The Blueprint for Scale: Mastering the 6 Steps of Business Growth

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[SPEAKER_01]: yo what is up everybody welcome back to another bonus episode of the entrepreneur experience podcast you're in the right spot if you are learning to be an entrepreneur or your season veteran whatever stage you're at this is the community for you if you're addicted to launching businesses scaling teams and businesses team building especially in the modern day and age with technology where we are.

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[SPEAKER_01]: Joe comes with the business experience.

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[SPEAKER_01]: I come with the tech experience.

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[SPEAKER_01]: We combine forces and talk about entrepreneurship together on this podcast and it is so amazing.

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[SPEAKER_01]: And your business will grow when you subscribe to this show.

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[SPEAKER_01]: That's such a nice rhyme.

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[SPEAKER_01]: that you should subscribe in time.

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[SPEAKER_01]: So Joe Caro is in San Diego right now doing a workshop called growth club.

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[SPEAKER_01]: We already did it in Kansas City.

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[SPEAKER_01]: So to make up for this episode, I want to position you and take the best moments of Joe's growth club here in Kansas City and put it right here on this podcast.

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[SPEAKER_01]: You should feel really privileged about this because this is something that people pay a lot of money for to go and see.

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[SPEAKER_01]: There's a lot of information.

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[SPEAKER_01]: However, I would say personal experience, the best value to this kind of workshop is that it's a workshop not just a seminar.

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[SPEAKER_01]: So they give you time to actually write in your plans and you can raise your hand for help and seek out other people and network with other people and have such a great time and work on your business.

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[SPEAKER_01]: So if you're in the Kansas City area, San Diego or you're interested in doing something virtual that I know it means the world to the action coach team if you consider joining us the next time.

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[SPEAKER_01]: And for the virtual ones, we actually list where it is and everything in our school community.

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[SPEAKER_01]: Since this is something of such high value, it's a taste of a little bit of some of the courses that we have over in our school community.

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[SPEAKER_01]: And so you can start that for free, go ahead and

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[SPEAKER_02]: So we don't want to do further here is Joe Carroll with Action Coach Kansas City at Growth Club.

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[SPEAKER_00]: I just wanted to introduce myself.

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[SPEAKER_00]: My name is Coach Joe.

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[SPEAKER_00]: I'm with Action Coach Kansas City.

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[SPEAKER_00]: And I've had the pleasure of coaching a lot of Kansas City business owners for the last five years here.

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[SPEAKER_00]: And we put these quarterly events together for you as the business owner, as the management team who works for crazy business owners sometimes, right?

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[SPEAKER_00]: So this day is really about you.

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[SPEAKER_00]: planning out ahead and giving your business the attention that it deserves because your business is your number one client.

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[SPEAKER_00]: If we don't take care of our business the business will not take care of us and as a result we won't get the goals or we want to accomplish the goals and the things that we want to accomplish in life.

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[SPEAKER_00]: So today is really about getting from the chaos part of business and getting into a plan for clarity, especially for 2026.

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[SPEAKER_00]: There's a perfect time to plan out for next year, and then we're going to kind of go back into it and say, okay, what do we need to do in quarter one next year to give us the right momentum to produce the results that we want to in 2026, we're here to plan we're here to help your business, do what it's supposed to do so you can accomplish the results that you want in 2026.

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[SPEAKER_00]: Okay, whether you're a business owner or a manager or you're just learning to become an entrepreneur or in leadership, this is for you.

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[SPEAKER_00]: So today, our journey is to first off learn.

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[SPEAKER_00]: There's going to be a lot of learning opportunities today.

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[SPEAKER_00]: I'm not going to say things that is new in the universe.

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[SPEAKER_00]: All of these concepts have been talked about for thousands of years with entrepreneurship.

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[SPEAKER_00]: We're here to help you get clear outcomes.

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[SPEAKER_00]: Help you to know what needs to get done.

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[SPEAKER_00]: I put 80, 20, right?

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[SPEAKER_00]: 80% of your results is because of 20% of your focused work.

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[SPEAKER_00]: That's kind of how I see it.

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[SPEAKER_00]: So today is that.

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[SPEAKER_00]: Today is working on your business.

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[SPEAKER_00]: So you can get that 80% of the results that you actually want in your business.

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[SPEAKER_00]: And then I want to help you.

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[SPEAKER_00]: And our team's going to help you map out your action plan throughout.

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[SPEAKER_00]: Every hour invested in planning saves three to four in execution.

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[SPEAKER_00]: I've heard so many successful people say that.

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[SPEAKER_00]: And one of the most, the person who I heard it from, that really hit me the most was actually from Winston Churchill in his book.

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[SPEAKER_00]: He talked about this.

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[SPEAKER_00]: He said, look, if you learned a plan, you'll be able to execute a lot better.

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[SPEAKER_00]: So he didn't tell me that personally, obviously, because he's not alive.

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[SPEAKER_00]: But I read his book, you know, he was like, oh my gosh, this guy had led,

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[SPEAKER_00]: England in the toughest years of its existence in our modern age and he talked about planning and why that was important.

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[SPEAKER_00]: And so I brought that down to business because frankly, your business is a vehicle to get you to where you want to get to.

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[SPEAKER_00]: A lot of people make it their entire life, whether you're a business owner, whether you're in management, whether you're in a different form of business, a creatively doing business, planning is still the fundamental and the foundation of getting the results that you want.

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[SPEAKER_00]: So that's exactly why we're here today.

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[SPEAKER_00]: So here's some planning pitfalls.

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[SPEAKER_00]: You might fall into one of these three, and if you do it's okay, our job is to kind of have help shift the way you think about planning.

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[SPEAKER_00]: We have people that are over planners, over planners, right?

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[SPEAKER_00]: Because if anything like me or Jared King raise your hand, our coaching sessions are very interesting, it's like, wait, hold on, we got to put all that in the parking lot, right?

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[SPEAKER_00]: We get all these ideas and we want to overplan and throw it in our plan, right?

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[SPEAKER_00]: Then we have people

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[SPEAKER_00]: People were like, yeah, that sounds about good.

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[SPEAKER_00]: 100% growth next year sounds amazing.

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[SPEAKER_00]: Here's the thing, let's say you're a $5 million business.

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[SPEAKER_00]: What's 100% growth?

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[SPEAKER_00]: 10 million.

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[SPEAKER_00]: Do you know how much it costs and investments to go from 5 million to 10 million?

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[SPEAKER_00]: To go from 5 to 10 costs a lot of money.

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[SPEAKER_00]: So sometimes we're like, oh yeah, it sounds pretty good, 100% growth, it sounds pretty good.

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[SPEAKER_00]: But really planning needs to be done based off of what you've known you've done before, the data you collected, and some type of proper guidance through a mentor or a coach.

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[SPEAKER_00]: And then we have the predictable control for it.

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[SPEAKER_00]: I love these people.

