside all things. They assume fame is all upside. Brand is all upside. Money is all upside. Everything is 50-50. It's 50-50 when you don't have money. It's 50-50 when you have money. It's 50-50 when you don't have a brand. It's 50-50 when you have a brand. Happiness and success are not the same thing. And so you think that at the same time, like when you're sharing all this content and your team, what's this content you're actually coaching? What's mindset, right? So if you're holding back, they use...

Or if you're like often even you have this consistency and sharing all these things at the end, like that's you. So everyone that joins you is because they know you in a way, right? Yeah. So, I mean, I think it was out of that perspective before I think about from any other perspective, which is like, are people really like when people meet me in person, are they going to get the same thing they saw online?

And I fail a little bit there because I don't make as much content as I could. I mean, I do like one day a week. But I try, at least in that content, to not be tired or pissed off or something. You know? Yeah, I understand. You just can't like fear stop you. Because at the end of the day, like anything we do that's controlled by fear, it just robs of our own self-confidence. And like I would hate that more than people hating me, you know?

Yeah, I mean, in the way I think about it is like, how, if it's OCL, there's a hand cross that. Like, that me doing that and stopping that duty belief will actually do three or five X my business. It all plays well. That's what I mean. Because like, our limits are self-imposed.

Yeah, that's why I go to almost 200k followers now. So I think that that's the next level. It's that 500 million. I remember for me when in my like, when when it happened for me was actually literally at like 200,000 followers on like Instagram, I think I was and then I just decided I didn't give him a fuck anymore. And I was like, let him all hate me. And the opposite happened. I grew faster.

Because I wasn't monitoring myself. I wasn't, I call it spying on yourself. I wasn't like repeating things I said, monitoring myself in the back. You know what I mean? And I do think it helps a lot if you have people around you that support you for being you and don't try to tell you to be otherwise. Everyone deserves somebody who just accepts them for who they are with all their flaws. It's really hard, really, really, really hard to be successful without that.

Because that's very lonely. And then you're bringing yourself down from people looking to you. Great. Thank you. I'm Jerry. I sell app tutoring to elementary and high school students. Oh, cool. Yeah, we use a monthly subscription model. We're doing about 815k annually. I would like to get north of 5 billion. That'd be awesome. And what's stopping us, I feel,

is my inability to lead the team properly, specifically curating and nurturing talent. So my question for you is, if I want to build a company culture with a standard for excellence, what can I do as the leader to help support and help my team in pursuit of that goal? Specifically, could you walk me through your stages of development in becoming the leader you are today and the keystone lessons you've taken on the way?

Well, let me ask you this first. I can give you a better answer, which is what is not happening right now that you think should be happening or would be happening if you were the leader that you wish to be? A critical mass of training and attention to each of my team members. How many teammates do you have? We fluctuate anywhere from seven to 13. Right now we have just under 10. And these are instructors in the sire.

Okay. And then what do you spend most of your time doing right now? Right now, the density of my time goes towards taking care of the parents because essentially we have two clientele. We have the student and we have the parent, right? Yeah. So right now my team takes care of the students. I try to advise them on how to teach the students so that I can increase my sphere of influence while I handle the parents, their needs and their requests. I try to explain to the team in a daily meeting.

Understood. Well, there's a couple of things here, which is in the beginning, especially at the size you're at, it is messy. It's not perfect. There's no perfect cookie cutter development plan in place when you have that few people. And it's trying to put that stuff in place too soon, depending on how big you want the business to be. Sometimes actually is not the best because you need to be scrappy in the beginning. And so for me, when I was trying to develop people in the beginning, I did 100% of it through shadowing.

I was like, I don't have time, but you can watch me. I mean, seriously, like I remember the first few hires in sales, CS, even finance. I just blew them out to my fucking apartment, Halberkirche. And I was like, just come watch us work and like pick it up. And that's how I trained people. How long did you do that for for each person that was shadowing?

How long? Yeah. I might have to come out for two or three days. Okay. And that was also because I was trying to get to know them. I didn't know what the fuck I was doing. So I was really inefficient. You know what I mean? Now, in terms of training then and investing in then, I, in the first three years of my first company, I put together essentially every two weeks. I committed to every two weeks. I had a group training for the leadership team.

