How to Lead with Clarity When You Don’t Have a Big Vision | Ep 271

It's just like showing people the why behind why you do it. What's an 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.

My name's Owen, so I'm a contractor. that specializes in forest recovery. We did about $14 million last year. I was sitting in a quarter, Tim. And we're kind of shooting the breeze. And he clandestinely handed me this card. Says number one. He's like, this is something for Layla. So I didn't know that meant I'm in front of 100 or so people. I'm a forester. I like to be out in the woods.

so that's okay. I haven't even really got the right words but so I'm third generation Forrester and so if you zoom back to uh to 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 all the positions that we are needing are all positions I can do. So like data and sales and all that.

but um 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 like where i 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 asked 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 um more of the management we we've got the labor side down like i know how to hire and i know how to train and 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 also the reason why I want to go to 20 million. And so I'm trying to come up with solutions for bringing on people that think like I do or, well, 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 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 do our content for.

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 missionaries like they're like i like Elon Musk like get to Mars or who you know 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 And so if I look at the first two companies that we had, I don't really think we had a big exciting vision. um 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

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 a day. Like, I don't have space to... to be vision it's like okay after 13 calls i'm like what's the vision i'm like i don't know what i'm gonna bed and eat a 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

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 that 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 retreat

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. 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 emulate values that you admire and have ideas about the company and admire the company greatly. Those are people that you can pull things from. But I'm just going to be honest, as much as I would like every company to have a big vision, when we see companies thousands every month, I'm like, most don't. 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 just kind of like this is what you do i'm just going to go and do this and it's kind of like i'm 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'm like, I don't know.

And so when I got the space to create acquisition, 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 have 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 it 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 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 will agree. Actually, if you'd have said no, you're not the visionary. I said, well, screw this and I'm out because i don't know what else would be but um

I mean, we make a large unpack. I guess I've got boys and I'd like them to have forests. And so that's kind of what drives me. But I also really, I don't know how to have... What? That right there's great. Or the right there's great. I want our kids staff for us. Like, that could be your freaking line right there. I want future generation staff for us.

Alright, so are we all in further or nothing? Is that the world here? I don't know what we're doing. You said it right there. I think it's great. Like, 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 series of 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?

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, when I use it, 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'm using 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 here's the thing. When you're talking about the big vision that you have, it doesn't have to be this 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 an impact because what people want to know is like when i'm working my 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 progress toward. 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 and they want to work that with the money, I mean, I've had that. I fucking ate it. It's just awful.

and so if you attract people who like want to build forests for future generations 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 uh you know 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 the board it's like

Basically like how many we've got this month or quarter or whatever. And then they're 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 thinking of vision, like, well, that's not even fucking job. It's just like, if you talk to people who are the best visionaries, they're also like 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. And it's because labels do that. Thank you.

My name is Vivian. We are a high-end health food store, brick and mortar and online as well. We're checking to do about $2.8 million in revenue this year, and we like to be up five in 24 months. So we have strong culture and values. Our baseline expectation for staff is like an exceptional customer experience. 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've 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, nine equals seven people, status, praise. And so the question is, how do you work that into the system? 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 success on? 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 trick here 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.

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, things like that. So right now, they're just shofar. They don't really have a title. So trying to come up with a title that would represent the years of knowledge.

study that they've put into their different modalities, which aren't always the most highly compensated because they're alternative help. Got it. Yeah, because I'm thinking like you've got junior you've got mid-level and you've got senior right right 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 easy things that you can put in place like

a three-question customer survey after somebody's checking out and they're like, hey, and they give it to them. They're like, if you could fill this out and put it in that drop, 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 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 that's 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. i 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 they're 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

This is your job. 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 I hold you back. Even just that right there, just like setting the expectation time that 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 that culture piece is so strong. I just find the execution of it, the promises and the excitement. We hire, we go through our values, the onboarding, like there's tears, there's 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 yeah yeah no for real like car sure is what happens when you're not there right 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 mat it would stand up when somebody does that in an interview. I'm telling you, 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 with the mission and this now like then like it's like now i'm like disgusted by it because i'm like kissing my ass you're coming here you're gonna be a piece of okay uh But it is often, it's like somebody that acts that way in an interview that 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 jock. Right.