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[SPEAKER_00]: It's like they really want to accomplish everything.

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[SPEAKER_00]: So they push themselves, but not beyond what they know they can't accomplish, right?

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[SPEAKER_00]: They're like, if I'm going to do that Saturday plan, I better accomplish everything.

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[SPEAKER_00]: And if I don't, I'm going to feel so bad about it.

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[SPEAKER_00]: So you know what, I'm only going to fill on there what I know I can accomplish.

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[SPEAKER_00]: That's a predictable control freak.

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[SPEAKER_00]: Everybody wants to be successful, correct?

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[SPEAKER_00]: And everybody has your definition of business success.

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[SPEAKER_00]: And we're going to bring it down to 2026 success in quarter one success.

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[SPEAKER_00]: But here's the formula for success that I'm going to teach you right now, so that what you know exactly what we're trying to do.

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[SPEAKER_00]: It goes D times G times L times P times A equals success.

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[SPEAKER_00]: We'll look at the heck of those letters.

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[SPEAKER_00]: Dreamed times goals, times learning times plans times action equals success.

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[SPEAKER_00]: Success is typically defined

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[SPEAKER_00]: by accomplishing your dreams.

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[SPEAKER_00]: Correct?

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[SPEAKER_00]: And now if we're going to accomplish those dreams, what can we do with that, right?

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[SPEAKER_00]: That gives us excited.

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[SPEAKER_00]: It also freaks us out because it's like I've never done that before.

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[SPEAKER_00]: Well, cool.

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[SPEAKER_00]: Here's the formula.

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[SPEAKER_00]: If you have crazy dreams, you simply have to turn them into measurable goals.

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[SPEAKER_00]: We have to understand that, okay, that's a long-term dream.

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[SPEAKER_00]: Let me give me a time frame to try to accomplish it.

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[SPEAKER_00]: And within that time frame, let's get measurable goals or measurable performance in the kidders.

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[SPEAKER_00]: To help us understand that we're actually getting closer to that goal.

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[SPEAKER_00]: Then, because you're not there yet, it's most likely because there's certain things that we don't know.

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[SPEAKER_00]: We've never done it before, right?

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[SPEAKER_00]: So there's a level of ignorance or incompetency, not a bad way.

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[SPEAKER_00]: We don't know everything, right?

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[SPEAKER_00]: So there's learning that needs to happen.

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[SPEAKER_00]: What do you have to become?

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[SPEAKER_00]: What new skill do you have to develop?

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[SPEAKER_00]: From there, there needs to be a plan.

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[SPEAKER_00]: A very measurable plan.

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[SPEAKER_00]: And once you have your plan together and all the other things, the glue that holds everything together is to take action, right?

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[SPEAKER_00]: We're called action coach for a reason.

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[SPEAKER_00]: Not let me think about it, coach, right?

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[SPEAKER_00]: It's action coach because action, you can have everything in the dream, you can have a goal, you can have learning, you can have plans, but if we choose not to do anything about it, where are we at still?

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[SPEAKER_00]: I want you to look backwards and say, you know what?

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[SPEAKER_00]: Last quarter, what were the things that I did that I was most proud of?

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[SPEAKER_00]: But were things that happened that I can consider an amazing win?

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[SPEAKER_00]: And why was that the case?

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[SPEAKER_00]: What did I do set uniquely?

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[SPEAKER_00]: What did my team do uniquely?

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[SPEAKER_00]: That helped me to consider that something I could be proud of and or an amazing win?

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[SPEAKER_00]: I'm not a scientist, I'm probably going to butcher this.

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[SPEAKER_00]: But there's these things that go through your brain called,

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[SPEAKER_00]: dopamine and cortisol right as business owners we can actually get a lot of cortisol going through our brains because we're always in the fight or flight or stress or anxiety because things are not going the way I want to go.

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[SPEAKER_00]: Right.

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[SPEAKER_00]: Going back and seeing what actually makes you happy about your business is actually a very healthy habit to get into because you got to

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[SPEAKER_00]: How many would like to buy your time back?

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[SPEAKER_00]: Okay, and if you bought that time back, how many guys would like to have an amazing amount of money to fill that time to do things you love to do?

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[SPEAKER_00]: Not just selfish things, but to help people out, help yourself out.

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[SPEAKER_00]: Help your family out, right?

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[SPEAKER_00]: For me, I want to leave a legacy for my children because I grew up poor.

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[SPEAKER_00]: I came from the Philippines, and then we moved to the United States and we just had a better poor.

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[SPEAKER_00]: It was just ghetto, but in toilets flush,

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[SPEAKER_00]: The toilet's flush, and we had a hot water, so it was a better pour than the Philippines.

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[SPEAKER_00]: I wanna leave a legacy for my children to never experience those things and create all, just create that for other people in the world that might not have that opportunity.

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[SPEAKER_00]: So for you, it's really important as entrepreneurs and managers, no matter how far along you are in the business, to force yourself to say, you know what?

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[SPEAKER_00]: I'm actually doing certain things right.

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[SPEAKER_00]: That's something we're probably not used to, okay?

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[SPEAKER_00]: Now we're gonna get into learning.

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[SPEAKER_00]: all the fundamentals of how to build your business the right way.

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[SPEAKER_00]: And I felt I found that December is a really amazing time to revisit those things.

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[SPEAKER_00]: Because sometimes we learn it and then we're going, going, going, going, going going throughout the year and it's like, oh, that's right.

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[SPEAKER_00]: I'm supposed to be bashing my results based on for that fundamental and that fundamental.

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[SPEAKER_00]: So we're going to go right back to the basics.

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[SPEAKER_00]: and just talk about how to build your business properly.

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[SPEAKER_00]: Now, actually, Coach, we have something called A-Boss, the actually coach business operating system that we help our clients install.

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[SPEAKER_00]: You might have a different coaching firm that's find, but everything is pretty similar at the end of the day.

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[SPEAKER_00]: How you run your business and how you grow it, should check off certain fundamental boxes so that way you're not overwhelmed as a business owner or a manager.

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[SPEAKER_00]: What is the six steps to building a massive business

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[SPEAKER_00]: These are the six steps.

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[SPEAKER_00]: This is our action coach business operating system.

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[SPEAKER_00]: It starts off with the foundation called mastery.

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[SPEAKER_00]: Now in mastery, there's four areas to master.

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[SPEAKER_00]: This is where we help you eliminate what most feel like is organized chaos.

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[SPEAKER_00]: If we don't know what we're doing or we don't know what to master, it could feel like organized chaos.

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[SPEAKER_00]: And you're one mistake or one thing away from feeling like everything's gonna implode.

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[SPEAKER_00]: Now, this is actually the easiest part to master.

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[SPEAKER_00]: There's four areas, I'm gonna go over that just a second, and that's actually my favorite area to coach.

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[SPEAKER_00]: But once that's done, you create stability by giving into what we call your niche or your niche.