And so that's what I invested most of my time. Now, the reason I invested most of my time with the leadership team is because I believe that the job of a leader is to create more leaders. And if I can create leaders who create leaders, that's the goal. But that doesn't happen unless you put effort into the leaders. And so it's like, where do you get the most leverage? Just putting it into leaders. Now, right now, I don't think you have any, correct? Correct. Correct. So you're going to put it into the whole team. And that might just be into their skill in general.

Now, in doing that, I think you basically would need to commit to a cadence in which you are training them on something. Now, the question is, is it their technical skills or is it their emotional skills that they need more training on? But essentially what I did is I just said, you know what, I'm going to think I have a temperature on the company. Every two weeks, I'm going to decide like, what is most top of mind? Where's the temperature at? What do they need to hear? And that's what I'm going to work on with them for that session.

And I really think that those sessions were what built the culture in that company because, you know, we weren't in person, we were remote. And it showed everybody that I wanted to invest them and put the time into them. Now, was it perfect? Did we have this like really tiered, nice ladder development plan? No, none of that. But in the beginning, you have to do with whatever you have. And so if that means every two weeks you put together a session and then they get to ask questions after.

That's what you do. Yeah. And you just did a big CD. The team, here's what's top of mind. Yeah. Here's feedback. I set the tone with the culture and then I talked through how to do the thing. Here's how, you know, for leaders, for example, it'd be like, here's how you help people gamble. Here's how you run a meeting. Here's how you do a huddle. Here's how you have a hard conversation. And I tried to break things down to,

to be like theory and then tactics, which is like, okay, how can you go implement this? And I actually learned that because, you know, Alex was always making content. And so I was like, what content does the best? It was always stuff that had theory, but then it had tactics. So I was like, why don't you train the team the same way?

And so I think that you almost think about it like I think about when I make things for my team as making content for them. Or if I were a content creator, it's like I'm making it for my team. And I think if you thought about it that way, it might be pretty helpful. Yeah, just come up with topics to go over with the team. Yeah, it's like culture. What's top of mind? And you go over with them. You allow them to ask questions. You ask for feedback at the end. What could I do better next time? What would you like to hear about? What would you like to have a training on? That will go really far.

Just do one thing. You've already got a lost up on your plate and on your size. You don't want to overcommit. That's one thing I'm really cognizant of. It's like, never overcommit what you're going to do for your team. Always undercommit, if anything, and then overdeliver. Because they're going to remember the thing that you committed to. Be like, why aren't they doing it? Yeah, what does overcommitting look like? Saying that you're going to be with them every week and then reducing it to every other week. Is that how to fold? Yeah, it is. Okay, good. That's how I would do it. Awesome.

Well, thank you to you and Alex for being my North Star when I was lost in the desert. Really appreciate you guys. Brittany Quinn, online DDC executive coach, two and a half years in. Female executives, corporate, double or triple their salary is the offer. $1.4 million over the last 12 months, 62% in profit. I want to hit 8.6 this year, 15% month over month. Can't do it because I can't replace myself in sales.

Been through 14 closers at this point. No one will close. And it's because they don't understand the avatar. The only closer that can get that appears to me that way, she had to be at least a VP of corporate America. Uh-huh. So the only issue I cannot get someone like that to walk away from a $300,000, $500,000 W-2 gig to work for a small business. Have any of your clients had any interest? No, I can't get them at that level. Even at a 10% cut of what they close.

So you have two options, which is one, you could figure out a way to make the sale easier and essentially take some of the authority frame out of the sale and put it into other elements. Like, do you have a VSL or a webinar or anything like that? I'll direct VSL book a call. Okay. So it's VSL to book a call. How long is the VSL? Less than five minutes. Okay. And then tell me the structure of book a call.