So I think it's... Being cognizant also of the fact that 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.

That they have done those things in the past and you say, tell me the last 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, you had one in 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. Yeah. 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 end. 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 not connecting the values to customer experiences and customer experience to revenue. They're not connecting that. Can you tell me what they're doing? Um, 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 wanted to offer. Someone's made their...

made the effort to come down at any point, you know, we've... Do you sound and die immediately? If I catch it, yeah. And if you hear about it, what do you hear? If I hear about it, same. Yeah, but... You say, like, you can't work here if you do that? Not that far, but... and then we probably should and 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 and genuinely 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 I want you to understand that every time the customer comes, this is what I expect you to do. Like, it's a small business, it 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 Meijer.

Yeah, no, totally. Yeah, thank you. I don't know if that was awful, but okay.

My name is Vanessa, and I am more of the VP of Operations of the company. CEO is not here, but... What we do is we're almost like a very high-end welcomes for, we sell the hospitals, so 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 locals because we give them either we're starting their practice basically from scratch, we're training their OR.

we i don't know locum but oh locums it's kind of like when a hospital needs a provider or 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 margins for are you employing these people we have all the surgeons on our team so we have 35 surgeons on our team gotta be deployed them okay interesting okay yeah got it um so we work with hospitals like i said there and um we kind of rotate throughout hospitals so the main mission was we get these hospitals up and fully functional very profitable I mean, these are big systems, doctors, Providence, said by his 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.

So where we're at is 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 percent 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 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 value is 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, our surgical subspecialties. And some hospitals pay us on productivity. So I very focus in on that. And 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 well 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 the 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 CEO 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, Phoebe, about... 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, to not take the power to work with the hospitals 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 it's you know i'm not sure why shouldn't it be tears there's layers it's an onion being peeled back yeah um he also i mean i'm i'm very a strategist i'm not maybe the best leader of teats um okay

to be honest i have very high expectations and standards for everyone in our company and that's not bad rubs people the wrong way oh that's your mean it's it's not about the liquor Yeah. Um, okay. So... so i guess like our biggest constraint is we have a keyman risk that's one of our biggest risks in the company uh the um keyman risk if he dies the company absolutely would die um And we like, I mean, I said, yeah, so if, if you guys sell this company, what happens?

Well, like I said, he already has some other companies. So does he miss someone 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 vital device investments. So, um, that is also very busy. And then he has almost like a sub specialty 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 fiscally operate anymore. He doesn't want to operate anymore. He doesn't want to be a surgeon. He's not a surgeon in your business. He has lost him. Oh, he's one of the ones that goes to the hospitals. That's how we started it. We started it all by himself, like going to the hospitals, doing all the work. Dude, surgeons are the worst. This always happens.

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 mattson i think well i guess there's the business case and then there's the u case which is

from 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 old 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 oh but again he's not here it sounds like beyond my scope so like i 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.

XYZ, the company's not going to run so well. So if I... Yeah, but he's on the... He's a huge problem today there. I can take. Like, if he doesn't stop doing this, the company doesn't 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 big is the team you have the 35 yeah we've got 35 doctors um three like app's which are like mid-levels vision 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 when he doesn't feel like doing it at another 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 clean. He's going to be like, oh my God, we're spending money on this person. I'm never bringing money. I already know.

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 gonna listen to this advice. You're like, yeah, I agree. Yeah. I mean, he's just starting to warm up to it. But yeah, he does an argument to see if... I mean, like, the thing I... Oh, what do you want?

You're just like, I mean, like, do you enjoy this? Do you like the work? 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. And it's almost like incessantly 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 another company is like my long-term plan. Understood. So you're not going to work together. That's a tough question. Because I already work with another two businesses. But it's not in the same capacity. Not nearly in the same capacity.