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[SPEAKER_00]: I have an Australian mentor, he says niche.

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[SPEAKER_00]: But really what that is is branding, marketing, and then taking that data that you've been collecting and predicting future cash flow.

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[SPEAKER_00]: You know, as business owners, I always say, there's two things that you have to get good at.

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[SPEAKER_00]: and numbers, people and numbers.

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[SPEAKER_00]: Most of us are great with people.

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[SPEAKER_00]: The majority of us don't want to look at our numbers, but niching down is really getting so good at understanding who your target market is, branding to them, marketing and getting the result, and then predicting cash flow.

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[SPEAKER_00]: You know what that does?

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[SPEAKER_00]: That allows you to never have to compete with anybody.

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[SPEAKER_00]: Guess who the anybody is competing against?

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[SPEAKER_00]: And if you do this right, the competition will be looking at you and you're looking ahead at your goals.

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[SPEAKER_00]: Leverage is the next thing.

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[SPEAKER_00]: This is about creating an efficiency with your business by finding the right people and the right operating system and training on that over and over and over again.

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[SPEAKER_00]: And testing and measuring it and perfecting it and evolving it.

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[SPEAKER_00]: From there, you can actually find the right people.

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[SPEAKER_00]: A lot of times people get discouraged when they start a business and they have a good, amazing team because everybody's doing everything.

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[SPEAKER_00]: And as you grow and scale, some of those people don't stick around.

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[SPEAKER_00]: Why?

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[SPEAKER_00]: Because they don't evolve with you.

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[SPEAKER_00]: So step number four is when you have all three of these things, you're on track to find the right people to bring into your business.

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[SPEAKER_00]: A lot of times here, it's not about promoting from within.

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[SPEAKER_00]: Sometimes that's hard.

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[SPEAKER_00]: Sometimes you have to find someone and put them and install them into your business.

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[SPEAKER_00]: And from there, you build synergy.

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[SPEAKER_00]: You have a well-oiled machine.

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[SPEAKER_00]: This is typically where you get the general manager to replace most of what you do.

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[SPEAKER_00]: Because as a business owner, chances are there's one or two things you should really only be focusing on.

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[SPEAKER_00]: And letting everything else

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[SPEAKER_00]: go to your systems and you just manage your leaders, managing the systems.

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[SPEAKER_00]: And then this is my favorite part of business because this is where you actually have results and opportunity.

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[SPEAKER_00]: It's when your business is running on its own, you can decide to sell it, keep it, franchise it, do whatever you want with it or start another business.

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[SPEAKER_00]: Because if you don't do something, you're gonna create more chaos within the business you just built.

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[SPEAKER_00]: I've been blessed to be able to be here a couple of times and run and help a lot of my clients get to the point of either building generation

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[SPEAKER_00]: Frenchizing it because I push the franchise now and selling it.

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[SPEAKER_00]: I was able to sell a business that kind of gave us a leap to where we are now.

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[SPEAKER_00]: But what I also like about results is this is when you're focused on cash flow.

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[SPEAKER_00]: You know what happens when cash flows coming in and you're paying yourself well?

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[SPEAKER_00]: You can invest in assets that build you wealth overnight.

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[SPEAKER_00]: Most business owners want a business to be able to buy time and money, but sometimes the business is the busy thing that gives the opportunity to have money to buy into other things that make you wealthy.

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[SPEAKER_00]: And so often do we forget about these things.

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[SPEAKER_00]: And this is not just for business owners, this can be the team as well.

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[SPEAKER_00]: Right?

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[SPEAKER_00]: If you do well as a manager, guess what the business owner wants to do for you?

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[SPEAKER_00]: Reward you.

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[SPEAKER_00]: So let's talk about Cist Mastery, Business Mastery.

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[SPEAKER_00]: This is where we eliminate cats.

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[SPEAKER_00]: Here are the four areas.

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[SPEAKER_00]: It's a foundation of everything.

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[SPEAKER_00]: Number one, we have to master our destination.

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[SPEAKER_00]: What does your business need to look like when it's quote-unquote done?

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[SPEAKER_00]: Or when you've arrived at your ideal result?

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[SPEAKER_00]: If you said, hey, I want to build a business to five million.

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[SPEAKER_00]: Great.

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[SPEAKER_00]: How does the business that it looked like?

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[SPEAKER_00]: Are you the one in charge or do you have a manager?

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[SPEAKER_00]: How many technicians?

15:14.736 --> 15:15.918
[SPEAKER_00]: How many insurance agents?

15:16.479 --> 15:18.682
[SPEAKER_00]: How many do you want in your downline, for example?

15:19.042 --> 15:19.303
[SPEAKER_00]: Right?

15:20.124 --> 15:22.748
[SPEAKER_00]: I first got there when I did a lot of multi-level marketing businesses.

15:22.788 --> 15:24.811
[SPEAKER_00]: I actually did it really well with some multi-level marketing.

15:25.572 --> 15:31.981
[SPEAKER_00]: And I learned destination really well because they really help you identify your dreams and try to get you there.

15:32.421 --> 15:33.002
[SPEAKER_00]: Okay?

15:33.556 --> 15:35.901
[SPEAKER_00]: But it's just no different in any other business.

15:36.523 --> 15:40.531
[SPEAKER_00]: You have to know what your business is supposed to do for you before you plan out that business.

15:40.692 --> 15:44.440
[SPEAKER_00]: Or else your business will control you, okay?

15:45.502 --> 15:47.667
[SPEAKER_00]: Second thing to master is your time.

15:48.592 --> 15:52.800
[SPEAKER_00]: Okay, time is the most unbiased, unraceous thing in the world, right?

15:53.702 --> 15:54.644
[SPEAKER_00]: Everybody has the same.

15:54.664 --> 15:57.510
[SPEAKER_00]: So how do you invest and spend your time in your business?

15:58.031 --> 16:00.556
[SPEAKER_00]: We're working on versus in the business, for example.

16:01.057 --> 16:02.780
[SPEAKER_00]: Sounds cliche, but cliche is for a reason.

16:02.981 --> 16:04.744
[SPEAKER_00]: It's because it's really matters.

16:04.724 --> 16:05.064
[SPEAKER_00]: Right?

16:05.725 --> 16:12.254
[SPEAKER_00]: When you work in the business, it's amazing because you get paid, but there's a cap as to how far or how high you can go.

16:12.294 --> 16:17.862
[SPEAKER_00]: If you learn to invest your time and train and do all those things, now you're mastering time.

16:18.182 --> 16:19.785
[SPEAKER_00]: Here's my favorite part of mastering your time.

16:20.185 --> 16:21.888
[SPEAKER_00]: How well do you take care of yourself?

16:22.649 --> 16:31.761
[SPEAKER_00]: Who prioritizes themselves and become an amazing human being both spiritually, mentally,

16:32.045 --> 16:36.495
[SPEAKER_00]: So when you show up for your business, you show up for your family, you are at prime.