So then they land on a thank you page, do the homework. She double dials, text calls, does a full hour discovery. Congrats, you're approved. We're going to walk you custom food solution. Books a second call. Would like to drill that down to a one call close. I haven't mastered that quite yet. They get on a call with me. Right now I'm closing at like anywhere 48 to 62 percent, depending on time of year. I can't get an enclosure over 17 percent.

and that was like a top performing closer. Okay and what's the offer? 15k upfront four months executive coaching backends 25k another four months. So it's upfront all upfront painful. Yeah you really have two routes so either you can come up with something more

incentivizing to get somebody who has the skill to complete the scale sale or you can make the sale easier which do you think makes more sense maybe i should care yeah he said that's what she um one of your teammates told me earlier is for me to pitch in like a group setting like this yeah help help me with the mindset on that got 1.4 million less than two and a half years like as a solopreneur basically just started building the team to take that like let's try events

It's a little freaky to me. Well you don't have to try a band, so you could do a Zune. I have done that in a live launch method. My first launch. Miserable. Uh, Shragon?

I did it for like eight months, paid ads, seven days of pitching. Um, and then I even, um, directed to the VSL, just converted like crazy. That's when we actually took off. Did you change your offer? Um, I changed pricing on the offer. What was the pricing before? I've done everything from 5k to 35k for months. Okay. So it seems to get you a sweet spot. And it was all paying for cold traffic. Cold traffic? Uh, yeah. VSL, ads, meta. So you're saying you did live launches where you pitched webinars to that?

And where do, now this is all cold traffic. Do you have a brand file like that? No, just straight cold. I'm straight cold. I mean, that was two and a half years ago. I mean, now it's minimal. You could, I wouldn't even call it a brand on organic whatsoever. Understood. That makes it a little harder, but I am the case study like that. That's what, how I could close like 13 X, my own comp package of five years before price got my bag started the company. So when you choose somebody to do the sale, how do you choose themself?

What's your process for training them in? I do the four Ds, but it's constantly read my fucking script. Don't go off script, right? Do they read the script? And every time they read it, but I still have to do call two. I still have to close. It's then you like, I get her to seven beliefs, you know, paying costs and wine health. Then she can craft the perfect pitch. And then finally handling objections. It's like a four month to ramp a closer. I lose one out of 14 so far. So yeah,

Do you do two calls? Yes. I'm testing one call close on myself just because I know I can do it. It's the whole idea. There's a lot of shame in this avatar. I'm like, I should just get the cookie because I worked hard. And so what I ultimately do is teach her hard work doesn't pay off in the corporate gig so much as you have to advocate for yourself at that level. So it's a lot of breaking that down and showing her, well, you can do that. Why do you not teach that to the closer though? I do. You do? I do.

This just doesn't work. No, like they don't understand like the basics. Like when the avatar on the call says, I'm sick of like not getting paid. I realized the dude sitting next to me has double my salary. So they, oh yeah, that's not fair. I'll be like, okay, what are you going to do about it? Like you can compete or you can complain. Like they will hold parts of accountability. So that extent. How long do you train somebody before you put them on?

The thumb. She goes through the entire curriculum the first week and then I'll start sprinkling one call a day. Give her, we do markups, sales meetings every single day, EOD every single day. And then how long has any of the Flizzers stayed on for? Four months. That's the most? That's the most it got. Yeah. And she's just like the perfect, like I can take her but I have to teach her a four-bit skill.

like the corporate speak in general and how they diagnose the pipe. Cause I'm just thinking to myself, like, so in our first company, for example, we had the first goal was get Alex Layla off the first calls. Right. And so that's what we did. And it took about, I think we got off the second calls about 12 to 14 months later.

Because what we did was we allowed those salespeople who got really good at the first ones to eventually take a try once they were very competent at the second calls. But they ran discovery essentially for a year where you give them a picture. We'd like to do that a lot faster than a year. Here's the thing. The reason that we did that is because, again, every avatar is different, right?

We didn't want to drop revenue too much. And so we're like, you know what, if we've got to take some of these calls, that's fine. At the same time, we realized that the best closers were people that had had gyms, because that was what we were assigned to as gym owners. Those people were also not the easiest to get to do sales. There was only a few, right? And then some of them actually, I mean, like some were really good. Some also weren't.

But we realized that the people that were the most convicted in the product were the ones who end up doing the best, whether that's because they came from being a gym owner or because they've been there long enough to see all the success stories. And so...

