EP 74 | A Vision Statement Can Make You Millions!

going to continue this series. If you haven't listened to any of the previous series, you are welcome to start right here. Today. We're going to be going deep into vision statements, but if you want the full context, I would definitely recommend reversing going back a couple of episodes and understanding a little bit more about the teamwork. Book the structure, and then listening to the first two chapters, because it's really going to give you a greater picture.

But you can start right here like this. There's nothing stopping us from continuing to hang out in this podcast. So for those of you who don't know, I wrote a book called teamwork that is about to come out on audio. It's been about a year since I wrote this book, and so I wanted to go back through. And as Carter ventures has grown and as I've grown, I wanted to just update and refresh the content. And also, I've been teaching on this content since I wrote the book.

And there are things that people ask me all the time that they didn't necessarily get from the book that I would love to be able to share with you and make sure you don't feel like I was gatekeeping on anything, because that is never my intention. So with that, we are on chapter three in teamwork. Now, this particular chapter, I get why there are a handful of questions because it's such a meaty topic. This idea of your vision statement, where your business is going, where the target is, what

the ten year picture looks like. Now, in the previous podcast, I talk about the mission statement. They are two entirely separate statements, although obviously they coordinate. But the biggest question from the book that I get asked is help me better understand the difference between the three types of vision statements that you talk about. So let's just clear the air on this when I'm referring to three types of vision statements. It's more so the planning, the organizational planning

that I'm referring to, then an actual statement itself. I don't want you getting hung up in it has to be this very formally laid out vision that says three different things, and then you put them together like, that's really not my intention. So more specifically, in the on chapter three, I break down the three types of statements on page 46 where I talk about the difference between a brand vision statement, a people vision statement, and a

revenue vision statement. So context at Carton Ventures, our vision is to impact 1,000,010 businesses. It's not some long bar sentence. It doesn't have a lot of fluff in it. It's literally we want to impact 1,000,010 businesses. But that's just

our brand statement. We also have a people vision statement and a revenue vision statement, because what we're trying to do is really clarify, okay, if we impact 1 million business owners, how many team members would we have when we hit that target and how many, how much revenue

would we be generating when we hit that target? I did this activity in my People Essentials workshop just a couple of weeks ago with one of our awesome clients, and just through going through this math on trying out the brand, the revenue and the team, they're like, oh my gosh, I didn't realize that we're spending a lot of time and energy and people resources on some of these projects that don't actually get us closer to our ten year revenue target. And so again, this is less like.

Team culture as it is. Hey, my business has a really clear target and I've done the math and kind of done the work. Back on what the ten year picture looks like. So for Cartoon Ventures, the brand vision statement is create 1,000,010 X businesses the revenue. So this is our ten year revenue target is $10 billion. And then our people target is create opportunities for 50,010 x employees.

Holy shit. That is a significant target when you really state and claim where you want to go and what you want that impact to be, all of a sudden your brain starts figuring out, well, how could I? That's the question you want to be asking yourself. How could I, if I know that in my heart, if I know that in my soul I believe that I'm capable of creating this massive business for you. It might be a $30 million business. Maybe it's a $10 million business, maybe

it's a $100 million business. Then get real with how many customers you'd have to serve and how many people you'd have to hire, because the two strategies that are all of a sudden going to have to crystallize for you, and that you're really going to have to wrap your mind around and and spend a significant amount of time figuring out is how do you attract that many clients, and how do you attract that many great team members?

Start with the end in mind. If I know that this is where we're going, how many people is that going to take? I'll never forget it was, um, the winter after quarantine, so this must have been January 2021. We were doing this across the country tour, and one of our stops on this tour was Dallas, and we were downtown Dallas. And there's this big eyeball in the middle of Dallas. It's like this massive statue structure piece of art that's like the height of 30 people stacked

on top of each other. And it's just like one eyeball. We were looking at this eyeball out of the room that we were hosting this event in, and I said to our director of sales at the time. Could you imagine the person's job? Who would be responsible for just checking in and checking out people's key fobs in the building that stood behind this eyeball? Because it was one of those, like, massive WeWork buildings that had maybe 50 or 60 floors, like it was just huge and it

was wide. At first I was staring at the eyeball, but as I stared at this building behind it, you really start to think with scale. When you get your mind wrapped around how big you want something to be. And so the more real you can make your revenue target, the more real you can make. How many people you want to impact, the more real you can make, how many employees you want to hire. You can't just be me asking my employees to talk to their friends about

working here. This has to be a real system. I can maybe make this work for a short amount of time. The way that I'm doing it. But I can't hire 40,000 employees like I'm doing it. I always start with a ten year revenue target. So right now, if your business is doing $1 million a year and you're saying to yourself, I want to have a $10 million business

in ten years from now. Okay, great. What you do to figure out the brand vision statement is, say, how many customers are you currently servicing and what's the average selling price per customer? The average customer right now with me spends. Let's say $5,000 a month. So I'm going to take $5,000 a month. Times 12 months, that would be $60,000. So how many clients? If you're $1 million business, do you have? If each average client is paying you

$60,000 a month? How many times is 60,000? Does anybody good at math in here? Tristan, can you do this math in your head? Will. This is where you insert, um, like the Wheel of Fortune music or the jeopardy music. Oh, divided by 60,000. I have a calculator. 16 I got it, I got it. We're good. So right now your business is impacting 16 businesses. But if you're looking to create a business that is a $10 million business, you would

times this 16 number by ten. If I'm going to get 166 customers, is that really as big as I think this business could go? Are there more customers out there that could pay me $5,000 a month, then 166? Well, I would say yes. So to me, as soon as I start to look at man, I would only need 166 customers. I'm going to be thinking with wow, like I should increase that target. Maybe instead of having a $10 million revenue target, my revenue target should be. $30 million.