16:37.898 --> 16:40.104
[SPEAKER_00]: And you can actually do those things that you want to do.

16:41.928 --> 16:47.380
[SPEAKER_00]: If you don't master your time, especially self-mashery, you're around the corner from burnout.

16:48.242 --> 16:50.307
[SPEAKER_00]: And when burnout happens,

16:50.371 --> 16:51.232
[SPEAKER_00]: You let go of everything.

16:51.993 --> 16:56.339
[SPEAKER_00]: And your business will eventually have a delayed effect with negative results, basically.

16:57.180 --> 16:58.582
[SPEAKER_00]: Money mastery, okay?

16:58.742 --> 17:02.207
[SPEAKER_00]: This is where most entrepreneurs and even managers choose to look away.

17:02.608 --> 17:05.932
[SPEAKER_00]: If it looks kind of right, I'm like, cool, let's go, move on to the next level, right?

17:06.393 --> 17:07.294
[SPEAKER_00]: But money is big.

17:07.875 --> 17:10.298
[SPEAKER_00]: If you don't have any more money, how can you invest in your business?

17:10.979 --> 17:14.023
[SPEAKER_00]: If you can't pay yourself, how can you take care of yourself, right?

17:14.704 --> 17:15.686
[SPEAKER_00]: Here's some basics.

17:15.766 --> 17:17.408
[SPEAKER_00]: You gotta know your break even number.

17:17.894 --> 17:22.599
[SPEAKER_00]: If you're my client, chances are, we've had that conversation at least one million and one times.

17:23.700 --> 17:24.801
[SPEAKER_00]: What's your break even number?

17:26.783 --> 17:27.804
[SPEAKER_00]: What's your profit margins?

17:27.824 --> 17:29.066
[SPEAKER_00]: There's two profit margins by the way.

17:29.086 --> 17:30.047
[SPEAKER_00]: There's gross in there's net.

17:30.407 --> 17:31.568
[SPEAKER_00]: And there's also cash flow.

17:31.889 --> 17:32.930
[SPEAKER_00]: That's different than profit.

17:34.511 --> 17:37.595
[SPEAKER_00]: When you price your jobs, when you price your services, how do you do that?

17:37.615 --> 17:38.436
[SPEAKER_00]: Do you implement everything?

17:38.456 --> 17:39.617
[SPEAKER_00]: Or do you just take a wild guess?

17:39.657 --> 17:40.978
[SPEAKER_00]: And if there's money left over, great?

17:41.539 --> 17:43.581
[SPEAKER_00]: If not, then we need to sell them law.

17:44.067 --> 17:44.368
[SPEAKER_00]: Right?

17:44.949 --> 17:46.572
[SPEAKER_00]: I remember running my business like that.

17:47.173 --> 17:48.956
[SPEAKER_00]: My business operating system was luck.

17:51.862 --> 17:52.603
[SPEAKER_00]: It doesn't last.

17:52.924 --> 17:55.448
[SPEAKER_00]: I promise you, it doesn't last, okay?

17:55.468 --> 17:57.392
[SPEAKER_00]: And then lastly is delivery mastery.

17:57.993 --> 18:03.483
[SPEAKER_00]: Focusing on delivering your products or services so well that your clients come back to you.

18:03.964 --> 18:04.986
[SPEAKER_00]: They rave about you.

18:05.006 --> 18:06.248
[SPEAKER_00]: They give you five star reviews.

18:06.289 --> 18:07.611
[SPEAKER_00]: They refer you to people.

18:08.671 --> 18:14.023
[SPEAKER_00]: Or is the client experience so variable that nobody wants to refer you to anybody?

18:15.406 --> 18:15.587
[SPEAKER_00]: Right?

18:15.667 --> 18:20.077
[SPEAKER_00]: If we can match these four things, we eliminate the majority of the chaos we probably feel in our business.

18:21.220 --> 18:21.400
[SPEAKER_00]: Okay?

18:22.803 --> 18:23.625
[SPEAKER_00]: From there,

18:24.247 --> 18:28.575
[SPEAKER_00]: We go to number two, niche slash branding and marketing, because that's really what it is.

18:29.437 --> 18:32.442
[SPEAKER_00]: I want to help everybody get to a point where there's no price competition.

18:33.244 --> 18:39.356
[SPEAKER_00]: You can be the most expensive investment to your clients, and there's a line-out the door waiting for you to do it.

18:40.979 --> 18:47.571
[SPEAKER_00]: And it's a possibility, because somebody in your industry, I bet you is already the most expensive, and there's a line-out the door,

18:48.057 --> 18:49.398
[SPEAKER_00]: and unfortunately it might not be you.

18:50.079 --> 18:51.801
[SPEAKER_00]: This is where we focus on profit margin, okay?

18:51.821 --> 18:55.705
[SPEAKER_00]: So in order to do that, the first thing we have to understand is, who is your ideal client?

18:56.305 --> 19:01.030
[SPEAKER_00]: If your ideal client is anybody that, it's probably not an ideal client.

19:01.531 --> 19:05.034
[SPEAKER_00]: Will you be willing to serve anybody who's willing to pay your, sure, that's fine.

19:05.535 --> 19:17.507
[SPEAKER_00]: But if we don't really understand and get granular on who that person should look like, spend a like act like, then we're putting too much effort in throwing spaghetti on the wall and then we're taking a dart and trying to hit that spaghetti that sticks.

19:18.955 --> 19:21.519
[SPEAKER_00]: instead of drawing out the map and then just going for that.

19:22.761 --> 19:23.903
[SPEAKER_00]: Jared, that was you, by the way.

19:24.564 --> 19:27.288
[SPEAKER_00]: Jared Razer-Ham, that was the analogy from JT visuals, by the way.

19:28.109 --> 19:32.276
[SPEAKER_00]: I saw one of his podcasts, it's like, that sounds very, very relevant, okay?

19:32.676 --> 19:34.199
[SPEAKER_00]: Then from there, you can build a strong brand.

19:34.219 --> 19:39.647
[SPEAKER_00]: A brand is how people feel about you from the outside looking in basically, how they see you.

19:39.847 --> 19:41.149
[SPEAKER_00]: Do they feel like they get trust you?

19:41.610 --> 19:42.972
[SPEAKER_00]: So it's not just a logo.

19:43.854 --> 19:45.637
[SPEAKER_00]: It's not just colors.

19:45.717 --> 19:48.982
[SPEAKER_00]: Your brand is how people actually see you from the outside looking in.

19:49.343 --> 19:51.647
[SPEAKER_00]: Do they trust your brand because of what other people are saying?

19:51.687 --> 19:54.672
[SPEAKER_00]: Do they trust your message?

19:55.213 --> 20:00.401
[SPEAKER_00]: Would you speak, whether it's on your website or in person, do people relate to what you're saying?