I just keep coming back to this thought of like, I just don't feel like we're giving enough time to train somebody up on some of these things. Because if you're not going to be able to bring somebody on at the price tag that they need, who has that experience, then you're going to have to pay in time, which is training somebody. In four months, I mean, like that's enough time for somebody to get really proficient at the first sale. But I don't see this, like, I don't think that that's...

for what you're having to get, but the avatar that you have to get to do sales for you, I don't think that's unreasonable that that person doesn't nail on the second one yet, given how big of a skill gap there is between you and that person. Okay. And other than webinar, there's any other ideas to do that on a bigger scale versus, I mean, one-to-one every single close? I mean, to be fair, when we were doing the closes, I would have six people on a call. Okay. So, I mean, I did group closes on calls.

Okay, I had no issue. And it was actually the same price point, which was, it was 16k for four months. It's just honestly just keeping the frame. I mean, but here's the thing. I did group in person pitches before that, in gyms and weight loss facilities. So I'd have like 20 people in a room. And one person would be like, the bulk is this. I'm like, you can lay, you know, and then just go back to, you know, selling people on something. So yeah.

It's just about holding the frame at that point. You know what I mean? But like, I just don't really see that being an issue for you. I mean, I was like a 24 year old inexperienced whatever with like 35, 40 year old men that I was selling. So, you know, I feel like that won't be hard for you. I would try it. But I would also say like, I think this is just patience.

I don't think that what you're doing, I don't think nothing you're doing is like inherently wrong or fucked up. Like there's nothing. The methodology is not all. I just think it's not giving me enough time and having different expectations. Okay. Thank you. Yeah. Hey, Lila. Hi. Jason Shubberneck here, Washington, D.C. Two companies. We run a sales team, 26 sales agents selling residential real estate.

We're here to grow our property management business. Revenue was, it's going to be $3 million this year, net of $1.4 in PM. And then residential sales revenue is $4.2, neted $2.6. Nice. Awesome. Caveat, $1.7 of that was my personal sales revenue.

So where we're at is the sellable entity that we really want to grow is the PM business. And I know that my time and sales is roadblock. I love the income, 1.5 to 2 million every single year, no problem. But I need to look at and find a transition strategy and eliminate opportunity costs as much as possible with me thinking

coming back from sales to focus on the property management business, which we think we can grow. The goal is to, uh, 10 X the property business and five years. And this is specifically because you want to sell it. It's amazing. Annuity based business that ends up feeding the sales business, renters to buyers, landlords to listings. Uh, it's already creating opportunity, uh,

Uh, it is already a self-sufficient business. Uh, Sharon over here runs it. And so, uh, with that, it's super global. We know we can grow 20 to 25% organically year over year, not mechanically through paid ads and initiatives that we're doing. And then, uh, MNA, uh, we plan to buy one to do businesses a year, which we'll do about three businesses this year in that space. And that's where I'm crying so fast. And so I love that idea. I love mission when it does all those things. Um, it's just amazing.

I've worked so hard to create with Kreative and a lot of it's been in the back of those commission sales and it's like a ton of money to give up when I know it's like something I can, I can just go out and close 250K in a month. Like no problem. What would you do if you had that time back to make?

to grow the business? That's what I've been reflecting on. I think that's great. I think we identified three things. I think I would focus on hiring more people in that space and focusing time and investing in those people. I know that that would create a lot of change. And then the second thing I would do would be prospecting businesses to purchase and focusing on closing that high ticket sale of closing on a business, which is a very long term cycle, nine to 16 months is how long it's taken us to build a relationship that closes.

And that pipeline is drying up. So I know that that needs to be a focus and that would be a longer term pipeline. So if you were to train somebody else to supplement the $250,000 in sales that you're bringing each month, what would that look like in your opinion from a team standpoint? Yep, I've started. So I hired a licensed assistant who works for me seven days a week, no days off. Who wouldn't love that job? Sounds great. It's actually Sharon's son. Go Sharon again. Yeah.

Yeah, that'll share it. See you straight. But there's still a stock gap there similar to who just spoke where your ability to close in high ticket sales to a million dollar price point takes a certain person to show up in that appointment and close that kind of client, right? Like you guys would be my actual client buying two, three million dollar properties. And so I can scale by taking intake calls and then going on appointments with people. It's more about do I...

make the decision to escalate growth dramatically by just shifting my time dramatically and having opportunity cost of maybe losing 800K in income.