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? This sounds terrible. Like, he's like, oh, if it's not, if it keeps being this stressful, I don't want 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 gonna 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 it 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 reality, but yeah, you do. You're a part of the problem, sir. You're like, ah, he's not here. What if he doesn't even exist? Now you really cut off my boyfriend and... Yeah, man. Why are you still operating? It's got to be because he brings in the most profit out of any. So you already know what to do here. 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's not reading. So the thing that easy it thinks is the dynamic between the two of you. Right. Because I... 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 and i don't see that ending in a good place like i'm looking at you with like

you're you're in this business like you're partnering together on this thing rather than like boyfriend 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 already doing this thing that's not set up for resentment

And so we have to figure out how you guys can communicate more effectively. So either you can be on the same page about what you need to do with the business or you decide, you know what, I will go work on a different business because that's the only thing that I'm concerned about.

besides the actual business because just 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 what does this stand for 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.

business in 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 kids working in the way that you wanted 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 salespeople. I'm just... 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 solved 200k 170 revenue.

I started to do like everything all over the place and started a structure. And I am the business, you know? Yeah. I am the face. I have a podcast. I talk to the camera. I like it all for the actor. So this happens to me. i'm trying to put the things together 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. My community is 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.

the ball and then to three million and then five million but the point is that there's a podcast that i heard a thousand followers that i've heard alex podcast then he says that you told him some years ago that you told him do not delude yourself for our 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 rank that i want to be for the people that follow me you know there's many things i don't do around the show because i feel like

who am i to show it you know so even though i reached some levels they're still limiting beliefs in other levels you know so I think that I have the vehicles and I have the resources to create a business now i'm part of it i'm fun so i'm gonna make it faster but there is 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 are a nice part 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 as fast. i know yeah it could be here right now do you think that is that the problem that you wanna 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 on my answer, but I think that I could be reaching more people and showing more.

and i right now is probably not the main constraint i have understood here yeah but i don't want it to be a problem in two or three years or well i mean i guess the way i look at it is like this like i i give him I said that to him because that's also what I've had to say to myself because you know i started making content and i didn't want to make content at first and

Mostly because I was like, I don't, I don't know. Like, I don't know if there's like a niche for me out there. Right. And I felt like, I appreciate it. And I felt like. i don't know i was just nervous right i was just nervous i was scared before i 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 um that's not how i wanted so i started for making content and then it was like it 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 putting our content it was definitely diluted

And then this started happening and then I was like, wow, 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 and all that stuff and I still like feeling being bullied on the internet.

and it was probably like four months after this like all started 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 about 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 getting approved 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. Everyone says, I want a big company, but then they don't know 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 problem 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 and less upside.

If you remain true to yourself, you get more upside in the scene around the upside. 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 with time and time again. I'm going to see with Alex, I've seen it with myself.

if i i see it with playing my friends i mean i've seen their brands 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 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 People assume all upside-

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 watch this content you're actually coaching at what's mindset right so if you're holding back they just safe or if you're like off in it and 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. I mean, I think it was on that perspective before I think about it 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 it because at the end of the day like anything we do that's controlled by fear it just robs off 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, it's like, how if it's Ossie Holders, I haven't crossed that, like, that me doing that and stopping that duty in belief will actually 2, 3, or 5x my business. It only plays well.

cause like our limits are self-imposed Yeah, that's why I got to almost 200k followers now, so I think that that's the next level, it's 500 million. i remember for me when in my like went when it happened for me was actually literally at like 200 000 on like instagram i think i was and then i just decided i didn't give them a anymore and i was like let them all hate me And that's what 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 long length. And you're putting yourself balance on people you're looking. Do you? Right. 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 5,000, that'd be awesome. And what's stopping us, I feel. is my inability to plead the team properly, specifically curating and nurturing towel. So my question for you is, if I want to build a company culture with a standard for excellence,

What can I do as a leader to help support and help my team in pursuit of that goal? Specifically, could you walk me through your stages of development and 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 7 to 13. Right now we have just under 10. And these are instructors in the SAR.