20:00.441 --> 20:05.550
[SPEAKER_00]: And do you allow them to feel the pain and enough for them to say, I need that solution?

20:06.982 --> 20:07.664
[SPEAKER_00]: That's a brand.

20:07.704 --> 20:09.127
[SPEAKER_00]: That's how you strengthen that brand.

20:09.749 --> 20:12.195
[SPEAKER_00]: From the only half of that, then you start marketing to your client.

20:12.215 --> 20:14.380
[SPEAKER_00]: Marketing is just basically communicating to those people.

20:14.781 --> 20:15.463
[SPEAKER_00]: Where are they?

20:15.944 --> 20:19.834
[SPEAKER_00]: So like a place by self there, and then just have my brand message go out to them.

20:20.495 --> 20:20.676
[SPEAKER_00]: Right?

20:21.658 --> 20:22.881
[SPEAKER_00]: That's marketing.

20:23.384 --> 20:29.076
[SPEAKER_00]: Once you're able to do all those things, and you do it long enough, you're going to start gathering data, okay, who's my deal client?

20:29.858 --> 20:36.893
[SPEAKER_00]: If I market only my deal client, then my conversion ratio is XYZ percentage, then we can start predicting cash flow.

20:37.614 --> 20:43.266
[SPEAKER_00]: That's when business becomes fun when you can actually predict the majority of your results with the margin.

20:43.246 --> 20:44.207
[SPEAKER_00]: with the margin, right?

20:44.747 --> 20:48.691
[SPEAKER_00]: So how we predict cash flow here is we use a five-way formula.

20:48.931 --> 20:50.753
[SPEAKER_00]: Helps us understand the five metrics.

20:51.714 --> 20:55.137
[SPEAKER_00]: Business owners and managers should always measure.

20:55.778 --> 20:59.161
[SPEAKER_00]: By the way, these are KPIs, okay?

20:59.181 --> 20:59.962
[SPEAKER_00]: It goes like this.

21:00.282 --> 21:02.264
[SPEAKER_00]: Leads times conversion equals customers.

21:03.605 --> 21:12.173
[SPEAKER_00]: Customers multiplied by number of transactions per customer, multiplied by an average dollar cell per customer, equals revenues.

21:13.081 --> 21:19.490
[SPEAKER_00]: Revenue multiplied by your margin gives you the appropriate margin you're trying to calculate whether it's gross or neck.

21:19.811 --> 21:23.075
[SPEAKER_00]: How many of you are always checking how many new customers I've been able to serve?

21:23.235 --> 21:23.696
[SPEAKER_00]: Raise your hand.

21:24.718 --> 21:26.780
[SPEAKER_00]: If you're not, you should probably start there.

21:28.202 --> 21:28.903
[SPEAKER_00]: Okay?

21:28.923 --> 21:31.928
[SPEAKER_00]: How many of you track how much revenue comes in every single month or a year?

21:32.769 --> 21:35.172
[SPEAKER_00]: If you're not, you should probably start looking at that number.

21:35.433 --> 21:36.414
[SPEAKER_00]: Okay?

21:36.434 --> 21:42.683
[SPEAKER_00]: How many of you from your revenues understand and know your two profit margins, gross and

21:43.000 --> 21:43.461
[SPEAKER_00]: perfect.

21:44.101 --> 21:44.923
[SPEAKER_00]: Those are outcomes.

21:45.684 --> 21:46.725
[SPEAKER_00]: What are the other things?

21:47.045 --> 21:53.795
[SPEAKER_00]: That's activity as a business owner in a manager you can control to actually predict the outcomes of the three things you need.

21:55.136 --> 21:57.800
[SPEAKER_00]: As a business owner we need customers who pay correct.

21:58.301 --> 21:59.723
[SPEAKER_00]: When they pay we get revenue.

22:00.263 --> 22:03.187
[SPEAKER_00]: When we pay all our bills we should have a profit at the end.

22:03.207 --> 22:03.508
[SPEAKER_00]: Correct?

22:03.848 --> 22:06.091
[SPEAKER_00]: Those are three things that normally that's all we're looking at.

22:06.472 --> 22:11.218
[SPEAKER_00]: However, five areas we can control to actually manipulate

22:11.637 --> 22:13.480
[SPEAKER_00]: You can control how many leads come in.

22:14.101 --> 22:16.104
[SPEAKER_00]: Did you know that?

22:16.124 --> 22:16.365
[SPEAKER_00]: How?

22:18.909 --> 22:20.472
[SPEAKER_00]: Marketing, you could pay for it.

22:21.593 --> 22:24.618
[SPEAKER_00]: You could talk to people, right?

22:26.221 --> 22:27.764
[SPEAKER_00]: Who controls the conversion ratio?

22:28.805 --> 22:29.346
[SPEAKER_00]: You do.

22:29.927 --> 22:30.288
[SPEAKER_00]: How?

22:30.869 --> 22:31.630
[SPEAKER_00]: Learn how to sell?

22:33.253 --> 22:35.316
[SPEAKER_00]: Learn how to ask for the business.

22:35.735 --> 22:39.621
[SPEAKER_00]: Now, for those of you who have a business where people call you like plumbing, right?

22:40.102 --> 22:40.803
[SPEAKER_00]: Tell it goes out.

22:41.124 --> 22:43.107
[SPEAKER_00]: It's just going down the list of plumbers, right?

22:43.227 --> 22:44.029
[SPEAKER_00]: It's an immediate need.

22:44.550 --> 22:45.551
[SPEAKER_00]: If you just say, okay, great.

22:45.611 --> 22:46.633
[SPEAKER_00]: I can come out tomorrow.

22:47.314 --> 22:48.176
[SPEAKER_00]: Don't worry about the price.

22:48.236 --> 22:50.159
[SPEAKER_00]: If we can come out tomorrow with that fix all your problems.

22:50.219 --> 22:51.301
[SPEAKER_00]: Yes, perfect.

22:51.321 --> 22:52.102
[SPEAKER_00]: Let's get you in the calendar.

22:52.763 --> 22:53.845
[SPEAKER_00]: You just converted the job.

22:55.057 --> 22:55.297
[SPEAKER_00]: Right?

22:55.938 --> 22:57.741
[SPEAKER_00]: For some of you might not be that easy.

22:57.901 --> 22:58.843
[SPEAKER_00]: I'm not saying it is easy.

22:59.123 --> 23:01.367
[SPEAKER_00]: There's still art around that.

23:01.407 --> 23:08.678
[SPEAKER_00]: But what I'm saying is, we control our conversion ratio by how effective and how well-trained we are at sales or your sales team.

23:09.058 --> 23:13.285
[SPEAKER_00]: Where most people actually fail at selling is forgetting the answer to the business.

23:14.386 --> 23:17.571
[SPEAKER_00]: Most people are ready to pay they're just waiting for you to say, where do we go from here?