Or do I just work twice as hard for two years and just grind, which I don't really want to do because I've grinded a lot to get to where I am? Well, I think that there's one, there's a middle ground and two, I think in short term, long term, right? So the middle ground is that you don't aim to bring in 250,000. But could you peel it back and say, you know, I'm going to aim to bring in 100,000 for

for the next however many months. Totally. Right. I think a second piece to it is like where I have an unknown is how you're going to operate and how your decision making will be affected if suddenly the money's gone. Which a lot of people, like it's like, oh, should I quit my job? And I'm like, well, how are you going to feel when you don't have money coming in? You know what I mean? So for some people, they make better decisions when they have more money coming in.

And so that's something to ask yourself, which is like, if that money disappears tomorrow, and I have no $250,000, and I'm actually spending more money and more time making less money, how am I going to act? How am I going to operate? How am I going to feel? Knowing yourself, right? I would say that short term, if you do not get anybody to come in and do those sales, I think it will be tough.

From an emotional standpoint, just like for anybody, because like you make less money, you're working hard on something that doesn't have an immediate reward. And so like you look at human behavior, like we do what we're rewarded to do. That comes with like the shortest term reward. That's where we and then getting a lot of short term rewards and then eventually getting a long term reward. Like that's how you keep in the game of business is like you engineer it. So you do get short term rewards until you get the long one, which is like you sell business, make much money. Right.

But people who don't, it gets very, it's a lot harder, right? And so it's better if you can engineer. So like, I do like the fact of thinking, how could we continue making some of that money? Because it's going to take a second for you to see it anywhere else in the area to be doing these acquisitions and doing all these things that spit out money. It's like, well, that money is not coming in. And so my question is, what would you have to do to attract somebody who could close those deals? I think I might have the person on the team already. I just need to be willing to create that connection and have that conversation.

So it's a lot to give to someone. Well, it's like a huge gift, you know? It's like, that's a big decision. It's like, hey, I'm going to make you 500 grand extra this year. Yeah. Well, so I need to think that through, but that's a good point. Well, the other option is that you just don't make the money. For your office.

I just think, I really do think, like if I'm balancing the business and your headspace, because just like patterns, I'm not putting anything on you, but like I think it makes it easier if you're still, if the money is new to zero, if there's still some revenue coming in, if you have somebody that you could have take that over, I think that's smart. Now, is there the chance that person walks away at some point? Yes. Happens to me all the time.

It happens to everybody in business. And then they go do their own thing or build their own. And that's the cost of doing business. But if you don't take that risk, you're not going to have the ability to grow the business to the extent it needs to. Because anyone that operates with that mindset doesn't grow a big business.

- I got that kind of like celebrity status. I'm the number one realtor in my market, number one sales team in our market. And so maintaining that status has extra weight and it carries a lot when it comes to opportunity leads closing or team of 26 salespeople, et cetera. - I think maintaining contact with that team makes a lot of sense. That's what I was understanding.

being doing it with them i think that you could take a step back i think what you could do is you do a half step which is you say i'm going to aim to close half that this month and then we to give the other half to this person or even disperse it in one step few and take away top five and be like hey you're going to be my yeah i was like i have to just yeah it's like we can phase in and how to i know that usually when you make a decision your mind so you want to just go all in but

I have seen that most of the time if you phase something, it's just much more successful. I could also just choose a price. I could just only work stuff over a million. Yeah. I take it sales only. I like that. I appreciate it. Yeah, absolutely. Thank you so much. Of course. My name's Kate. I sell nutrition coaching to people who want to be less fat. I do at $250,000 and I'd like to be at a million. What's stopping me is it's just me. I don't know how to scale.

I pretty much solely rely on Instagram organic content. And then most of my recurring revenue or a big chunk of it is like one-on-one coaching. Tell me over the last two days, what did you learn your constraint to be? That's just you. That's it. It's how to be. Okay. And then right now, what does your sales process look like? If they're on Instagram, then how do you sell them up? Is it DMs? Is it calls? A lot of DMs. But a lot of also just demand, just people work with me.