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 a student so that I can increase my severe influence while I handle the parents, their needs, and their requests. And I try to explain to the team in a daily meeting.

Understood. Well, there's a couple things here, which is In the beginning, especially 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. 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 um the first few hires in sales cs even finance i just blew them out to my apartment hall worker And I was like, just come watch us work and pick it up. And that's how I trained people. How long did you do that for each person that was shadowed?

how long yeah if i 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 them um 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 in 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 is putting it into leaders now right now i don't think you have any correct correct

Great. 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 were in person, we were remote. And it showed everybody that I wanted to invest in them and put the time in. 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. and you just did a big scene in 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 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 there's always stuff that had theory but that it had tactics so i was like i should 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. I think if you thought about it that way, it would be pretty helpful. Yeah, just come up with topics to go over with it. 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.

cool just do one thing you've already got a lot of stuff on your plate and on your size like you don't want to over commit like i that's one thing i'm really caught up it's like never over commit what you're going to do for your team always under command if anything and then over deliver

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 it works? Yeah, that is. Okay, good. 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 a 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 AFTAR. The only closer that can get that appears to be that way, she had to be at least a VP of program mayor. I cannot get someone like that to walk away from a $300,000, $500,000 W2 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 to book a call. Okay, so it's VSL to book a call. How long is VSL? Less than five minutes. Okay. And then tell me the structure of golf.

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 accustomed to the solution. Bux's second call would like to drill that down to 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 up front four months executive coaching backends 25k another four months so it's up front all up front handful

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 me my shake here Yeah. And 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 listened to it after years like as a solopreneur basically just started building the team to take that back and let's try event It's a little freaky to me. Well, you don't have to try events. You could do a Zoom. I have done that at a live launch method. At first launch, miserable. Uh, Shregan. I did it for like eight months.

Paid ads, seven days of pitching. And then I emailed direct to VSL, just converted like crazy. That's when we actually took off. Did you change your offer? I changed pricing on the offer. What was the pricing before? I've done everything from 5K to 35K. Okay, so it seems to be on a spot. And it was all painful, cold traffic. Cold traffic? Yeah, FBSL, ads, meta. So you're saying you did live launches where you pitched webinars on.

and where do now this is all cold traffic do you have a brand file like anything like that no just straight cold okay 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 unorganical whatsoever understood That makes it a little harder.

but i am the case study like that that's what how i could close like 13x my own comp package of five years before price got my bag started the company so when you choose somebody to do a sale how do you choose themself

what's your process for training them and i do the four d's but it's constantly read my script don't call off script right do they read the script and every time they read it but i still have to do call two It's then, like, I get her to seven beliefs, you know, pain, cost of my 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 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 like teacher 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 like breaking that down and like showing her like well you can do why do you not teach that 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 hey i'm sick of like not getting paid i realized the dude sitting next to me has double my salary should they oh yeah that's not fair i'll be like Okay, what are you going to do with that? 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 phone?

She goes through the entire curriculum the first week and then I'll start sprinkling one call a day. Give her, we do markup. 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 it got.

yeah and she's just like the perfect like i can take her but i have to teach her with four bits go like the corporate speak in general and how to diagnose the pipe because i'm just thinking to myself like so in our first company for example we had the first goal was get alex leila off the first goals 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 before you give them a picture.

would 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's what we were selling to as gym owners those people were also not the easiest to get to do sales there's 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 it enough time to train somebody up on some of these. 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 take the dots.

for what you're having to get with 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. And other than webinar, there's... Any other ideas to do that on a bigger scale versus being 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 um 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 off 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 leave you know and then just go back to you know selling people on something um

So 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 on 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 patient

I don't think that way 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, Leila. Hi. I'm Jason Chabernick here, Washington, D.C. Two companies run a sales team, 26 sales agents selling residential estate. We're here to grow our property management business. Revenue was, it's going to be 3 million this year. Now we have 1.4 NPM. And then residential sales revenue is 4.2, now did 2.6. Nice. Awesome. Caveat, 1.7 of that was my personal sale. 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 in 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 traditional strategy.

and eliminate opportunity costs as much as possible with me. Coming back from sales to focus on the property management business, which we think we can grow. The goal is to 10x the property business in five years. And this is specifically because you want to sell it. It's an amazing annuity-based business that ends up feeding the sales business, renters to buyers, landlords to listings. It's already creating opportunity.