23:18.682 --> 23:20.825
[SPEAKER_00]: I promise you, add that into your sales process.

23:21.405 --> 23:24.629
[SPEAKER_00]: And I guarantee your conversion ratio is going to pop up.

23:25.290 --> 23:29.295
[SPEAKER_00]: Number of transactions, who controls how many transactions you do per client?

23:30.396 --> 23:31.537
[SPEAKER_00]: You have some control over that.

23:32.739 --> 23:35.762
[SPEAKER_00]: If you never go back to your past clients and ask for more work, then you won't never know.

23:35.802 --> 23:42.951
[SPEAKER_00]: If you don't go to their house or if they're not in front of you and you don't offer multiple things that you could do to add value to what you're already doing,

23:44.011 --> 23:45.095
[SPEAKER_00]: That's probably why you don't have it.

23:45.637 --> 23:47.063
[SPEAKER_00]: But you guys can actually control that.

23:47.545 --> 23:49.392
[SPEAKER_00]: Average dollar sell, who controls that?

23:50.275 --> 23:51.861
[SPEAKER_00]: You can always increase your prices.

23:52.533 --> 24:04.188
[SPEAKER_00]: And if you're working for an industry where there's fixed prices, let's say there's good commission structure or whatever, you can add or see if you can create bundles or something like that to add more revenue to one cell or more transactions to one cell.

24:05.009 --> 24:06.131
[SPEAKER_00]: And who controls the margins?

24:07.132 --> 24:09.095
[SPEAKER_00]: Contractors are notorious for this by the way.

24:09.655 --> 24:10.717
[SPEAKER_00]: They walk through Home Depot.

24:10.737 --> 24:12.239
[SPEAKER_00]: Oh, I think I didn't need that in three years.

24:12.299 --> 24:13.360
[SPEAKER_00]: I didn't need that in four years.

24:13.541 --> 24:14.642
[SPEAKER_00]: Let me just buy that now.

24:15.466 --> 24:31.618
[SPEAKER_00]: right that affects your profit margin by the way right you know what else affects your profit margin if you don't have a personal budget why you steal from your profit margin but if we don't have boundaries on how we personally spend and how the business pays us

24:31.987 --> 24:35.673
[SPEAKER_00]: that what pays for our over budget is our profit margins.

24:36.154 --> 24:37.196
[SPEAKER_00]: The five ways for them to look.

24:38.138 --> 24:39.360
[SPEAKER_00]: This feels complicated.

24:39.440 --> 24:43.407
[SPEAKER_00]: If I stress you out by doing this good, that means you need to actually learn it and master it.

24:43.747 --> 24:48.696
[SPEAKER_00]: For those of you who are clients of ours, you already know that we've probably talked about this once or a few times already.

24:48.676 --> 24:53.783
[SPEAKER_00]: Okay, but your five ways formula is designed to help you focus on what matters and let go of the rest.

24:54.163 --> 25:00.712
[SPEAKER_00]: These are KPIs that you must measure as a business owner and managers all the time.

25:01.193 --> 25:05.138
[SPEAKER_00]: Number three on our six steps is leveraging and systems.

25:05.819 --> 25:08.743
[SPEAKER_00]: Systems help you leverage, okay?

25:09.601 --> 25:14.709
[SPEAKER_00]: Now, I don't have time to do a whole workshop over this, but let me give you some points on leverage.

25:14.729 --> 25:16.012
[SPEAKER_00]: There's two things you want to talk about.

25:16.673 --> 25:18.055
[SPEAKER_00]: Four ways to leverage your business.

25:18.075 --> 25:21.761
[SPEAKER_00]: These are four areas where you need leverage or else you become the leverage.

25:23.544 --> 25:26.228
[SPEAKER_00]: You have to leverage your people and their education.

25:26.749 --> 25:27.951
[SPEAKER_00]: In other words, they're training.

25:28.632 --> 25:34.562
[SPEAKER_00]: If you wear five hats, are you well-trained and educated on those areas that you're in charge of?

25:36.027 --> 25:42.194
[SPEAKER_00]: Most of the chaos comes because everybody has a slightly different definition of how something is supposed to be done.

25:43.976 --> 25:48.882
[SPEAKER_00]: So if you're an abdicator and get this done, but then it's like, why'd you do it that way?

25:49.022 --> 25:50.484
[SPEAKER_00]: Well, you never gave me a manual.

25:50.944 --> 25:51.885
[SPEAKER_00]: We never trained on it.

25:52.266 --> 25:57.292
[SPEAKER_00]: So the first area to leverage is your people and their education slash systems.

25:57.752 --> 25:59.794
[SPEAKER_00]: But they're training.

26:01.056 --> 26:03.739
[SPEAKER_00]: Second area to leverage is systems and technology.

26:04.124 --> 26:07.550
[SPEAKER_00]: Okay, I guarantee you you all have systems.

26:08.652 --> 26:13.280
[SPEAKER_00]: For some of you, you are the system or your brain is the system, right?

26:13.621 --> 26:15.784
[SPEAKER_00]: That means your job title is firefighter.

26:16.906 --> 26:23.378
[SPEAKER_00]: Because everyone has to come to you and figure out how to fix what was not done right because there's no systematic systems.

26:23.919 --> 26:26.123
[SPEAKER_00]: Probably doesn't make sense, but still it makes sense to me, right?

26:26.904 --> 26:28.647
[SPEAKER_00]: And do you leverage technology?

26:29.572 --> 26:42.072
[SPEAKER_00]: My mentor said that we are in the best era to run businesses and become wealthy because technology has gone so far with AI that we could leverage so much of what we used to do and focus on the things that matter.

26:42.853 --> 26:52.569
[SPEAKER_00]: If you're not leveraging technology and AI, if you don't do the next three years, I'm not sure while you're gonna be compared to your competition.

26:54.912 --> 26:57.216
[SPEAKER_00]: And even in the home service,

26:57.483 --> 26:59.445
[SPEAKER_00]: We buy equipment to make things better.

26:59.885 --> 27:03.208
[SPEAKER_00]: Delivery and distribution is a third area to leverage in the systemized.

27:04.409 --> 27:08.033
[SPEAKER_00]: Delivery, how do we give our services away?

27:08.814 --> 27:10.175
[SPEAKER_00]: How do we sell our products?

27:11.876 --> 27:15.019
[SPEAKER_00]: And is there a system so that there's consistency around that?

27:15.380 --> 27:25.549
[SPEAKER_00]: Do the systems include a way for the clients that feel a very specific feeling so that their experience causes them to come back over and over and over again.

27:27.318 --> 27:32.784
[SPEAKER_00]: Every business has the opportunity to create amazing systems around delivery and distribution.

27:34.526 --> 27:45.337
[SPEAKER_00]: A lot of times that's the easiest area to coach because most people, their core values are, we want our clients to feel really good when we finish working with them, that sometimes we probably don't charge for our services when we do things over and above.