Okay, no, but how do you facilitate it? Do you talk to them on the phone? No, it's messages straight to a sales page. And you're trying to figure out how to scale it. Okay, so then on the 101, you're saying it's one-on-one coaching, right? What does that look like? Like, what do I get? I sign up. What do I get from you? So you get like weekly check-ins with me. Is that a call? There's an option for a call, but it's also most people are online through an app. So they don't have any one-on-one, nothing. It's just like knowing it too. Yeah.

This is easy. So the DM piece is like the easiest. The first place that you have leverage is to hire setters. Yeah. Okay. So hiring people to do the setting to basically get them to the call where they purchase or get them to the page where they purchase, right? That's the first area that you can get outsourced fairly quickly. And that's not a hard one at all. There's so many companies that actually will just set you up with those people too. The second place is I think I would have two different prices.

I'd have the price for you and I'd have the price for your team. And basically what you're going to want to do is before you go into any kind of group, the easiest thing to do is duplicate what's already working, which is the one-on-one's working. It's just going to turn into one-on-one with a coach from your team.

And then the way that you position that is you can work with you, but your prices go up. Yeah. And then their prices are more reasonable. So whatever, what's your price right now? About $70 or $80 a week. Well, it's going up anyways. It's going to go up, but now it's going to go up. Damn it.

You have a very high price point and you price them at 70 or 80 a week, or maybe you price the head a hundred. I like a hundred. And so the question is, which one do you start with? So I'll ask you this, which takes up the most of your time? Probably a little bit of just feedback with coaching. Yeah.

And then maybe content. So if you hired setters right now, then you are still going to just get backed up on having to make more content for the setters to work. And then probably on delivery with having to talk to people, right? So then it probably makes sense that we first bring in somebody to help coaching. Yeah, okay. So I would bring in somebody who has credibility. They have a small following. They're not doing well on their own though because they don't know how to make it rain. And I would say like, hey, do you want to be a coach for me? And you would have to work out what's the split between

So that's why it's also good to raise your prices because they're low and you're going to now have to split them with somebody else. What would you do with sleep? I mean, it depends on the quality of coaches that you think you can get. I would say that I would probably split it based on their experience. Like if you have minimal experience, like, okay, well then I'm going to take, you know, 70, you get 30. And if you have a lot of experience, we do 50, 50. Yeah. Okay.

I would probably do something like that, like a tiered structure, because I don't think it's fair that like every coach get the same split because I've seen this in a lot of coaching companies. And it's like, you have these like coaches that are very senior, very experienced, making the same as these people who are experienced schmucks who are like sucking life out of the senior coaches and they get resentful. It's like, well, they make less money than I do. So I would say I would see who you can bring on and find somebody hopefully that's more of like a little more autonomous for the first one. Yeah. So that they can kind of like get it up and going. And then you just duplicate the system for them.

Once you have one coach and you figure out like what's working, you probably have to go through one or two or three to figure out somebody that works well. You transit some of your clients over. You don't do it all once. You transition in phases. Like anytime with anybody, you guys are transitioning clients, doing phases because the average drop off when you transition them under a different coach, CS rep, anything is usually between 10 to 30%.

So like it's usually 10 to 30% attrition, depending on the company and the size and the relationship nature. So anticipate some churn, but facilitate the transition, work out all the kinks. Once you've worked out the kinks, then it's going to be, this is what you're gonna be doing. It's just like,

hiring more people to do DMs, hiring more people to do coaching. And then you're going to say, oh my God, I don't have time to do content anymore, which is what drives all of this. And then I'm going to say, okay, you got to hire somebody to oversee the coaches and the DMers. So you're going to need like an ops person eventually. And then you bring the ops person, they'd be over both sides. And then you just are making content and quality checking the coaching and probably not doing as much of the DM.

Yeah, okay, cool. Does that seem flake? Yeah, that makes sense. With content, does it make sense to start doing ads? I don't think right now. I would just say do more of what you're doing. Okay, do more. Like, you could decrease content by 2x. First, you need to make sure that you have something that can take over the other side. Because the way what you increase in them, what you just have more work and less time to build your business. It's going to be a shorter cost, but like it's better for the long term. Otherwise, you're staying in the spiral. Cool. Thank you.