It is already a self-sufficient business. Sharon over here runs it. And so with that, it's super growable. We know we can grow 20 to 25% organically year over year, non-organically through paid ads and initiatives that we're doing. And then M&A. We plan to buy one to two businesses a year, which we'll do about three businesses this year in that space. And those are occurring so fast.

and so i love that idea i love mission when it does all those things um it's just i've worked so hard to create with creative and a lot of it's been in the back of those commission sales and it's like a ton of money to 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 focus on closing that high ticket sale of closing in a business, which is a very long term cycle, nine to 16 months. how long it's taken us to build a relationship that closes. Yeah. And that pipeline is I'm 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 in 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. Hello, Sarah. Uh, see you straight.

But there's still a stock gap there similar to who just spoke where, you know, 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 yeah, close that kind of client, right? Like you guys would be my ideal client buying. Two or three million dark properties.

And so I can scale by taking intake calls and then going on payments 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 learned a lot to get to where i am well i think that there's one there's a middle ground and two i think it's short from 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 the next top minimum. Totally. All 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 to do and i'm like why are you going to think we don't have money coming 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've 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 kind of knowing yourself right i would say that 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 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 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, if 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 that 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 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 thanks. 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.

right it happens to everybody in business and then they go do their own thing or build their and that's the cost of doing business yeah 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 in that mindset doesn't grow 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. Yeah. And so maintaining that status has extra weight and it carries a lot when it comes to opportunity leads closing our team of 26 salespeople. Yeah. Etc. So I think maintaining contact with that team makes a lot of sense. That's what I was understanding.

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 didn't give the other half to this person or even disperse it amongst a few and take away top five and be like hey you're gonna be my yeah i was like just yeah it's like we can phase in and out of this i know that usually when you make a decision in your mind so you want to just go all in but

I've seen that most of the time if you phase something, it's just much more successful. I could also just choose a price mark and just only work stuff over a million. Yeah. High ticket 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 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 code. Tell me, over the last two days, what did you learn your constraint to be? That's just you. That's it. It's kind of me. 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 I love also just demand. Just people who work with me. Okay, no, but how do you facilitate? Do you cock them on the thumb? 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 101 coaching, right? what does that look like like what do i get i sign up what do i get from you uh so you get like weekly check-ins with me is that as hard as that uh uh there's an option for a call but it's also most 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.

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 would have the price for you and i'll 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 101's working. It's just going to turn to a 101 with a coach from your team. And then the way that you position that is you could work with you, but your prices go up.

And then their prices are more reasonable. So whatever, what's your price right up? About $70 or $80 a week. Well, it's going up anyway. you have a very high price point and you price them at 70 or 80 a week or maybe you price the hood 100 I like 100 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 lot of the just feedback with coaching. Yeah.

And then maybe content. So if you hire 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 with the split

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 Slack? 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 i'm gonna take you know 70 you get 30 and if you have a lot of experience we do 50 50.

i probably just think i get 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 that's like you know these like coaches that are very senior very experienced making the same as these people who are inexperienced schmucks who are like

sucking the life out of the senior coaches and they get resentful it's like well they make less money so i would say i would see who you can bring along 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 at 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 percent so like it's usually 10 to 30 percent 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 all the kinks then it's going to be this is what you're going to 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 gotta 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 in the dm yeah okay cool that seems like yeah that makes sense with uh content does it make sense to start doing ads i don't think right now i would just do more of what you're doing

Give a light. Literally, you could increase content by 2x. But first, you need to make sure that you have something that can take over to the other side. Because the way what? You increase it, and then what? You just have more work? and less time to build your business. It's gonna be a short-term cost, but it's better for the long-term. Otherwise, you're just staying in the spiral. Go.