So then if I times this by three, there would be 500 customers. I like the idea of 500 customers more than I like the idea of 166 customers. So I might have in this process of figuring out what my vision is for my organization moved the target. But if I knew that I could create a business in ten years from now that could service 500 people, I'd be like, wow, that's amazing. Like, I would be really

proud of myself. And just like that, you've created your revenue vision statement and your brand statement because your brand statement should be attached to not necessarily the money you don't lead out with. We're going to have a $10 billion company, or we're going to have a $30 million company. You lead out with. We're going to transform the marketing of 500 clients. That's something that people can get behind. That's an impact that you're making. And then you just

do the work. Back on how many teams. So if I have a $30 million business, 30, and then I divide that by on the low end, 250,000, which is what we like to divide for your average revenue per employee. That would give me 120 team members. My brand statement is 500 clients, my people is 120 team members, and my revenue is $30 million. That is a healthy business. That is a well-run business. And that's a vision that people can really see themselves in and get behind, because

it all ties out together. It's not the person who shows up to a meeting and is like, I want to create $1 billion business, and you're like, great, how many clients would you be serving? Or what does that look like? And they're like, well, I don't know yet. I'm still doing research that doesn't create confidence with somebody when you're sharing with them that type of vision statement. But when you have a real vision that you've actually thought through, and I'll just give you guys like a

little sneak peek. Um, for those of you who haven't read the book, one of the criteria that I use in that really is meant to provoke a business owner as they're creating this vision statement, is this idea of your your legacy and having a gut check. So once you've written these three criteria out and they all tie out together, sit there and look at it and say to yourself, is this what my legacy would look like? Or is this something that I would be happy if

my legacy looked like this? Would I be good with this sort of legacy? On a professional standpoint, this is what you're going to have your blood, sweat and tears go towards for the next ten years. So if you don't feel compelled by where that takes you, you should look at it. You should rework it. You should either make the target higher so that it really would change the trajectory of your life. I really think about that. Could your business, in ten years from now change the

trajectory of your life? Could you have the lifestyle that you want? Could you have the things that you want that could make an impact, not just for you before the people that you love, for your family, for your friends, maybe for your community? How how much bigger can that scale and scope go? And if that checks the box, box, whatever the vision statement that you have is, that's fantastic.

But if it doesn't check the box and you're struggling with it, still just rework the vision because you should feel inspired and you should feel pulled and compelled. Like, to be totally honest with you, there are many moments throughout the course of a week it hasn't happened this week, but probably last week where I just woke up and was like, I have no interest in doing what I'm about to do today. I have zero desire to kick off our team call. I have zero desire to answer

my emails. I'm not interested in sitting in all these meetings like I would much rather do a million other things, but I feel like literally pulled, like so compelled to show up for other people because I've told them that this is our vision. And when I'm reminded of the vision, I'm then compelled. But when it feels like it's just for Natalie or it's Natalie's target, and I don't think about the people that I'm impacting, it's really easy for me to let myself off the hook, but you're very

unlikely to let other people off the hook. And so how do you tie out that vision statement that you have, that ten year picture that like massive life changing thing that you want to accomplish? How do you tie that to the people that you love and changing what their life looks like on those days that happen more often than I think most people like to admit, you're you're not just going to throw in the towel on that day and get further away from your vision. You're actually

going to keep pushing and keep going with that. Guys. It's great to be back doing podcasts. I absolutely love this audience that comes here every single week. In order to hear more about how to be kickass in business and lead a great team. As Carnal Ventures grows, I become more excited about learning about leadership and and more humbled all at the same time, because it is a game that it's not like you master it. It is

something that you are constantly working on. If you're growing, and even if you're not growing, it's it's going to be something that you're working on. Because how do you lead people to get out of any sort of business rut that you might be in? This is my intention with everything that I wrote inside Teamwork. And then also every product that we offer at Carton Ventures is with this intention of how do we help business owners truly

achieve their personal, professional and financial goals? And what will it take for us to impact a million business owners to become ten? And for many of you who are listening to this, it's you're figuring out how to become ten X and you're learning the tools. And my encouragement to you is just stick with it. It might be overwhelming. It might feel like a lot. But when you clarify this vision statement, I promise you things become a lot easier for you to prioritize and for you to understand

where to spend your energy. Because the vision is clear but devoid of the vision being clear for you, your team is not going to have any clarity. They're not going to see how they can be successful working alongside you. And then everything just feels hard. So I urge you, I beg of you, figure out your three vision statements, tie them together, and then lead out with that brand

vision statement. Lead out with the impact that you're looking to make, while also knowing and having this clear understanding of what the other pieces are that make up what that brand statement is. With that, I can't wait to see you guys or talk to you guys next week. Make sure you share this episode if you found value in this with any business owner that you know, it would be amazing if you would rate the podcast and

leave a review. We are growing this podcast and that growth comes from people just like you who are willing to share it with their friends and leave an awesome review. So with that, I will see you guys next week.