27:46.078 --> 27:47.500
[SPEAKER_00]: Okay, we have to systemize that.

27:48.100 --> 27:51.824
[SPEAKER_00]: Delivery and distribution means it needs to be a system to have them feel good and for you to collect money.

27:52.906 --> 27:56.970
[SPEAKER_00]: Okay, the fourth area is testing and measuring.

27:58.013 --> 28:04.524
[SPEAKER_00]: Well, when you grow in scale, the system to use to work on must also evolve with your business growing.

28:05.406 --> 28:20.832
[SPEAKER_00]: If you had systems running because you are the only plumber or the only technician or the only salesperson, and now you have a team of 10, if the systems haven't upgraded and evolved with you, then there's going to be more additional chaos.

28:21.892 --> 28:29.464
[SPEAKER_00]: Your systems must evolve, so there must be systems around testing and measuring where your systems are right now and if they're still relevant for what you're doing.

28:30.385 --> 28:33.590
[SPEAKER_00]: There needs to be testing and measuring systems around systems and technology.

28:34.231 --> 28:42.644
[SPEAKER_00]: Who's in charge of keeping up with everything going on so that we can constantly leverage your business with better technology and systems, right?

28:43.605 --> 28:46.870
[SPEAKER_00]: Cool, so those are four areas to leverage in your business.

28:46.934 --> 28:50.600
[SPEAKER_00]: This is also part of the operating system that we install on people's businesses.

28:51.261 --> 28:52.763
[SPEAKER_00]: A nine-seps system is your business.

28:53.144 --> 28:58.452
[SPEAKER_00]: It's something I love teaching on, because we think of systems as manuals, right?

28:58.492 --> 29:00.656
[SPEAKER_00]: We think of systems as we type out how to's.

29:02.038 --> 29:10.211
[SPEAKER_00]: But a lot of times, the how to's come because we need to either buy into a vision, core values, we have to know why we're doing certain things.

29:10.611 --> 29:12.334
[SPEAKER_00]: So there's actually steps.

29:12.601 --> 29:20.015
[SPEAKER_00]: before the how-to is that it must be prioritized and in your systems, so that way everything flows so smoothly.

29:20.196 --> 29:25.586
[SPEAKER_00]: Number one, actually I'd like to do the four together, vision, mission, core values, and your goals.

29:26.648 --> 29:34.002
[SPEAKER_00]: Those must be established and there needs to be a system around communicating that with your team very frequently.

29:35.213 --> 29:42.627
[SPEAKER_00]: If you have a vision, mission, and culture statements written somewhere but they're never talked about, do you think your team will have anything to buy into?

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[SPEAKER_00]: You will also forget it as a business owner and a manager.

29:47.818 --> 29:50.583
[SPEAKER_00]: So there needs to be a systemized approach on commuting.

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[SPEAKER_00]: First of all, getting it on paper, training on it and communicating it frequently.

29:56.847 --> 30:04.335
[SPEAKER_00]: Next, organizational charts are amazing ways to help us see where we are and to predict how it needs to be in the future.

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[SPEAKER_00]: If you get it work chart with every position that you have, and you write your name in every bubble that you're in charge of, as of right now, you'll probably be very surprised as to how many things you're involved in.

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[SPEAKER_00]: When you're able to see that,

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[SPEAKER_00]: You start to determine, oh my gosh, I might be the bottleneck, or we need to open up a couple of divisions or hire new positions to leverage what we're doing in order for us to grow.

30:31.189 --> 30:34.512
[SPEAKER_00]: Orchard's are a great way of systemizing things in your business.

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[SPEAKER_00]: I like to do those once a quarter, by the way, for myself and sometimes with my team.

30:39.938 --> 30:41.099
[SPEAKER_00]: Positional contracts.

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[SPEAKER_00]: In your systems, there should be clear understanding of what your team is supposed to do.

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[SPEAKER_00]: Okay, so, positional contracts might be job descriptions.

30:54.692 --> 31:01.982
[SPEAKER_00]: KPI sheets, your team needs to understand what the responsible for doing, but you should also have positional contracts for all of your clients.

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[SPEAKER_00]: That expresses and it clarifies what the scope of work should be, what you expect from them, what they should expect from you, et cetera, et cetera.

31:11.034 --> 31:13.497
[SPEAKER_00]: Okay, that needs to be systematic.

31:13.831 --> 31:16.355
[SPEAKER_00]: Next, KPIs, who knows what KPIs are?

31:16.755 --> 31:22.624
[SPEAKER_00]: Keep performance indicators or mini outcomes that let you know how healthy you are to actually accomplishing the big goal.

31:24.367 --> 31:34.101
[SPEAKER_00]: And every position, every technician, every manager, everybody needs to have sub-KPIs that if everybody does it right, it actually helps you get to the big business goal.

31:34.522 --> 31:38.027
[SPEAKER_00]: So it's like sub-outcomes for everybody, okay?

31:38.348 --> 31:39.590
[SPEAKER_00]: It takes time to figure that out.

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[SPEAKER_00]: And it helps you make decisions when it comes to hiring, firing,

31:42.434 --> 31:43.276
[SPEAKER_00]: all those things, right?

31:43.616 --> 31:43.977
[SPEAKER_00]: Absolutely.

31:44.598 --> 31:51.291
[SPEAKER_00]: When I figured out KPIs, because I'm one of those crazy launch controllers that I forget everything, I only focus on 10% of what I'm good at, right?

31:51.892 --> 31:59.447
[SPEAKER_00]: So I developed a leadership style where it's like, everybody knows their KPIs, every Wednesday, me and the managers we meet, and we have a KPI dashboard I called the Warboard.

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[SPEAKER_00]: Marketing team, KPI is put it up.

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[SPEAKER_00]: Operations, KPI is put it up, right?

32:06.088 --> 32:06.929
[SPEAKER_00]: Anything's KPI.

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[SPEAKER_00]: And that's how it led and managed, because KPI's meant either we're going to do it or we're not going to do it.

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[SPEAKER_00]: And we can adjust.

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[SPEAKER_00]: And when we did it weekly, we were able to just quickly rather than,

32:17.348 --> 32:21.833
[SPEAKER_00]: You know, let all this time go by and now we're having to adjust in a greater measure, okay?

32:22.474 --> 32:32.264
[SPEAKER_00]: How to's in systems, again, I said most people go to that right away, but how to's in systems are pretty much done based off of what we know KPI should be and how everything else looks.

32:32.865 --> 32:36.048
[SPEAKER_00]: And then the management systems need to be systemized.

32:36.529 --> 32:38.191
[SPEAKER_00]: That's a whole other beast right there.

32:38.951 --> 32:43.276
[SPEAKER_00]: Most people have a hard time understanding the difference between a leader and a manager.

32:44.197 --> 32:46.039
[SPEAKER_00]: Because there is some overlap.

32:46.694 --> 32:49.237
[SPEAKER_00]: but it can't have a total overlap, right?

32:49.877 --> 32:57.606
[SPEAKER_00]: Leadership is designed strategically for the vision and there are ability to find the right people and put them in the right place, motivate, train, et cetera, et cetera.

32:58.547 --> 33:01.470
[SPEAKER_00]: Managers are there to get the outcome done.

33:02.091 --> 33:06.175
[SPEAKER_00]: You might fit in everything we're category, but we should still be thinking like we're running a big team.

33:06.736 --> 33:11.301
[SPEAKER_00]: It'll be easier to figure that stuff out eventually if you think that far ahead.

33:12.007 --> 33:16.273
[SPEAKER_00]: All right, step number four on the six steps is building a rockstar team, okay?

33:16.293 --> 33:19.817
[SPEAKER_00]: Once you have the mastery done, there's chaos that's been eliminated.

33:20.158 --> 33:22.881
[SPEAKER_00]: I wouldn't even say eliminated, but it's under a lot of control.

33:24.103 --> 33:29.270
[SPEAKER_00]: We're niching down, we're getting your clients, we're making money, we have systems in place.

33:29.891 --> 33:33.015
[SPEAKER_00]: Now it's easier to find people that wanna join an amazing team.

33:33.675 --> 33:37.120
[SPEAKER_00]: Team is somewhat of a backbone.

33:37.522 --> 33:39.866
[SPEAKER_00]: You want the right people in the right places.

33:40.567 --> 33:42.170
[SPEAKER_00]: If not, it gets extremely toxic.

33:42.711 --> 33:45.616
[SPEAKER_00]: If managers are unhappy and talking about their owners, that's not good.

33:46.297 --> 33:50.424
[SPEAKER_00]: And vice versa, we have to learn how to lead our team to get the results.

33:50.965 --> 33:52.828
[SPEAKER_00]: Here is six keys to having a winning team.

33:52.868 --> 33:57.336
[SPEAKER_00]: Number one, there needs to be strong leadership because it all flows downwards.

33:58.582 --> 34:05.209
[SPEAKER_00]: John C. Maxwell said it best in my opinion, a strong leader has an amazing ability to influence their team.

34:05.729 --> 34:10.494
[SPEAKER_00]: Not demand results, but to influence their team, okay?

34:10.514 --> 34:12.236
[SPEAKER_00]: Everybody has to have a common goal.

34:12.356 --> 34:15.880
[SPEAKER_00]: That means the goal needs to be understood across all levels.

34:16.741 --> 34:23.087
[SPEAKER_00]: Now, there's certain areas that need to know and must know, but everybody should understand the common goal.

34:24.367 --> 34:28.674
[SPEAKER_00]: I was one of those weird entrepreneurs that I exposed even our numbers to our basic team.

34:28.694 --> 34:32.880
[SPEAKER_00]: I said, guys, this is what we're at, but we need to be here, how do we fill that gap?

34:33.942 --> 34:36.165
[SPEAKER_00]: When people knew the numbers is like, okay, boss, I can do this.

34:36.385 --> 34:37.046
[SPEAKER_00]: Boss, I can do this.

34:37.147 --> 34:37.607
[SPEAKER_00]: I can do this.

34:37.868 --> 34:38.108
[SPEAKER_00]: Great.

34:38.228 --> 34:40.251
[SPEAKER_00]: Let's put together a plan, boom, that's execute, right?

34:41.213 --> 34:42.475
[SPEAKER_00]: Everybody needs to know the rules of the game.

34:42.895 --> 34:43.596
[SPEAKER_00]: Those are your systems.

34:44.157 --> 34:44.458
[SPEAKER_00]: All right?

34:45.139 --> 34:47.563
[SPEAKER_00]: Everybody must have an understand the action plan.

34:48.103 --> 34:52.450
[SPEAKER_00]: Everybody plays a different goal in the action plan, but we need to know what the action plan is.

34:53.037 --> 35:02.909
[SPEAKER_00]: As leaders and managers, you should support somewhat of risk taking, right, or else you're the one making all the decisions, this was my favorite way of doing it, and I got it from Dan Martell.

35:03.129 --> 35:04.070
[SPEAKER_00]: So I didn't make this up.

35:05.412 --> 35:11.980
[SPEAKER_00]: If somebody came to me with the problem and expected me to fix it, if I fixed it, what did I just do?

35:12.560 --> 35:22.993
[SPEAKER_00]: Created an invisible system saying, Joe will fix all your problems, right?

35:23.058 --> 35:23.559
[SPEAKER_00]: amazing.

35:24.140 --> 35:24.841
[SPEAKER_00]: What do you think you should do?

35:26.764 --> 35:33.375
[SPEAKER_00]: Okay, if you don't know, research it, this is where I would start, come back to me with three solutions and the one solution you think is best based off of that.

35:35.017 --> 35:38.904
[SPEAKER_00]: Now, if they came with bad solutions and I would have to kind of guide them and coach them a little bit.

35:39.705 --> 35:45.775
[SPEAKER_00]: But most of the time they figured it out, 100% involvement in inclusion is required to have a successful team.

35:46.336 --> 35:47.838
[SPEAKER_00]: Okay.

35:47.858 --> 35:50.382
[SPEAKER_00]: If there's people bucking up against a system,

35:51.087 --> 35:56.793
[SPEAKER_00]: Especially when you're just starting and you don't know everything, it must be addressed immediately, okay?

35:57.254 --> 36:01.919
[SPEAKER_00]: If you're a leader or a manager bucking up against the system, my encouragement to you is, check your heart.

36:02.539 --> 36:10.728
[SPEAKER_00]: But these are six keys we teach every one of our clients to focus on when it comes to building a very successful team.

36:10.748 --> 36:13.732
[SPEAKER_00]: Because your team is there to help you get the results.

36:14.553 --> 36:18.597
[SPEAKER_00]: And if the team understands how to do it, then it's easier for you as a leader.

36:19.083 --> 36:24.437
[SPEAKER_00]: If they don't know how to do it because you hold everything in, then you become the solution for your entire team.

36:25.099 --> 36:27.666
[SPEAKER_00]: And there are times, people are like, well, I don't need the team anyways, then.

36:28.228 --> 36:29.672
[SPEAKER_00]: I'd rather just be small and do it myself.

36:30.554 --> 36:32.018
[SPEAKER_00]: That also comes with its consequences.

36:32.038 --> 36:33.281
[SPEAKER_00]: How many of you have ever felt that way?

36:33.803 --> 36:38.616
[SPEAKER_00]: And even taken measures to do that and say, oh, shoot, why do I do that, right?

36:38.816 --> 36:39.759
[SPEAKER_00]: I've done it many times.

36:40.040 --> 36:44.652
[SPEAKER_00]: I try to return my boots, and I had to put them back on for a second and then re-retire them.